leadership and strategic planning

1 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Chapter 5Chapter 5

Leadership and Strategic Planning


Leadership

• The ability to positively influence people and systems to have a meaningful impact and achieve results


Strategic Planning

• The process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future.


The Baldrige “Leadership Triad”

Leadership

Strategic Planning

Customer andMarket Focus

Operations


Executive Leadership• Defining and communicating business directions• Ensuring that goals and expectations are met• Reviewing business performance and taking

appropriate aciton• Creating an enjoyable work environment• Soliciting input and feedback from customers• Ensuring that employees are effective contributors• Motivating, inspiring, and energizing employees• Recognizing employee contributions• Providing honest feedback


Core Leadership Skills

• Vision

• Empowerment

• Intuition

• Self-understanding

• Value congruence

Dale Crownover, President, Texas Nameplate Co.


Leading Practices - LeadershipLeading Practices - Leadership

• Create a customer-focused strategic vision and clear quality values

• Create and sustain leadership system and environment for empowerment, innovation, and organizational learning

• Set high expectations and demonstrate personal commitment and involvement in quality

• Integrate quality values into daily leadership and management and communicate extensively

• Integrate public responsibilities and community support into business practices


Leadership Theories• Trait approach• Behavioral approach• Contingency (situational) approach• Role approach• Emerging theories:

– Attributional theory – Transactional theory – Transformational leadership theory– Substitutes for leadership theory– Emotional intelligence theory


Zenger-Miller Leadership Competencies

• Setting or sharing a vision• Managing a change• Focusing on the customer• Dealing with individuals• Supporting teams and

groups• Sharing information• Solving problems, making

decisions• Managing business

processes

• Managing projects• Displaying technical skills• Managing time and resources• Taking responsibility• Taking initiative beyond job

requirements• Handling emotions• Displaying professional ethics• Showing compassion• Making credible presentations


Leadership SystemLeadership System

• Refers to how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, self-examination, and improvement

• Effectiveness of leadership system depends in part on its organizational structure


Common Organizational Structure

Customers

Customerteam

Customerteam

Customerteam

Systems and support services

Executive steering committee

CEO


Leadership and Public Responsibilities

• Ethics

• Health, safety, and environment

• Community support


Strategic PlanningStrategic Planning

Formal strategy includes:Formal strategy includes: • Goals to be achieved• Policies to guide or limit action• Action sequences, or programs,

that accomplish the goals

““A strategy is a pattern or plan that integrates an A strategy is a pattern or plan that integrates an organization’s major goals, policies, and action organization’s major goals, policies, and action sequences into a cohesive whole.”sequences into a cohesive whole.”

James Quinn James Quinn


Tasks Accomplished by Strategic PlanningTasks Accomplished by Strategic Planning

• Understand important customer and operational requirements

• Optimize use of resources and ensure bridging between short-term and longer-term requirements

• Ensure that quality initiatives are understood at all organizational levels

• Ensure that work organizations and structures will facilitate accomplishment of strategic plan


Leading Practices - Strategic Planning

Leading Practices - Strategic Planning

• Active participation of top management, employees, customers, suppliers

• Systematic planning systems for strategy development and deployment, including measurement, feedback, and review

• Use of a variety of external and internal data

• Align short-term action plans with long-term strategic objectives, communicate them, and track progress


Strategic Planning ProcessStrategic Planning Process

Mission Vision Guiding Principles

Environmental assessment

Strategies

Strategic Objectives

Action Plans

Broad statements of direction

Capabilities and risks

Things to change or improve

Implementation

Reason for existence Future intent Attitudes and policies


Mission• Definition of products and services,

markets, customer needs, and distinctive competencies

• Solectron: “…to provide worldwide responsiveness to our customers by offering the highest quality, lowest total cost, customized, integrated, design, supply chain, and manufacturing solutions through long-term partnerships based on integrity and ethical business practices.”


Vision• Where the organization is headed and what

it intends to be– Brief and memorable - grab attention– Inspiring and challenging - creates excitement– Descriptive of an ideal state - provides

guidance– Appealing to all stakeholders - employees can

identify with

• Solectron: “Be the best and continuously improve”


Policy Deployment (Hoshin Kanri)

Policy Deployment (Hoshin Kanri)

• Top management vision leading to long-term objectives

• Deployment through annual objectives and action plans

• Negotiation for short-term objectives and resources (catchball)

• Periodic reviewsSee Figure 5.7!See Figure 5.7!


The Seven Management and Planning Tools

The Seven Management and Planning Tools

• Affinity diagrams

• Interrelationship digraphs

• Tree diagrams

• Matrix diagrams

• Matrix data analysis

• Process decision program charts

• Arrow diagrams


Leadership in the Baldrige CriteriaThe Leadership Category examines how an organization’s 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 how the organization addresses its responsibilities to the public and supports its key communities.

1.1 Organizational Leadershipa. Senior Leadership Directionb. Organizational Performance Review

1.2 Public Responsibility and Citizenshipa. Responsibilities to the Publicb. Support of Key Communities


Strategic Planning in the Baldrige Criteria

The Strategic Planning Category examines how an organization develops strategic objectives and action plans. Also examined are how chosen strategic objectives and action plans are deployed and how progress is measured.

2.1 Strategy Development

a. Strategy Development Process

b. Strategic Objectives

2.2 Strategy Deployment

a. Action Plan Development and Deployment

b. Performance Projection

leadership and strategic planning

Business

executive leadership

leadership development

daily leadership

leading practices leadership

important customer

business practices

environment community

business processes