Role Of Leadership 1 In Leadership

Role Of Leadership 1role Of Leadership

Role of Leadership A few of the senior management's role in successful quality improvement programs include acting as a facilitator and a resource provider. Acting as a facilitator involves making the process of quality improvement to be smooth. The main reason for this is that the manager and all the people involved in the implementation of the quality improvement will be discouraged from executing their strategy if it will appear to be difficult. What this means is that all the planned quality improvement activities will not amount to anything. It also means that the organization will miss getting all the benefits that come as a result of improving the quality of products and services.

All firms must adopt the above roles so as meet customer requirements as well as satisfaction. What normally happens is that any firm that fails to meet the needs of its customers ends up experiencing low sales. As a result of this, such firms end up earning low revenue and low profits. This increases their risk of closure. The main reason for this is that in such situations, many organizations fail to meet the costs that they incurred when producing goods and services.

Some of the risks of not using the above roles include the possibility of time wastage due to regular planning and also the likelihood of incurring high costs. Planning in any organizations consumes a lot of time. Conducting planning on a regular basis will mean that many planners will have to set aside many days of planning. If the number of days will be high, a lot of time will be wasted. High costs will be incurred as a result of the expenses associated with the planning activity.

Senior and middle management can derive the metrics to use to monitor and communicate performance by setting goals and objectives and establishing performance indicators. References Bernard, S. K. (2016). Role of leadership in knowledge management: a study. Journal of knowledge management , 12 (4), 3-15. Daniel, F., & Mohamed, H. (2015). Visionary leadership and strategic management. Strategic management journal , 10 (S1), 17-32. Edward, R. D., & Hicks, M. A. (2015). The role of strategic leadership: Achieving and maintaining strategic competitiveness in the 21st century. Academy of Management Perspectives , 13 (1), 43-57.

Quality Control Manual 2 Olena Spears Quality Control Manual

Quality control began during the Stone Age when human beings were using stone tools to carry out their activities. When human beings began to manufacture products during the industrial revolution age, quality control was factored in to improve the newly innovated products.

Manufacturing plants set up laboratories where researchers could design improved forms of the existing products. Business organizations began to realize that the efficiency of the invented products improved as they modified the products. They also realized that continued modification of the initial products led to the discovery of other products. Quality control is needed to so as to improve the value of a product. The main reason for this is that the quality of a product plays a great role when it comes to marketing.

Consumers tend to prefer products that are of high quality. This is because high quality products offer full satisfaction to the existing needs. Based on this fact, a company selling products of high quality tends to experience high sales as well as high profits. The high profits experienced are due to the fact that consumers are always more willing to pay more for products of high value. The other reason as to why quality control is needed is so as to improve the efficiency of the existing products.

The stone tools for example that were used by early human beings were less efficient when compared to the new tools that came later. Early human beings spend a long time cutting a tree using a stone than the latter generation that used cutting tools made from steel. Unlike the previous generation, this generation spent less time to cut trees. One thing that can be noticed in this example is the fact that newly invented steel tools led to improved time efficiency. References Bernard, K., & Loftus, J. H. (2015). Introduction to quality control (Vol. 98). Tokyo: 3A Corporation. Daniel, K. (1976). Guide to quality control: industrial engineering and technology . Tokyo, Japan: Asian Productivity Organization.

QUALITY MANAGEMENT TACTICS 5 Title: Quality Management Tactics

Olena Spears BADM370- U3IP Professor Kaner 6 September 2018 Create a comparative table that shows the various definitions, risks, and value of each of the following quality management tactics. 1. Establishing customer expectations Customer expectations can be defined as the perceived-value that a buyer of products or services has towards them. To establish the customer expectations means to offer to provide goods and services to the customer in the manner and condition that he or she expects. Risks in establishing customer expectations During the process of establishing customer expectations, the risk of market failure can occur. The product or service produced can fail to meet the needs and expectations of the customer. When this happens, the company may lose a lot of products that might expire or get damaged while in stores. Besides, the company may also lose customer's trust and loyalty. This can happen if the goods and services provided fail to meet customer expectations. The customers may reject the product and shift their loyalty to another company. Value of establishing customer expectations When customer expectations are fully met, the customers will demand more goods and services which will make the company increase its sales. Moreover, the company's reputation is improved when customers are provided with what they expect. 2. Designing quality This can be defined can the process of improving the value of a product or a service. Quality of a good or a service can be designed using the following steps; -Establishing the goals of the design -Defining the target market -Research on the customers' needs -Design the characteristics of the product or service that will meet customers' expectations -Establish the process of controlling the implementation of the design. Risks in designing quality During the process of designing a product or service, the risk of failing to attain customer expectations is likely to occur. This can result in wastages and great loss as many products will remain in unsold. The value/advantages of designing quality When a product or service is well designed for quality, it definitely meets the customer expectations and needs. Designing helps in the value added in a product thus making it remain long in the market -It improves products reputation -Helps in boosting customers' loyalty to the company -It strengthens the identity of the business 3. Defining metrics . This can be referred to the process of understanding customers' cultures, values, beliefs and lifestyles in order to know their products and service’s needs. Risks in defining metrics. In order to get adequate information about the way of life of a certain group of people, carrying out a research is a reliable method. Research undertaking is expensive and there is a likelihood of losing money when the research fails. Value of defining Metrics. Defining metrics acts as a guideline on what product or service to produce for a certain group of people. This helps in avoiding the risks of providing products that may not be in demand. In addition to that, defining metrics helps in carrying out effective market segmentation and price discrimination. 4. Kaizen This can be defined as a process of constantly making small improvements in a business process to improve quality and efficiency. Risks associated with Kaizen approach. When a new change is made to the original business process, the risk of damaging it is likely to occur. Value of Kaizen approach. Kaizen approach helps in improving production processes thus increasing products produced. These products are provided to the customers who had demanded. More productions and sales increase a company's profitability. 6. The Six Sigma. This a technique used to improve the company's general process. It stands for sort, set according to set standards, shine, standardizing, sustaining and safety. The risk associated with the Six Sigma. The technique is a bit complicated and can easily cause confusion in a company which put it at a risk of loss of money and poor production process. Value of Six Sigma If well managed, this tool can greatly improve a company's process and therefore increase the production of goods. As more goods are produced, the more the company realize profits. References Imai, M. (2012). Gemba Kaizen: A commonsense approach to a continuous improvement strategy . New York: McGraw Hill. Shaffie, S., & Shahbazi, S. (2012). Lean Six Sigma . New York: McGraw-Hill. Truscott, W. (2012). Six Sigma . Hoboken: Taylor and Francis.

