The Relationship Between Leadership Styles and Motivation Level: a Study of Public Bank Berhad

3. The implementation of the TQM program is not being properly clarified for the other groups of management. The managers haven’t had proper training or guidance of what the expectations of the team to attain the desired results to improve the quality throughout the company.

To begin with, Chapter two covers three important aspects of the business world which are competitiveness, strategy, and also productivity. These particular aspects are very important for any company to succeed in the world of business. With that being stated, any type of firm such as a manufacturer or a service provider, they must employ these three aspects because they play an important role in growing revenues. For an organization to even be considered successful, they must have a competitive advantage which leads to a strategy that will meet the company’s goals, while having the knowledge-ability to help produce the goods and services in a cost effective manner. Also, it is known that most organizations have a single state called the Mission Statement. The mission statement basically summarizes these three aspects of a company. One question that the Mission Statement should address is, “What level of business are we in?” This mission statement is categorized as the absolute basis for the organizational goals.

TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction,

First, it concentrates on the customers; the customer is one of the number resources of an organization; hence, it challenges the organization to exceed their expectation. Second, one of the number one assets of the organization is its people. Therefore, the goal of TQM is to involve the players to achieve participation and teamwork. Lastly, it promotes an environment of continuous improvement.

· Strive to find optimal solutions for the company that positively impact the company and the world around them.

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

Statement of the problem: Based on the fact that due to the financial crisis the heads of department in NCRHA have to change their leadership style when managing staff in order for the organization to succeed in delivery a quality of service delivered to clients. To implement change successfully, there is a need for organizational employees to adopt new behaviors for the changes to be realized. The importance of conducting this study from an action based perspective was to help leaders to transform their strategies into reality by helping them understand the role of

TQM has invaded countless industries and is a favorite “buzz word” of top executives and managers, TQM concepts are rarely fully implemented other than posters, memos, and press releases. While the basic concepts of TQM are inherently internal to each of us, the moniker of TQM continues to be an elusive goal that everyone in business “loves to talk about” but never successfully implements. This approach involves guaranteeing that an organization functions with a commitment

TQM is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement.

Total quality management may be summarized as an administration, configuration for a customer-focused establishment which encompasses all personnel in persistent enhancement. It utilizes stratagem, information and applicable interactions to incorporate the quality continency into the philosophy and movements of the organization. Numerous of these philosophies are depicted in contemporary Quality Management Systems, the successor to total quality management. Here are the 4 objectives of TQM:

It was amid the 1940 's when Japan heard of Total Quality Management, at this time Japanese products were regarded as cheap and of poor quality. Learning of the success of quality management in America, Japan made use of quality management experts, and in a relatively short time, Japan was pushing limits and setting new standards in TQM.

It’s really absurd (foolish) that the new style of management will affect the value, culture and moral. Fanatic mindedness will never bring forth any success in the history of any cultured society. This particular point should be inculcated into the minds of

When employees want it to work, TQM will work. Unfortunately, this also works in reverse. Richard L. Williams states, “TQM doesn’t come from the efforts of a few committed individual. It happens only when the vast majority -if not everyone- in an organization demonstrates a daily commitment to TQM principles.” W. Edwards Deming, an industrial engineer, realized that it was in fact the employees that controlled the process. Deming believed TQM had to be the foundation of every company and from there he developed his “Fourteen Points.” The first point emphasized the importance that profit was the outcome of great quality. From there, the entire company needed to adopt a new quality philosophy where responsibility was assumed by all in the company. If not, there would be no long-lasting results. Many believe that quality is something that can be done “after the fact,” yet it is quite the opposite. Quality must be the foundation, not a simple add on to a company’s daily processes. While focusing on quality, supplier interests, concerns, and commitment to the highest customer satisfaction should be the focus of attention. One of the most important points requires employees to internalize that what is good enough for today is not good enough for tomorrow. Continuous improvement is imperative. In order to do this, training for employees must be specific in order to yield successful production. Leadership must be effective and constantly evolving

Later, they have realized that TQM is much more than just shop-floor improvements. The definitions of quality incorporate factors like top management commitment, leadership, team work, training and development, rewards and recognition, involvement and empowerment of employees etc. These critical factors are the foundation for transformational orientation to create a sustainable improvement culture for competitive advantage on a continuous basis.

The company of firm should make necessary effort to control the quality of the product.