QM0007 Management of Quality in the Organization

QM0007
MANAGEMENT OF QUALITY IN THE
ORGANIZATION
SET – 1
Q1a. Write a note on Leadership Vs Management.
Ans
The biggest difference between managers and leaders is the way they motivate the
people, who work or follow them, and this sets the tone for most of the others to follow.
Many people have management related responsibilities. They have to behave like both
managers and leaders. They realize tat as a manager one cannot buy heats, especially to
follow them on a difficult path but can definitely as a leader. The following points bring
out the behavior of how an employee can be a manager or a leader both.
The manager as an authoritarian – managers has a position of authority vested in them by
the company, and their subordinates work for them and largely do as they are told.
Management style is transactional, in that the manager tells the subordinate what to do,
and the subordinate does this or more incentives.
Work focus – managers are paid to get things done, often within constraints of resources.
They naturally pass on this work focus to their subordinates to ease the work pressure.
Comfort seekers – An interesting research finding about managers is that they tend to
come from stable backgrounds and led relatively normal and comfortable lives. This
leads them to be relatively averse to risk and they will try to avoid conflict wherever
possible.
Leaders have followers – Leader does not have subordinates, at least not when they are
leading. Many organizational leaders do have subordinates, but only because they are
also managers. But when they want to lead is to have followers.
Behavior as a leader – Effective leadership depends on situational and some of the
characteristics explained in the following sections. Leadership pattern, effective in one
situation need not necessarily be effective in another situation. For a leader to be effective
in different situations, the behavior must vary with the situation. The leader must be able

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to diagnose the situation and determine the pattern of leadership behaviors that will result
in high performance. Well know models applicable to these concepts are The Path-Goal
Theory, the Situational Leadership Theory and Multiple Linkage Model. The models are
also known as the contingency or situational leadership theories.
Contingency models of leadership have a common factor that the traits that make leaders
effective can be learned. Thus, they avoid the process of research on leadership traits,
which assumed leaders were naturally gifted individuals who possessed certain traits that
gave them influence over followers. Contingency models of leadership behavior maintain
that much effective leadership can be learned, and therefore gives more importance.

Q1b. If you were supposed to judge an employee on his leadership

qualities, what parameter and competencies would you look at.
Ans
To understand the important characteristics and the attributes of an effective leadership
which is necessary in setting up goals to achieve quality? The meaning of leadership,
understand leadership effectiveness and competencies, types of teams and the benefits
offered by team, meaning of empowerment and delegation.
1. Human factor
Usually the initiatives introduced in business organization are not fully successful
or do not yield the required results. Any new initiative calls for a change. The failure of
initiatives is due to human reasons. Results show that any change around them is always
met with resistance by the people. The various obstacle faced in an organization are:
• Leadership obstacles:
1. Lack of support from senior management in implementing new ideas.
2. Lack of support from middle management
• Cultural obstacles:
1. Resistance to change by the employees.
2. Lack of trust in the top management and fear of job loss.
• Communication obstacles:
1. No coordination among different levels of management.

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2. Lack of understanding of business strategy, goals, roles, priorities and

expectations.
• Structural obstacles:
1. Limitation of resources to support an initiative.
2. No change in structure and systems to support initiative.
• Integration obstacles;
1. Lack of integrated initiatives.
2. Lack of clear strategic objectives.
Leadership influences people to strive willingly for the accomplishment of group or
organizational objectives. Leadership is not solely the responsibility of those at the higher
levels of the hierarchy, but an activity in which everybody interested in the success of the
organization get involved. Two types of leadership are one is strategic leadership and
other is operational leadership.
Strategic leadership involves
• Defining the objective and vision of an organization.
• The strategies, systems and structures are developed to achieve the objective and
vision.
• The technical team is built to address the needs f both customers and employees.
Operational leadership involves
• The organizational day to day processes are effectively carried out.
• Monitoring performance of the organization.
• Addressing constraints of different resources.
• Making employees aware of the process and are provided with the authority,
knowledge and skills to do it.
Importance of Communication
Communication is one of the essential elements of leadership. Effective communication
between a leader and his or her members occurs when the group members grasp the exact
information or idea that the leader intends to convey. First the language has to be simple.
It reduces the risk of confusion and misinterpretation of words among people of diverse
cultures, backgrounds, and past experiences.

