An article written by Dr Manoj Kumar Verma.

1. IMPORTANCE OF
LEADERSHIP IN TOTAL
QUALITY MANAGEMENT
AUTHOR: DR. MANOJ KUMAR VERMA
PRESENTED TO: MAM QURAT-UL-AIN
PRESENTED BY: SAAD NASEER CHISHTI

2. INTRODUCTION TO TQM
• Total Quality Management is a management philosophy and company practices
that aim to harness the human and material resources of an organization in the
most effective way to achieve the objective of the organization.

3. INTRODUCTION TO TQM (CONTINUED)…
• T=Total= everyone in the organization is revolved in creating and maintaining
the quality of the services and product offered.
• Q=Quality= the Organization through individual and collection focuses on
meeting customer needs recognizing that customer perception identifies quality.
It is the customer satisfaction through product or by services.
• M=Management= in meaning the system, the emphasis lies on continuously
improving this system in order to achieve the best results

4. IMPORTANCE OF TQM

5. PRINCIPLES OF TQM
• Leadership
• Internal & External Customers
• Customer Satisfaction
• Performance Measurement
• Continuous Improvement

6. PRINCIPLES OF TQM (CONTINUED)…
• Essential Training & Education
• Communication
• Attitudes Towards Quality
• Team Work

7. LEADERSHIP
• Leadership is the quality to lead others to accomlish the set goals of organization
and who occupies the quality, is leader.
• Hersey and Blanchard (1988) felt three basic competenties nevessary for leader:
a.
1. Ability to interaction and understanding the situation
2. Adapting the ability to change behavior and resources in the light of satuation
3. Ability to communicate with other member of the organization to get
acceptance and understanding.

8. FRAMEWORK OF LEADERSHIP
leadership
Structural
Political
Symbolic
Human
Resource

9. PRINCIPLES OF ETHICAL LEADERSHIP
Ethical
Leadership
Respect
Others
Serves
Others
Show
Justice
Manifests
Honesty
Builds
Community
Self
Awareness

10. 10 TIPS FOR LEADERSHIP
 Make ethical discussion and decision making a routine part of news meetings; anticipate the
ethical challenges that stories may present. At the same time, value the concept of “prosecuting
the copy”; expect editors to question facts, ask for verification, and minimize the use of
unnamed sources.
 Recognize the difference between those who ask good questions about ethical challenges or
concerns and “story killers.” Help people understand the difference between critical thinking
skills and simply criticizing. Listen to people who dare to bring bad news to their leaders.
 Help people identify and use language that encourages “green light” thinking. “How can we tell
this challenging story, taking into consideration our ethical concerns?” “What are some good
alternatives we could consider?” Language is part of the culture. What words define ethical
decision-making in yours?

11. 10 TIPS FOR LEADERSHIP (CONTINUED)…
Recognize that strong vocal personalities can intimidate others, and may chill
valuable contrarian views. Support and encourage employees to speak up, even if
they are introverted, new to the team, or feel they lack the standing. Be wary of
the perception or reality that “star performers” in your organization are held to
different standards than others.
Develop and use written ethics guidelines, but encourage people to use them as
part of deeper discussion and decision-making, not as a rulebook. Consistency is
not always a virtue. “What we did last time” may not be the best decision for a
situation with different dimensions.

12. 10 TIPS FOR LEADERSHIP (CONTINUED)…
• Bring other voices - from other news sections, to interns, to the maintenance crew
into ethical decision-making. The newsroom benefits from other perspectives and
the invited voices become more knowledgeable about journalistic decision-
making. Contacting outside experts and seeking advice is a sign of strength, not
weakness.
• Consider ethical decision-making skills when interviewing, hiring, evaluating, and
promoting people. Consider it an essential competency; measure it and reward it
as you would other talents. Cultures are defined by what they reward and
celebrate. They are defined by the stories they tell about themselves, their
successes, their failures

13. 10 TIPS FOR LEADERSHIP (CONTINUED)…
• Always be available to help your team make tough calls, but resist the temptation
to do it all yourself. The best leaders build teams that can make sound decisions
on their own
• Help all staff members understand the importance of sharing ethical decision-
making with the people they serve; explain coverage decisions in publications and
newscasts; respond to those who contact them with concerns.
• Remember that written codes of conduct, ethics or practice tell employees what
the organization stands for (or won’t stand for), but the primary influence on the
staff is you, the leader. Your works and deeds set the standards for your team.
They watch you and listen to you for the real story of what matters.

14. LEVEL OF LEADERSHIP

15. LEADERSHIP ROLES & RESPONSIBILITIES
• Leadership Development
• Planning and Implementation
• Employee and Process Assessment

16. LEADERSHIP ROLES & RESPONSIBILITIES
(CONTINUED)…
• Employee Motivation
• Decision Making
• Conflict Resolution
• Problem Solving

17. TQM AND LEADERSHIP
• Leadership in TQM thinking requires a continuous cultural change and people
need to be guided through the change.
• Continuous improvement can be attained through motivated employees, who
work in a team and utilize productive tools for the purpose of increasing user’s
satisfaction.
• This leadership works for continuous learning, service orientated attitude, full of
positive energy and trusts in other people of the organization because TQM is
people oriented.

18. EFFECTIVE LEADERSHIP
• The most effective leadership is where a leader has the ability to sustain the
tension between personnel goal and organizational goal.
• The effective leadership requires the ability to diagnose, adopt and communicate

19. CONCLUSION
• Conclusion: Quality improvement in an organization is in a close relation with
improving the efficiency of individuals, groups and the organization in whole.
• A leader considers people as the critical factor for success.
• The success of the organization to achieve quality control depends on the ability
and attitude of the top management.