Coming into an environment that did not end well can be difficult because you must quickly react to the situation to make positive changes or there could be long-term consequences. Stepping into this role it was important to understand the company’s culture and objective when developing a plan that would benefit the organization as a whole. The first step of the process is to reorganize the department and develop goals for which provide the department guidance. From there I must determine what the department and company as a whole need to do in order to begin moving the department in the best direction. With that information, I was able to compile a plan that will help the organization achieve its goals while boosting the morale of the …show more content…
With that perspective, the current structure of the Quality Control Department consists of seven different components that each have a director and a couple of managers supervising a group of inspectors. That means there are roughly seven directors, fourteen managers, and about fourteen groups of inspectors at a minimum. For an organization that expects all employees to be engaged in quality assurance, there a large department for quality control that could be better utilized to increase efficiency, reduce cost, and better align the organization to achieve its goals of quality. The restructuring of the departments would consist of three components: interdepartmental connections, quality improvement, and customer research and employee training. This structure is going to utilize the core organizational piece of culture that every employee is responsible for quality assurance. The old Quality Control Department contained a component for each part of the manufacturing process which is good, but unnecessary when you can integrate inspectors into the other departments to be more cost effective and remain focused on the company culture. The Interdepartmental Connections
In his analysis of companies that are able to achieve greatness, James Collins identifies the role of a “Level 5” leader as instrumental in the transformation. Collins identifies this type of leader as an individual “who blends extreme personal humility with intense professional will” (21). While they are willful and fearless, these leaders are also modest and humble. The leader is less interested in personal glorification and is more interested in the performance of the company. They are intensely driven towards building a successful company that is capable of continuing its success in their absence. In his analysis of companies, he identified that all good companies that became great had Level 5 leaders at the help when they transformed. The leaders are interested in building up their successors such that the company continues on a successful path. This is in contrast with leaders who are interested in the short-term success of a company during their tenure. Level 5 leaders are not concerned “with their own reputation for personal greatness” (Collins 26). Rather, they are willing to share credit for their success with colleagues and successors. Under egocentric leaders, Collins noted that companies would achieve particularly strong growth but they would fall apart immediately after the leader’s exit. However, Level 5 leaders seek to obtain consistent results by finding the best people and creating a
The most important resource, and the one in least supply, is additional time for those involved in restructuring. When implementing change, you must be creative with time, all the plans be perfect however if there is no time for the people involved to come together the perfect plans cannot be executed. Guideline five, acknowledge the emotional reaction to change. When implementing change, you should anticipate emotional reactions to change. The stages of emotions are; uninformed optimism, informed pessimism, hopeful realism, informed optimism, and a sense of rewarding completion. Guideline six, anticipate restructuring problems and identify problem-solving skills. Attitude and emotional issues; process factors such as lack of coordination, planning, or communication; and lack of resources are a few problems that should be anticipated whenever change is being facilitated. Other predictable problems are unanticipated crises, competing demands, limiting physical environments and perceived low or minimal control among those involved in the change effort. Effective problem solving approaches
As already discussed in Section 1, business productivity and change cannot occur without effecting people’s psychology to effect change. I initially felt that supervision would be fundamental to addressing and identify issues to allow reflection to plan a way forward to address issues, such as, performance management, productivity, effectiveness and understanding the views of the individuals to effect and improve individuals and team goals, and linking this to the business plan. This approach I
While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.