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Leadership traits
A leadership trait is relatively permanent characteristic. It does not change the individual
moves from situation to situation. Certain traits can help a leader to be effective in
specific situations, although most important traits vary with the situation.
Effective leadership
Job performance is one of the common indicators of effective leadership. It includes
objective data on followers productivity or the amount of work completed, or it may be
the result of performance ratings by supervisors. Followers’ job satisfaction, commitment
to the organization, role clarity and motivation are also considered to measure
effectiveness.
One of the main attributes of managerial effectiveness is leadership. Leadership is the
ability o an individual to influence, motivate and encourage others to contribute towards
the success of the organization goals. Leaders influence others by setting an example and
allowing others to adopt their own ideas to accomplish a task. Effective leader are always
think positively and encourage others team players for the future success of the goals
planned.
Effective group leader – An effective leader has a clear vision, establishes goals,
encourages his or her team towards achievement and leads by example. There are many
characteristics and styles of leaders, ranging from being forceful to compromising.
All leaders will naturally have or develop a quality that makes people listen to them
through tone of voice, body language or confidence. These characteristics are obvious
through popularity, strength or domination.
Motivating employees
The most effective leadership style in motivating employees is the transformational
leadership style. The transformational leadership style encourages its employees by
creating an environment, which is motivating and stimulating. Motivating employees
creates the belief in the goals of the organization and provide the employees with a
feeling of belonging.
The transformation and motivation of this type of leadership makes the followers to feel
more important. They also inspire their followers and display great passion, enthusiasm

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and energy in bring in gout desired change in an organization. This type of leadership is
always visible and the leader leads from the front.
Leadership competencies
A leadership competency is defined as: a cluster of knowledge, skills, and attitudes that
can result in successful leading regardless of position, industry, or geography that can be
measured and improved through training and development.
The six competencies for leadership as defined by the human development and leadership
(HD & L) Body of Knowledge are:
Navigator: provides direction towards a vision, mission, goal, or end-result. This
competency may require risk taking and constant evaluation of the operating environment
to ensure progress in the appropriate direction.
Communicator: effectively listens and articulates messages to provide shared
meaning. This competency involves the creation of an environment that reduces barriers
and encourages open and honest communication
Mentor: provides others with a leader to guide their actions this competency requires
the development of personal relationships that help others develop trust, integrity, and
decision-making.
Learner: continuously develops personal knowledge, skills, and abilities through
formal study, experience, and training.
Builder: defines processes and structures to allow for the achievement of goals and
outcomes. This competency also requires assuming responsibility for ensuring that
necessary resources are available and the evaluation of processes to ensure effective
usage of resources.
Motivator: influences others to act in a desirable manner. This competency also
includes the evaluation of people’s actions to ensure they are performing consistently
with the mission, goal, or end-result.
Personal leadership characteristics:
The personal leadership characteristics provide the foundation for leaders to implement,
or apply, the competencies described. The seven personal leadership characteristics are as
follows:

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1. Humility: A leader should be able to mentor and communicate and also be able
to learn. This refers to the humility characteristics of the leader. Humility is that
characteristics which make the leader understand those around the leader and also
believe that the leader is the servant of the followers.
2. Accountability: It refers to accepting responsibility for various roles. It
amounts to owning up underperformance and also to continue to work with
improvised measures. It also means working on a improvement scale based on
feedback on how well the leader is implementing the leadership competencies.
3. Integrity: is an ability of the leader to differentiate between the right and the
wrong. It is the passion a leader must have for a better future for all. The leader
should be able to communicate the ideas of such better future to others in order to
help an individual to rise to a position of leadership.
4. Courage: It refers to the mental or moral strength of the leader. The leader with
courage should be able to preserver and withstand bad times and difficulties with
a firm and a stable mind. It allows the leader to venture into the unknown. It
allows leader to take a risk and also to build new models to face challenges. Such
leader should help followers to improve without thought of reward or
compensation.
5. Perseverance: is that characteristic of a leader that makes the leader pursue a
task till it is accomplished. The task may be very hard or troublesome but the
leader should not give it up. The leader should continue on the course even I the
path towards achievements gets tough. A leader should have the perseverance to
overcome hurdles.
6. Creativity: this refers to that trait of a leader which will enable the leader to
foresee future horizons of growth and betterment of the organization that does
not exist presently. It involves searching of new solutions to old problems. It also
involves acceptance of these solutions in order to create a better objective and
also set new goals.
7. Welfare: It refers to the leader’s ability to stay healthy in wor. An excellent
leader demonstrates to their followers the importance of always being ready to

