Lecture The management and control of quality - Chapter 5: Leadership and strategic planning

Chapter 5 - Leadership and strategic planning. After studying this chapter you will be able to understand: Leadership, strategic planning, the baldrige “leadership triad”, executive leadership, leadership competencies,...

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Chapter 5

Leadership and

Strategic Planning

 The ability to positively influence  people and systems under one’s  authority to have a meaningful 

impact and achieve important 

results

 The process of envisioning an 

organization’s future and 

developing the necessary goals,  objectives, and action plans to  achieve that future.

Triad”

Leadership

Strategic Planning

Customer and Market Focus

Operations

Six key leadership competencies can be

described as navigator, communicator,

mentor, learner, builder, and motivator.

Dale Crownover, President, Texas Nameplate Co. (a 2­time  Baldrige Award recipient)

 Navigator—creates shared meaning and provides direction toward a vision,mission, goal, or end­

result

 Communicator—effectively listens and articulates messages to provide shared meaning. 

 Mentor—provides others with a role to guide their actions. 

 Learner—continuously develops personal 

knowledge, skills, and abilities through formal study, experience, reflection, and recreation

 Builder—shapes processes and structures to allow for the achievement of goals and outcomes. 

 Motivator—influences others to take action in a 

desirable manner. 

 Create an environment that fosters legal and  ethical behavior

 Integrate public responsibilities, resource­

sustaining processes, and community 

support into business practices

Leadership System

are made, communicated, and carried  out at all levels; mechanisms for 

leadership development, self­

examination, and improvement

depends in part on its organizational  structure

Creating the Leadership System

An effective leadership system respects  the capabilities and requirements of 

employees and other stakeholders, and  sets high expectations for performance  and performance improvements.

“A strategy is a pattern or plan that integrates

an organization’s major goals, policies, and action sequences into a cohesive whole.”

Formal strategy includes:

Leading Practices ­ Strategic  Planning

 Systematic planning systems for strategy 

development and deployment

 Understand the competitive environment and the factors and strategic challenges that determine 

success, and gather and analyze a variety of 

external and internal data

 Align short­term action plans with long­term 

strategic objectives, communicate them, and track progress

 Derive human resource plans from strategic 

objectives and action plans

 Identify key measures and indicators for tracking progress, reinforce organizational alignment, and compare performance with competitors

Action Plans

Broad statements of direction

Capabilities and risks

Things to change or improve

Implementation

Reason for existence Future intent Attitudes and policies

 Solectron: “Be the best and continuously 

improve”

 Definition of products and services, 

markets, customer needs, and distinctive  competencies

employees, which are reinforced 

through conscious and subconscious  behavior at all levels of the 

organization.

accountability, balance

 Changes in global or national economy

 Factors unique to the organization, such as  partner and supply chain needs 

 Developing detailed action plans, 

defining resource requirements and  performance measures, and aligning  work unit, supplier, or partner plans  with overall strategic objectives.

Organization structure

As more and more companies accept the  process view of organizations, they are 

structuring the quality organization around  functional or cross­functional teams.

Criteria

senior leaders address values, directions, and performance  expectations, as well as a focus on customers and other 

stakeholders, empowerment, innovation, and learning.  Also  examined is the organization’s governance and how the 

a. Responsibilities to the Public

b. Ethical Behavior

c. Support of Key Communities

2.1 Strategy Development

a. Strategy Development Process

b. Strategic Objectives2.2 Strategy Deployment

a. Action Plan Development and Deployment

b. Performance Projection