Role of Leadership in Improving the Level of Firms’ Business Excellence

For Andrei Octavian PARASCHIVESCU and Florin Mihai CAPRIOARA, organizations that desire to implement a strategic quality management approach should consider both the strategic dimension of quality and the management strategy (2014, p 19). In fact, both writers stipulate ”Quality Management” aims to advance quality to meet patron’s requirements by controlling processes (Paraschivescu & Caprioara, 2014, p 21). Likewise, their ideas confirm that the production approach demands a strict input from workers. In doing so, quality improvement teams can measure and spot

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

In order to change the quality of an organization, leaders must first identify the need for improvement by indications of poor performance. Juran’s trilogy includes three managerial processes that will help leader succeed in improving quality to include quality planning, quality control, and quality improvement. The best aspect of Juran’s trilogy is that it outlines everything that a leader should consider before, during, and after implementation of a quality improvement project. Another important factor in successfully improving quality is leader presence, governance, and oversight. Juran believed that leader involvement was paramount as it relates to quality improvement and total quality improvement begins at the top of the organization and trickles down (Saurez,

Some businesses have seen it as a helpful outline that provides, arguably, the necessary measures for ensuring the long-term effects of related management and leadership approaches. This is includes but is not limited to the continuous quality improvement and systems thinking. The assumption suggested is that organizations that wish to construct actual and meaningful change to their business are better off starting with servant-leadership as the context for understanding their purpose and then being able to build on it through any number of related approaches.

There are several external and internal factors that influence the quality and the outcomes of an organization. One of the internal factors would be how it affects quality management and what the outcome will be in the organization. It is very important to have leadership and have prosperous outcome with quality management because if there is no support from the leadership then the organization will not be successful.

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

Consequently, an organization that lacks to provide leadership and vision in the workplace, the company can count on disengaged employees that are demotivated to work. A company that provides a sense of direction by providing a purpose for staff is an important framework for employee engagement. Vision is not a difficult task to rein employees in, in fact, it is a critical skill to have in order to engage and retain the best employees.

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

In essence, Armand Feigenbaum’s approach to quality management focused on total organization involvement (Foster, 2007). In other words, quality management was everyone’s responsibility. Feigenbaum proposes a three-step process to improving quality involving quality leadership, quality technology, and organizational commitment (Foster, 2007). He believed leaders were responsible for

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

In today’s fast moving, globally competitive business environment, it is crucial that an organization be able to provide the highest level of customer service and make critical business decisions at a pace allowing the organization to thrive as an industry leader. Organizations lacking flexibility and the ability to quickly make critical business decisions are often surpassed by organizations having those capabilities. This document illustrates a methodology to improve this organization’s flexibility and ability to rapidly make critical business decisions. These organizational improvements will lead to improved customer

Goetsch, D. L. & Davis, S. B., (2014). Quality Management for Organizational Excellence. 7th Ed. Pearson. Retrieved from https://www.betheluniversityonline.net

Many worldwide organizations today are focusing on quality to gain a competitive edge for their businesses. We now understand that an emphasis on quality improves overall productivity and reduces costs. It was not that long ago that business people used to think just the opposite. Organizations put emphasis on productivity at the expense of quality and began to lose many of their customers as competition increased. As a result organizations began to examine the philosophies of two Quality Gurus by the names of Doctor Edward Deming and Joseph M. Juran.

The fact that globalization has expanded the market for organizations means that TQM is more important than ever before. Customer demands are higher and if a company does not create products and services that meet their expectations they can easily access the same or similar products and services from another company. If managers do not implement TQM into their company procedure then they will fail to meet the high standards of customers all over the world and eventually lose their business. When it comes to implementing TQM, it’s the mangers responsibility to create an environment where people can work together to improve their work processes. If the ownership or senior management does not buy into this concept you will never succeed. Many people in leadership roles are either too set in their ways or closed minded to the necessary change needed to really improve the way things get done. You have to buy into the concept that there is always a better way to do something. By tapping into all the knowledge and experience your employees possess, you develop solutions that not only improve your execution, you provide everyone with a sense of accomplishment.. These "process improvement teams" give employees a chance to help steer the future direction

With the limitation on quality managers the study results show continuous improvement to be of major importance (Psomas, et al., 2010, p. 447) which is biased by quality managers interests while other author’s similar studies including the whole population of companies indicate top management commitment as most important (Quazi & Padibjo, 1998, p. 494; Calisir, 2007, p. 584; Zeng, et al., 2007, p. 246; Al-Najjar, 2011, p. 122).