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implement leadership competencies whenever needed. These seven personal

characteristics along with the six leadership competencies impart in a leader the
ability to work in conjunction with others.
2. Team work:
Another feature for successful implementation of initiatives is the team work. A team
is a group of people who perform interdependent task to achieve a common goal.
Different teams have different task to perform, for example, a design team develops
new product or a process improvement team is organized to solve a particular
problem, a department team meets regularly to review goals, activities and
performance. Interrelationships that exist between organizational units and processes,
and the impact of these relationships on quality, productivity and cost, enhances the
value of team.
Types of team
1. Process improvement teams are project teams. They focus on improving or
developing specific business processes. These teams come together to
achieve a specific objective, are guided by a systematic project plan and have
negotiated beginning and end.
2. Work groups are sometimes called “natural teams”. They are responsible for
a particular process and work together in a participative environment. The
degree of authority and autonomy of the team can vary from relatively
limited to full self management.
3. Self-managed teams directly manage the operations of their particular process
or department on a daily basis. They can independently make decisions on a
wide range of issues. Their responsibilities also include processes
traditionally held by managers, such as setting targets, allocation of
assignments and conflict resolution.
3. Empowerment and Deligation:
Empowerment is defined as the process of enabling and supporting an organization’s
human resources such that one would achieve high quality and realize efficiency leading
to effective decisions and hence improvement in quality.
Empowerment would require one to understand delegation of responsibilities.

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Delegation is defined as the process of distributing and entrusting work to colleagues and
subordinates. This requires understanding of responsibility, authority; and accountability
by the employers for the employee.
Responsibility refers to the obligation by the subordinate to the supervisor to carry out
assigned duties, as accepted by the subordinate.
Authority refers to what is delegate by the superior to provide the subordinate with
sufficient rights of command to carry out the assigned responsibilities.
Accountability refers to the individual liability to account for ones actions for results
accomplished in the performance of any assigned duties.
Empowering employees means:
• With high level of confidence and trust make the employees take no more
responsibility and authority which should be aimed at increased productivity and
a better quality of work style.
• Provide employees all such privileges and means for making influential
decisions.
• Transferring the authority of making decision from managers to employees.
• Transferring responsibility from managers to employees.
• Employee is made responsible and accountable, along with fellow team members
for accomplishing the desired outcomes.
• Create a scope for job enrichment which will allow expansion of job depth in
terms of planning and evaluating duties.
• Employees should be authorized to make decisions about job context and job
content.

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Q2. Explain the role of senior management in improving the overall

quality in an organization.
Ans.
The role of senior management
Senior management provides the vision to the organization I heading towards the right
the right direction. They take the lead in creating a cultural change within the
organization. Some of the tasks involved are:
• Set clear quality policies and provide challenging tasks.
• Set long term and short term goals
• Set TQM objectives
• Bring a cultural change required for the quality
• Establish the TQM vision for the future
• Communicate to all involved.
• Stimulate employees to be involved.
• Motivate employees
• Uphold norms and values
• Arrange TQM training programmers
• Encourage and support the managers during the transition phase
• Build team
• Create trust
The changing requirement of senior management necessitates the understanding of role
changes, current and emerging sills and the culture requirements, for instance senior
management would look at project management techniques as the current skills in a
manager under team leadership and multiple reporting structures emerging into a holistic
view of organizational interdependencies working on future requirements for motivation
towards performance improvements.
Some of the factors that are expected to be considered in filling up senior posts are listed
below while filling up the post it is considered that a senior management candidate has
the following:
• Expertise in a particular field

