Introduction
The past couple of decades has seen numerous companies, especially those in western countries, involve themselves in widespread attempts to enhance the quality of the services and goods. Increased competition from Japanese companies has largely spurred this. A considerable number of companies currently have quality improvement programs in place, a fact that has resulted in increased scholarly interest in total quality and its implementation ( Maguad & Krone , 2012). There are three ways in which total quality can be described. In the first approach, the description of total quality focusses on the unifying principal that forms the basis of every other thing that an organization engages in. In short, the unifying principle is a total dedication to an entity's customers (Goetsch & Davis, 2013). The second way of describing total quality focuses on the outcomes that a firm seeks to achieve, and the third approach pays particular attention to the different techniques, tools, and elements that are central to a firm's achievement of the desired outcomes. The total quality approach to running a business entity, from a leadership perspective, is entirely different from the traditional approach which emphasizes elements such as effective communication, aligning the people with organizational vision and availing a sense of direction (Goetsch & Davis, 2013). Implementing total quality mechanisms and processes by leaders of an organization has emerged as an essential way of delivering quality.
Leadership impact ideology for TQ Implementation
Within a total quality organization, there are essential leadership ideologies and processes that are needed to bring about a paradigm shift as far as the implementation of total quality is concerned. They include obsession with quality, utilization of scientific approach, the unity of purpose, customer focus, freedom through control and teamwork (Maguad & Krone, 2012). Starting with an obsession with quality, a total quality organization has all of its personnel involved in the delivery of quality goods and services that will meet or even surpass the expectations and needs of customers (Maguad & Krone, 2012). Leaders of total quality organizations have to nurture and continuously instill this attitude. While striving for continuous improvement in their organizations, the leaders have to acknowledge the fact that there are both external and internal customers and users. The scientific approach plays a vital role in total quality. Apart from facilitating the structuring work, it is also useful in the decision making and problem-solving processes (Maguad & Krone, 2012). A total quality entity does not depend on hunches but instead makes use of hard data in establishing benchmarks and enhancing performance.
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Total quality also calls for a unity of purpose whose basis is a clear vision that should also be widely understood. A total quality firm provides a suitable environment for the thriving of total commitment among its employees (Maguad & Krone, 2012). As a leader of a total quality organization, it is vital to ensure that the employees have a clear and accurate understanding of the firm's mission and that they all contribute to the realization of organizational objectives. The leaders have to share a vision of an organization that is common objectives and not that consisting of departments that are competing against each other (Maguad & Krone, 2012). Concerning customer focus, the primary focus of a total quality organization is to satisfy and even exceed the expectations of its customers. Therefore, the leaders of these entities have to pay particular attention to the needs of both the external and internal customers (Maguad & Krone, 2012). This way, they will be able to avail a lasting value by providing quality products and services at competitive costs.
Freedom is also an essential part of a total quality entity, and it comes as an outcome of adequately planned and well-implemented controls. To bring about freedom, the leaders in total quality organizations have to lower variations in output by phasing out variations in work processes (Maguad & Krone, 2012). Reducing disparities and standardizing processes makes it possible for people in the organization to get more time to eliminate critical problems, improve quality and discover new markets. A total quality entity also pays particular attention to teamwork and encourages its employees, suppliers, local communities and even regulatory agencies to collaborate and partner with each other (Maguad & Krone, 2012). By embarking on a synchronized implementation of the highlighted leadership processes, organizational leaders will be able to facilitate a TQ paradigm for their firms.
Three (3) Characteristics that Contribute to a TQ Organization
Many independent traits contribute to a TQ organization, but they can be categorized into three main groups namely operational management, strategic management, and sustenance management. Strategic management refers to the administration that has its basis in the activities, actions as well as decisions that are, within the boundaries of an ethical framework, more likely to drive an entity towards successful performance in the marketplace (Goetsch & Davis, 2013). Further, according to Goetsch & Davis (2013), the primary focus of strategic management is customer satisfaction over the long-term. This implies that it goes a great length in aiding businesses get ready for changes in market demand, and coming up with plans meant to handle the changing environment as far as market demand is concerned. This, in turn, makes it possible for an organization to gain competitive advantage. Two components make up strategic management namely strategic planning and strategic execution. Strategic planning entails activities such as carrying out of an Environmental analysis, developing of the mission as well as the development of the vision, while strategic execution involves activities such as communication of the strategic plan and exercising strategic leadership.
Operational management is conducted once all the pieces of strategic management are in place. Effective and efficient operational management within a TQ setting is essential as it facilitates maximum productivity in the. Optimal operational management requires many building blocks including maximization of customer satisfaction, strategic alliances, and partnering, improving employee empowerment as well as Retention and loyalty. Sustenance management comes in after strategic management and operational management. It involves maintaining or sustaining an entity's competitive advantage as a way of ensuring success over the long-term. It includes activities such as continuous training and education, effective communication and ensuring adherence to the standards and regulations (Goetsch & Davis, 2013).
How to integrate three (3) Specific Leadership Initiative Tools to provide your Company with a TQ Organization
Firms are unique concerning their management practices, culture as well as processes utilized in the creation and delivery of value. As such, variations in quality management strategies can be observed from one entity to another. This also brings about a variation in the leadership initiative tools that different organizations use. The process of choosing and implementing the tools has to be directly related to the three traits discussed in the previous question. Under strategic management, the leadership initiative tools that a manager in the company should implement to provide the firm with a TQ organization should be complementary to this stage of organizational management. One such tool is Cause-And-Effects diagrams (Goetsch & Davis, 2013). As a manager, I would integrate this tool after carrying out an Environmental assessment. This way, it will be possible to prioritize the integration of other equally essential tools in the appropriate order. For the operational management trait, it is possible to implement many of the total quality tools such as Statistical Process Control and Quality Function Deployment. As a manager, I would integrate these tools in a progressive manager. There are also many tools that can be incorporated in sustenance management, one of them being Six Sigma. As a manager, I would bring on board continual improvement approaches as a way of complimenting sustenance management.
References
Goetsch, D. L., & Davis, S. (2013). Quality Management for Organizational Excellence (7th ed.). (V. R. Anthony, Ed.) Upper Saddle River, New Jersey: Pearson Education Inc.
Maguad, B. A., & Krone, R. M. (2012). Managing for Quality in Higher Education . Bookboon.
