Origins And Developments Of Quality Assurance

Studies on the subjects of leadership and management have the underlying difference between a leader and a manager as “managers maintain things and leaders change things.” Gill (2006:26) explains their difference as “Managers plan, allocate resources, administer and control whereas leaders innovate, communicate and motivate”

"Leadership is more about change, inspiration, setting the purpose and direction, and building the enthusiasm, unity and 'staying-power' for the journey ahead. Management

Leadership is a facet of management. It is just one of the many assets a successful manager must possess. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this managers must undertake the four functions of management: planning, organization, leading and controlling. In some cases leadership is just one important component of the leading function. Predpall (1994) said, "Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others". In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.

Some theorists use the terms ‘leadership’ and ‘management’ reciprocally as if they are tantamount with one another, while others use them in a very purposeful sense to express that they are, in effect, rather different (Bush, 2003). Organisational successfulness, it is generally accepted, is dependant on both competent leadership and consistent management (Dimmock and Walker, 2005) According to Grace (1995) they do not follow from one or the other, but

Prosperous businesses should ensure dedicated frontrunners and supervisors that cultivate, reinforce, and reassure member of staff endurance within a business. At hand is a substantial differentiation concerning guidance and supervision. Generally leadership can be perceived as a perception of communication and business’s visualization, whereas, management can be viewed as achievement of the business’s visualization. It is to my belief that when speaking of leadership and management, the two stands strongly connected, yet equally signify and sustain different assignment and obligations.

To fully explain the relationship between Leadership and Management we need to appreciate that the two go hand in hand, they are by no means the same thing but they complement each other when driving any team to perform and exceed targets within a business. The manager’s job is very task-focused. They often have to follow company

Much has been written about the difference between management and leadership. In the past, competent management staffs ran effective companies. In light of our ever-changing world, however, most companies have come to realize that it is much more important to lead than to manage. In today's world the old ways of management no longer work. One reason is that the degree of environmental and competitive change we are experiencing is extreme. Although exciting, the world is also very unstable and confused. In an article entitled What’s the Difference between Your Hospital and the Other? Gary Campbell states that the difference between a manager and a leader is that the manager “finds himself quite willing to

According to Total Quality Management (TQM) (2013, pg 1), “Total quality management (TQM) can help a school monitor and evaluate its effectiveness. There are various TQM models, but they all have a common focus on customer satisfaction and continuous service improvement toward excellence. For schools, the customer is the student.” When a Total Quality Management (TQM) is implemented in an institution it can set it apart from the other institutions. It formulates task teams to manage the institution compared to having a chain of command. An effective Total Quality Management (TQM) institution “Mission Statement” is the foundation of the education process.

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

In accordance with an adaptation from The Wall Street Journal Guide to Management by Alan Murray, published by Harper Business, although leadership and management must function collectively, they are not identical, however they are unavoidably connected and corresponding; any attempt to disconnect the two is liable to initiate more complications than it resolves. Nevertheless, considerable effort has been consumed outlining the dissimilarities. The manager’s responsibility is to strategize and coordinate, whereas the leader’s responsibility is to encourage and motivate. (Murray, A., 2009)

Leadership is about inspiring the confidence and support of people needed to achieve organisational goals, a dynamic relationship between leaders and group members and the facilitation of contribution (DuBrin 2016, p. 3: McShane and Von Glinow 2013, p.351). Kotter (1992, p. 102) draws a distinction between management and leadership, saying the former deals with getting things done while the latter decides what to do and why, but in practice they overlap and complement each other.

It is around the time that we begin to see the emergence of quality assurance with more emphasis focused on the training and development of staff, recording of data and the accuracy in which things were measured. Brown et all describes how “In the 1980s, leading-edge corporations sparked a revolution as they implemented Total Quality programmes across entire organisations. In such a programme the responsibility for quality is with the whole workforce. Each employee is responsible for the quality of their own job, their own actions. It could be said that responsibility for quality lies with 100% of the workforce.

Total Quality Management is a business management strategy or philosophy that is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. It’s a method of involving management and employees in the continuous improvement of production quality of goods or services. The concept of TQM is also applicable in academics. It is believed that Deming’s concept of TQM can provide guiding principals for much needed educational reforms in our society. TQM can be equally implemented in an MBA Program in the same manner as it will be implemented in any

Quality control is not a new terminology in the production environments. It is regarded as the process through which faults and errors are indentified and eliminated during production (Mitra 62). The history and origin of quality control trace their way back to the era of industrialization itself. This era played a significant role in moulding the quality control discipline due to the introduction of the concept of labour specialization. Concern on this new principle of production was highly emphasized such that by the Second World War, there were full time quality inspection officers tasked with inspecting the output of specialized labourers.

Peter Spurgeon and Robert Cragg (2007) contend the current attention paid to the importance of leadership has diminished the value and contribution of management. The discussion concerning leadership and management, at the most extreme, is inclined to portray leadership as 'good' and management as 'bad'. These constraints are rooted in the proposition that people do not want to be managed, with its connotations of bureaucracy and control, but are happy to follow a leader toward a vision. At the core of this perception is the belief that leaders are concerned with the future and with the people in the system, while managers are focused upon greater efficiency and immediate results.