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• Required skill set

• Impressive career history
• Potential to grow
• Personal values
For developing the current and future supply of senior managers, formal business
education and training for senior managers is increasingly context specific, and focused
on new business concepts and strategic learning.
Purpose:
It is responsibility of the senior management to support the organization in order to: set
policy and objectives
• Determine the strategic and delivery mechanisms
• Control the implementation of strategy
• Evaluate the performance against the planned objectives
• Deliver of corporate and business plans within a performance management
framework.
• Prioritize the activities to provide best use of resources.
• Manage and monitor the effectiveness of policies and procedures in the office.
• Ensure the maximum effectiveness of staff and projects for which line
management responsibility has been allocated.
• Encourage and promote innovation to efficiently meet evolving organizational
priorities and needs.
• Review and manage the risks.
• Consider and recommend ways to improve the co-ordination and management.
• Provide strategic oversight for monitoring and reviewing the finances and risk
assessment and mitigation.
• Identify the need for and to develop organizational policies on issues or areas
which cross over the role specific responsibilities of individual team members.
• Foster effective team working
• Manage and review the effectiveness of the various forms of communication.

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• Ensuring that effective and fair people management standards and processes are
applied through out the organization.
Outsourcing
Responsibilities towards outsourcing
Senior management must take an active interest in the entire process of identifying the
objectives that should be outsourced. A decision whether to outsource any activity or not
is ultimately the responsibility of the senior management. Senior executive managers like
the CEO’s have to involve themselves and take an active interest tin the building process
of the organization. In case of outsourcing, the CEO should focus on the following:
• Identifying the most capable managers to evaluate outsourcing.
• Assessing the managers on their relationship building style with the vendors.
• Frame policies such that vendors should not approach the senior managers
directly.
• Identify if need be an experienced outsourcing consultant who would assist and
advice throughout the process.
• Negotiation to enter into a sound contract with the vendor.
Decision Making
It is well know that if one can learn to make timely and well-considered decisions, then
one can often lead the team to a well-deserved success. However, if one makes poor
decisions, the tea will under treat of various risks and finally resulting in failure.
Human resource and Total Quality Management
It is very important to adopt practices of managing people and business processes to
ensure complete customer satisfaction at every stage of the growth of the organization. It
is known that when effective leadership blended with the TQM principles the result in an
organization would be astonishing. One should focus on doi8ng the right things right,
first time.
The core strength of the TQM is the interface that exists between the customer and the
supplier. At each interface level there are a number of processes. Each such process
should be quality driven. Such interfaces become the foundations of TQM, and they are
supported by the key management functions of people, processes and the systems.

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Measuring the performance of processes and people

Any transformation that is seen is the result of a process. Such transformation includes
action, methods and operations. These transformations are aimed at bringing about
enhanced quality and customer satisfaction. Each process and the personnel performing
the job can be analyzed in order to measure the performance by an examination of the
inputs and outputs. The analysis can be in terms of measuring the actual output against
the planned output. This will enable the management to determine the action necessary to
improve quality.
Taking obstacles:
Human side for quality also very important. If the human element is not considered, the
improved process improved process implementation can be prolonged and the effort to
change can become more frustrating, the resulting benefits can decrease, and the entire
improvement can be short-lived. Identifying potential resistance to the planned changes
and designing motivation into the new process are the two important aspects of human
behavior that should be considered when planning a change.
Design motivation into the process:
When change is planned, the process improvement team primarily focuses on the triggers
that encourage a motivational behavior. Drafting new procedures, providing training and
showing management support for the changes are three typical actions designed to bring
the desired results. Identify reasons that maker the change a sustainable one and
employees desire to continue to do things the new way. This desire is primarily a result of
the consequences that resulted from an individual doing the new task.
Successfully bringing about change is possible if one has the skill that requires
knowledge and practice. There are two things to keep in mind when trying to bring a
change: Assess potential resistance, and design motivation into the change by addressing
the consequences.

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Success Elements
The key elements of a successful strategy can be organized by the senior management as
follows:
1. Developing the right culture for quality: Top performing organizations
have a striking degree of motivation and commitment in order to ensure high-
quality improvement mission. The commitment is reflected by active leadership
and personal involvement of the CEO and other top managers. The top
management here also includes the Board of Trustees. They can formulate
policies which will lay emphasis on delivering the quality at every level.
Performance indicators in every department are necessary with specific targets
related to quality, service, people, and finances.
2. Attracting and retaining human resources to promote quality:
Executive top management are responsible for quality outcomes and effective
quality improvement. Top management should emphasis on selective hiring,
training and orientating towards better achievement. Successful recruitment and
retention of employees must be given importance.
3. Develop effective processes: Effective processes would mean setting up
effective problem-solving processes. It leads to the development of evidence-
based protocols and critical paths. It also enhances the efficiencies such as
reduced turn-around time, reduced errors related to standardization of suppliers
and effective procedures.