Senior leadership must determine and direct the level of quality that is acceptable within the organization. Leadership should prioritize areas of quality and use data based on benchmarks from other facilities. (Dlugacz, 2006). In addition the author states there are some important areas that must be monitored for quality. Compliance must be followed by leaders and all
Unfortunately, one problem I noticed was the breakdown in communication between all levels of the team. The pattern of communication I noticed was closed and limited to only a small portion of the team as a whole. With such a large building, this is something that needs to be addressed immediately. Opening the lines of communication within the department will strengthen the relationship each member has with their leader. This builds trust and will improve
The Process Excellence department is loosely connected to the quality team. He stated he still reports to the Chief Medical Officer as he used to be the Chief Quality Officer as this position has not been filled. However, the Chief Medical Officer has his own quality team and process excellent team. He stated that in the future he would like to see more blending of the two departments as they are not formally part of the organization 's quality improvement structure. The Process Excellence department focuses on what structures that they need to have, what are the tools are needed and how people are using those tools. The quality improvement department focuses more on managing all of the data, regulatory pieces and compliance regulations in order to help each department know
For over 20 years, I have accepted higher education administrative opportunities that would allow me to advance to the position of President. I would like to share some of my experiences successfully leading organizational strategic planning processes. My leadership of those strategic processes led to the implementation of processes that moved the organization in the direction that was appropriate for a changing economic environment. My ability to think strategically and develop collaborative relationships contributed greatly to my ability to successfully implement new organizational initiatives as well.
I was asked by the acting director to take over one of the division’s due a reassignment of its Director. The directorate was responsible the Strategic Investment and the Capital Investment Planning for the CIO. The acting director wanted me to turn the staff around or convince them to move on to other agencies or positions outside the office. I immediately interviewed each staff member and I came to understand that I inherited a staff that had been completely demoralized by the old director and was on the verge of filing complaints with the union. This issue, coupled with acting director’s negative view of the staff, meant that I was fighting a war on two fronts. During the interviews with the staff, I found that most were competent and hardworking but were afraid to take any action without management approval. This approach made me a single point of failure. To make matters more complicated, when I spoke to my superior about what he believed their short comings were, he cited their lack of independence and their ability solve problems at a lower level. I quickly met with them and provided them parameters to make decisions within. Once I empowered them, I gave them authority to deal directly with the Department Of Commerce and the Office of Management Budget. To complicate matter even more, they were often the victim
The increased complexity of total quality management for Riordan lies within the area of supervision. Employees are held accountable for their production quality, although there are auditors. The Quality Assurance Auditors perform a limited surveillance with an objective to provide thorough, comprehensive and effective evaluations of Quality Programs, both domestic and international. The intricacy involves becoming aware of employees cultures and ideals, and learning how to utilize these to motivate the different personnel to work to their potential.
1. Clarity - the clarity of this situation is what I would call the final goal. While everyone thought work hard intelligent and in fact more intelligent is on the right track. The status of all the members of the departments to work smarter and allow managers to design the work and functions
To be effective, organizational structure should be established after an organization’s strategy (Pryor, et.al., p. 1-4). Because an organization is tied closely to the Five P’s (Purpose, Principles, Processes, People, and Performance), Strategic Quality Management should permeate its entire breadth. An organizations mission, vision, goals, and objectives should include dedication to the act of providing customer satisfaction through a clear definition of quality. Its principles should include a focus on customer-based quality management, as should its processes people, and performance. Once the strategy is determined, the organizations systems and structure should compliment its dedication towards Strategic Quality Management.
The purpose of this paper is to discuss my hospital system, The Cleveland Clinic’s, organizational quality department, structure, and programs. Health care reform, accountability, quality care, and patient safety have become the foundation of a reliable hospital system (Huber, 2014). This paper will answer several questions regarding the organizational quality program at my hospital, including management structure, improvement projects, staff involvement, techniques utilized, staff communication, and evaluation of quality effectiveness. I will also provide two examples of a Quality Improvement (QI) initiative that has been successful in my organization.
Looking at the main focus areas of CareNational, Quality Management is in many ways seen as most multifaceted and complex of the Medical Management disciplines. On the surface, its missions seem simple and serves as a consistent philosophy across the wide variety of supporting roles: ensure the overall quality of patient care. However, navigating through the variety of tools, position functions, and organizational structures internal to the department, it becomes significantly hazier. Additionally, many of the foundational elements are based on the general business concept of this department that has its own four main components: quality control, quality assurance, quality planning, and quality improvement. The question is now raised of how
Toyota also has a strong portfolio of prestigious brands such as Prius, Camry, Toyota, Lexus, Corolla, Land cruiser, Hilux and other brands. In fact, the annual Brands Top 100 ranked Toyota a leading brand. This strong branding and market position allows Toyota to market its product with premium prices and high profit margins.