Paper For Above instruction

The role of leadership in organizations is fundamental to achieving strategic objectives and ensuring successful implementation of change initiatives such as quality improvement programs. Effective leadership facilitates organizational change by guiding, motivating, and supporting teams through complex processes. Leaders serve as facilitators by removing obstacles that hinder progress and by providing resources and direction necessary for achieving quality standards. This leadership role is critical because it influences organizational culture, employee engagement, and the overall success of quality initiatives (Bernard, 2016; Daniel & Mohamed, 2015).

One of the primary responsibilities of senior management is to act as a facilitator in quality improvement programs. This involves creating an environment that encourages continuous improvement and innovation. Facilitator leadership ensures that activities related to quality enhancement are smooth, coordinated, and aligned with organizational goals. When managers effectively facilitate, they reduce resistance to change, foster collaboration among departments, and maintain momentum in quality initiatives (Edward & Hicks, 2015). Without this leadership role, organizations risk stagnation and failure to realize the full benefits of quality management.

Resource provision is another vital role of leadership. Leaders must allocate sufficient resources—such as training, technology, and personnel—to support quality initiatives. Adequate resourcing ensures that teams have the tools needed to identify issues, implement solutions, and monitor progress. When leadership neglects this role, projects may suffer from inadequate support, leading to delays, increased costs, and subpar quality outcomes (Bernard, 2016). Effective resource management by leadership directly correlates with improved quality performance and customer satisfaction.

Furthermore, leadership influences organizational culture, which is pivotal for quality improvement success. Leaders who promote a culture of continuous improvement, accountability, and customer focus can inspire employees to adopt quality-oriented behaviors. This cultural shift fosters an environment where quality is embedded into daily operations, motivating staff to uphold high standards (Daniel & Mohamed, 2015). Conversely, leadership neglect in shaping culture can lead to complacency, resistance to change, and poor quality outcomes.

Leadership also plays a strategic role by setting clear goals and establishing performance metrics for quality improvement efforts. These metrics serve to monitor progress, communicate results, and adjust strategies as needed. Developing appropriate key performance indicators (KPIs) enables managers to measure success and identify areas requiring attention (Edward & Hicks, 2015). Effective leadership in this domain not only aligns quality objectives with organizational strategy but also enhances accountability and transparency.

In conclusion, the role of leadership in quality improvement is multi-faceted and critical to organizational success. Leaders act as facilitators, resource providers, cultural shapers, and strategic goal-setters. Their ability to influence organizational processes and foster a culture of quality directly impacts customer satisfaction, operational efficiency, and competitive advantage. Developing leadership capacity in these areas is essential for organizations seeking sustainable quality excellence and long-term growth.

References

• Bernard, S. K. (2016). Role of leadership in knowledge management: a study. Journal of Knowledge Management, 12(4), 3-15.
• Daniel, F., & Mohamed, H. (2015). Visionary leadership and strategic management. Strategic Management Journal, 10(S1), 17-32.
• Edward, R. D., & Hicks, M. A. (2015). The role of strategic leadership: Achieving and maintaining strategic competitiveness in the 21st century. Academy of Management Perspectives, 13(1), 43-57.
• Imai, M. (2012). Gemba Kaizen: A commonsense approach to a continuous improvement strategy. New York: McGraw Hill.
• Shaffie, S., & Shahbazi, S. (2012). Lean Six Sigma. New York: McGraw-Hill.
• Truscott, W. (2012). Six Sigma. Hoboken: Taylor and Francis.
• Dowell, B. (2010). Leadership and quality management. International Journal of Quality & Reliability Management, 27(4), 414-427.
• Juran, J. M., & DeFeo, J. A. (2010). Juran's Quality Planning and Analysis. McGraw-Hill.
• Garvin, D. A. (1988). Managing quality: The strategic and competitive edge. Free Press.
• Parsley, C., & Bayne, R. (2014). Cultivating a culture of quality in organizations. Quality Management Journal, 21(1), 27-36.