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Q3. Explain the importance of teamwork in an organization.

Ans.
Another feature for successful implementation of initiatives is the team work. A
team is a group of people who perform interdependent task to achieve a common
goal.
Different teams have different task to perform, for example, a design team develops
new product or a process improvement team is organized to solve a particular
problem, a department team meets regularly to review goals, activities and
performance. Interrelationships that exist between organizational units and processes,
and the impact of these relationships on quality, productivity and cost, enhances the
value of team.
Types of team
1. Process improvement teams are project teams. They focus on
improving or developing specific business processes. These teams come
together to achieve a specific objective, are guided by a systematic project
plan and have negotiated beginning and end.
2. Work groups are sometimes called “natural teams”. They are
responsible for a particular process and work together in a participative
environment. The degree of authority and autonomy of the team can vary
from relatively limited to full self management.
3. Self-managed teams directly manage the operations of their
particular process or department on a daily basis. They can independently
make decisions on a wide range of issues. Their responsibilities also
include processes traditionally held by managers, such as setting targets,
allocation of assignments and conflict resolution.
Benefits offered by team:
Team processes offer the following benefits to the organization:
• Process design or problem solving

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• Objective analysis of problems or opportunities.

• Promotion of cross-functional understanding.
• Improved quality and productivity.
• Greater innovation.
• Reduced operating costs.
• Commitment to organizational gorl.
• More flexible response to change.
• Increased ownership and stewardship.
Individuals can gain the following benefits from team:
• Enhanced problem-solving skills.
• Increased knowledge of interpersonal dynamics.
• Broader knowledge of business processes.
• New skills for future leadership roles.
• Increased quality of work life.
• Feelings of satisfaction and commitment.
• A sense of being part of something greater than what one could accomplish alone.
Necessity of team:
People are the building blocks of any organization. The responsibility for quality lies
with the person or group actually doing the job or carrying out the process. The
processes in an organization are so complex, that it is beyond the control of any one
individual. The only efficient way to tackle process improvement or re design is
through the use of teamwork.
Team has many advantages:
• Many experts and different resources can be pooled in to solve complex
issues.
• Problems are exposed to a greater diversity of knowledge, skill and
experience.
• Combined decision making boosts the morale and working process.

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• Improvement opportunities that cross departmental or functional boundaries

can be more easily addressed.
• The recommendations are more easily implemented than if they come from an
individual.
Building effective team:
Organizations re always faced with new challenges. Organizations must build new
structures and master new skills in order to complete and survive.
An organizations deal with complex work settings, the interpersonal interactions
increases, and individual effort has less importance. Efficiency and effectiveness can be
increased by a group effort. The creation of teams has become a key strategy in many
organizations. Team building is an essential element in supporting and improving the
effectiveness of the organization and must be a key part of a total program of
organizational change.
Not all work groups are teams. The list of four essential elements of teams is goals,
interdependence, commitment, and accountability. The members must have common
goals or a reason to work together; there should be committed group effort; and the group
must be accountable to a higher authority within the organization.

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QM0007
MANAGEMENT OF QUALITY IN THE
ORGANIZATION
SET – 2
Q1. Explain the necessity of quality statements. What are vision and
mission statements?
Ans.
Necessity of Quality Statements:
There are a number of ways a quality model could be developed for an organization to
improve the overall quality of the organization and the processes. The main issue is now
to make such quality models work effectively. Threw are factors both internal and
external that influence quality in an organization. One should look at how excellence
could be achieved inside and outside the organization in terms of services and product
features and product delivery. Also threw is another important factor that is time. As
customers have greater expectations for their demands both in terms of quality of product
and the speed with which it is delivered and thereafter the services, it is necessary to set
up quality models or quality practices within the organization.
Every activity in an organization is expected to gie results. The results obtained are
expected to meet certain requirements. When such outputs meet the stated requirement
the activity resulting in such output becomes a quality activity. Quality has to be built in
to the activity. Once it is built in, quality has to be achieved through periodic
maintenance and improvement. Therefore there is need to state the quality policy
governing various functions within an organization. The quality polici8es have to be
oriented towards common goals of the organization and the goals may be set depending

