3. Learning Objectives
After studying this chapter, you should be able to:
• Explain Leadership
• Discuss Corporate Social Responsibility
• Identify Vision, Mission and Values
• Understand Strategic Quality Management
• Discuss Quality Culture
• Describe Change Management
4. Leadership-Defined
Leadership is a process by which a person influences others to accomplish an objective and
directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this
process by applying their leadership attributes, such as beliefs, values, ethics, character,
knowledge, and skills.
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5. Leadership-Defined
• Leadership is the capacity to translate vision into reality (Warren Bennis).
• Leadership is the only thing that differentiates successful organizations from other over the long run
(Stephen Haines).
• Leadership is the result of communicating value in people so clearly that they come see it in themselves
(Stephen R Covey).
• Leadership is all about courage to dream big (N R Narayana Murthy)
• Invisible leadership is exercising the vision to change The traditional role From commander to coach, From
manager to mentor, From director to delegator, and From one who demands respect to one who Facilitates
self-respect (Abdul Kalam)
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6. Quality Leadership
The primary traits of successful leader’s are:
• Leaders create vision
• Leaders build team
• Leaders are role model
• Leaders take decision
• Leaders inspire
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7. Leadership Functions
Transactional
• Policy making
• Planning
• Developing systems
• Monitoring performance
• Coordinating
• Rewarding
• Coaching
• Transformational
• Visioning
• Modelling
• Setting standards
• Building culture and climate
• Boundary management
• Synergising
• Searching and nurturing talent
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8. Six natural levels of leadership Competencies
The six natural levels of leadership competencies each having five skills and in total thirty skills are
based on the science of Systems Thinking "the Natural Way the World works".
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9. Six natural levels of leadership Competencies
Basic Leadership Competency Levels:
Level 1: Enhancing self-mastery
Level 2: Building interpersonal relationships
Level 3: Facilitating empowered teams
Advanced Leadership Competency Levels
Level 4: Collaborating across functions
Level 5: Integrating organizational outcome
Level 6: Creating strategic alliances or positioning
10. Corporate Social Responsibility (CSR)
The totality of CSR can be best understood by three words: corporate,’ ‘social,’ and ‘responsibility.’ In broad
terms, CSR relates to responsibilities corporations have towards society within which they are based and
operate, not denying the fact that the purview of CSR goes much beyond this.
Stakeholders (employees, community, suppliers and shareholders) today are redefining the role of corporate
taking into account the corporate’s broader responsibility towards society and environment, beyond
economic performance, and are evaluating whether they are conducting their role in an ethical and socially
responsible manner.
Companies are now recognizing that dealing with environment and social issues can provide business
benefits when reputational risk is high and sustainable competitiveness and development becomes a key
strategy.
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11. Evolution of CSR
Ethical Model
Statist Model
Liberal Model
Stakeholder Model.
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12. Strategic Quality Management (SQM)
Strategic Quality Management is a structured process for establishing
long range quality goals, at the highest levels of the organization and
defining the means to be used to reach these goals. The concept of
Strategic Quality Management (SQM) includes: Strategic planning,
Strategy development and Strategy deployment. SQM is developed,
deployed and led by the top management
Hoshin Kanri is a Japanese model for SQM. In the hoshin process,
strategic planning is systematized: The format of the plans is unified via
standards. The standardization provides a structured approach for
developing and producing the organization's strategic plan.
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14. Financial
“To succeed Financially,
how should we appear
to our shareholders?”
Learning & Growth
“To achieve our vision,
how will we sustain our ability
to change and improve?”
Internal Business
Processes
“To satisfy our
shareholders and customers,
what business processes
must we excel at?”
Customer
“To achive our vision,
how should we appear
to our customer?”
Vision
and
Strategy
Four Perspectives of Balanced
Score Card
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15. Quality Culture
Quality culture is basically incorporation of quality in the overall system of an organization which
leads to a positive internal environment and creation of delighted customers. There are six values
of quality culture. There are various proactive steps one can take to move organization culture
toward one based on quality values
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16. Five Stages of Quality Culture
• Dormant Stage
• Awakening Stage
• Groping stage
• Action Stage
• Maturity stage
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17. Change Management
• Change management is the process of developing a planned approach to change in an
organization. Typically the objective is to maximize the collective benefits for all people involved
in the change and minimize the risk of failure of implementing the change. The discipline of
change management deals primarily with the human aspect of change, and is therefore related to
pure and industrial psychology.
• The forces of change are of two types: External forces and internal forces. People resist change for
various reasons. Kotter and Schlesinger set out the six change approaches to deal with this
resistance to change.
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