Chapter 5: Transition to Quality Leadership
1. Strategic Intent
A compelling statement about where an organization is going that succinctly conveys a sense of what that organization wants to achieve in the long term. Strategic intent answers the question: “What exactly are we trying to accomplish?”
Definition:
An ambitious and compelling dream that energizes to which provides the emotion, energy for journey to the future. (The leader’s vision that give rise to mission )
Attributes:
1. Sense of Direction
2. Sense of Discovery
3. Sense of Destiny
Importance:
It serves as a central guiding idea that gives direction to the whole company’s actions and activities.
As an alignment of a company strategy:
1. Competing against competitors
Competing for customers, requires a strategic vision , a commitment to quality and innovation.
2. Quality is a mind set.
Quality is accepted by shareholders, staff and customers.
3. Quality Improvement
Cost reduction overtime when staff participate in the process.
4. Motive force for employee
Work in the system, work on the system.
2. Commitment
A promise, pledge.
Unless commitment is made, there are only promises and hopes . . . but no plans.
— Peter S. Drucker.
Definition:
Act of leadership
Needs to be acted out, rather than talked out.
If the leader’s act is not in line with their decision, he will negates or devaluate the commitment.
Importance:
1. In quality improvement
The staff must do all the changing, but management must change first (Head office / CEO)
2. In organization
To move the quality improvement involve problem solving teams that work on specific problem
2 Incompatible views mgmt can expect
• Based on Imposing control to achieve compliance
• Based on eliciting commitment.
(Voluntary participation)
3. Improving work processes
To eliminate bottleneck and inefficiencies.
4. Improving the quality of offering ( Market orientation)
Involvement of staff in why and how information is generated and used.