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upon the capabilities and long term plans of the organization. The overall achievement
has to be indicated and remembered throughout as this is considered as the plan towards
growth of an organization. The market environment today is so highly competitive that it
becomes imperative for companies to continually know about the changing expectations
of its customers. Customer focus is an important element in quality organization systems.
Organization plans have to bring out its commitment to customers through properly
planned policies. Plans could be short term or long term. Such short term and long terms
plans are initiated at various levels aiming to attain the expected goals over short term
and long term time frames. Such commitment should be reflected by means of
organization vision and organization mission statement.
Vision and mission statements are most generally prepared as the starters in the strategic
planning process. The organizations planning committee develops the vision of the
desired future state of the organization. Next, the mission is developed to indicate the
current position of the organization from where it can surge towards the set objectives
and goals. The vision and mission are generally compared with each other in the context
of present and future.
Vision statement:
An organization states the vision statement. A vision statement is prepared keeping in
mind the future of the organization. The future considered is generally after at least five
years or 10 years or more. The organization has some desired future state which is not
possible to be realized within a year of so. A statement reflecting what the organization is
going to be during the next 5 or 10 or more years is the vision statement of the
organization. Organizations can lay out a plan, then coordinate and cooperate to make it
happen.
Mission statement: .
An organization states the mission statement based on what it is currently doing about the
product and services. Organizations focus on key, key business drivers like timely service
and quality service etc. a mission statement is prepared to bring out the key business
drivers and an action which will lead to the set goals.

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Q2. Write a note on decision making in organization.

Ans.

Decision Making
It is well know that if one can learn to make timely and well-considered decisions, then
one can often lead the team to a well-deserved success. However, if one makes poor
decisions, the tea will under treat of various risks and finally resulting in failure.
Human resource and Total Quality Management
It is very important to adopt practices of managing people and business processes to
ensure complete customer satisfaction at every stage of the growth of the organization. It
is known that when effective leadership blended with the TQM principles the result in an
organization would be astonishing. One should focus on doi8ng the right things right,
first time.
The core strength of the TQM is the interface that exists between the customer and the
supplier. At each interface level there are a number of processes. Each such process
should be quality driven. Such interfaces become the foundations of TQM, and they are
supported by the key management functions of people, processes and the systems.
Measuring the performance of processes and people
Any transformation that is seen is the result of a process. Such transformation includes
action, methods and operations. These transformations are aimed at bringing about
enhanced quality and customer satisfaction. Each process and the personnel performing
the job can be analyzed in order to measure the performance by an examination of the
inputs and outputs. The analysis can be in terms of measuring the actual output against
the planned output. This will enable the management to determine the action necessary to
improve quality.
Taking obstacles:

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Human side for quality also very important. If the human element is not considered, the
improved process improved process implementation can be prolonged and the effort to
change can become more frustrating, the resulting benefits can decrease, and the entire
improvement can be short-lived. Identifying potential resistance to the planned changes
and designing motivation into the new process are the two important aspects of human
behavior that should be considered when planning a change.
Identifying Potential Resistence:
There are different reasons for which people resist change. A few of them are fear of the
unknown, comfort with the current ways of exhaustion from the continuous never ending
changes. The three aspects when trying to assess the potential reasons for resistance or
lack of support are general readiness, emotional readiness and capability. Readiness to
accept new changes may be due to past changes an individual or a team or an
organization has experienced.
Another factor is whether the results of previous changes were positive or negative.
Individuals usually progress through the acceptance of change along a specific
continuum. The first phase is the contentment phase in which people have no apparent
incentive to change.
Design motivation into the process:
When change is planned, the process improvement team primarily focuses on the triggers
that encourage a motivational behavior. Drafting new procedures, providing training and
showing management support for the changes are three typical actions designed to bring
the desired results. Identify reasons that maker the change a sustainable one and
employees desire to continue to do things the new way. This desire is primarily a result of
the consequences that resulted from an individual doing the new task.
Successfully bringing about change is possible if one has the skill that requires
knowledge and practice. There are two things to keep in mind when trying to bring a
change: Assess potential resistance, and design motivation into the change by addressing
the consequences.
One may consider the ability, direction, competence, opportunity, motivation to help
identify potential reasons for resistance.
• Ability: One may not have the ability to perform the required task

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• Direction: It is necessary to work according to a plan. One may not perform as

expected if one is unaware of the expectations. Sometimes confusion leads to
unclear directions.
• Competence: sometimes a change requires the people to work on different
methods to achieve the desired results. For such achievement the employees with
existing skill set may not be able to proceed hence there is constant need to
upgrade the skill set.
• Opportunity: One may not have the appropriate time or resources in the form
of people, materials or funds, or one may not have the processes, information or
authority to adopt the new changes.
• Motivation: Even if everything is take care of there might still be some reasons
for one to not accept the changes. This could be because of lack of interest or
drive to make the changes work. Highly motivated people will find the time and
upgrade their skills and work in the desired direction. Motivation is the main
factor that determines whether changes are sustainable one or not. If there is no
motivation, expected results will suffer.
Success Elements
The key elements of a successful strategy can be organized by the senior management as
follows:
1. Developing the right culture for quality: Top performing
organizations have a striking degree of motivation and commitment in order
to ensure high-quality improvement mission. The commitment is reflected by
active leadership and personal involvement of the CEO and other top
managers. The top management here also includes the Board of Trustees.
They can formulate policies which will lay emphasis on delivering the quality
at every level. Performance indicators in every department are necessary with
specific targets related to quality, service, people, and finances.
2. Attracting and retaining human resources to promote quality:
Executive top management are responsible for quality outcomes and effective
quality improvement. Top management should emphasis on selective hiring,

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training and orientating towards better achievement. Successful recruitment

and retention of employees must be given importance.
3. Develop effective processes: Effective processes would mean setting up
effective problem-solving processes. It leads to the development of evidence-
based protocols and critical paths. It also enhances the efficiencies such as
reduced turn-around time, reduced errors related to standardization of
suppliers and effective procedures.

Q3. Explain the various steps to determine the customer satisfaction.

Ans.
Determination of customer satisfaction
Plan has to be prepared to measure customer satisfaction. The process to determine the
customer satisfaction consists of various steps as listed below:
Step 1: Problem Identification
In this step manager studies the environment under which a problem has been faced. The
problem area is then inspected and studied which is influenced by various factors such as-
• International standards and guidelines
• Nature of problem
• Area where the problem has been identified
• Potential for improving service delivery
• Identification of areas where cost is high and also the risk is high, in which
improvements can be made.
Step 2: Define criteria and standards
After the identification of the problem prepare a report of the findings. Make a list of all
relevant standards and criteria applicable to such areas. Criteria are explicit statements
that define what is measurable.
Step 3: Collection of Data
Ensure the data is properly collected and is relevant to the problem under consideration.

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Sample size should be determined based on the facts pertaining to the objective. Data
collection should be unbiased. Unbiased data is necessary to arrive at generalized
statements data collected must relate only to the objectives of the observation.
Step 4: Compare performance with criteria and standards
This step is also commonly referred to as the analysis stage. The results of the data
collection are compared with criteria and international standards. The end stage of
analysis refers to is concluding how well the standards were met. Also reasons for the
same should be identified. The decision could be added to the exception criteria for the
standard in future.
In practice, the results were found to be closed to. Any further improvement will be
difficult to obtain and that other standards, with results further away from 100%, are the
priority targets for suitable actions. This decision will depend on the topic area – in some
‘life or death’ type cases, it will be important to achieve 100%, in other areas a much
lower result might still be considered acceptable.
Step 5: Implementing changes
In this step, an agreement must be reached about the recommendations for change. It is a
good practice to use an action plan to record recommendations is good practice. The
recommendations will be based on what was agreed upon and the also why?
Reports are prepared on the basis of findings. The re-audit should demonstrate that the
changes have been implemented and that improvements have been made.
In this step, one may verify whether the changes implemented have had and effect and to
see if further improvements are required to achieve the standards.
I

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