total quality management(tqm) presentation

7/28/2019 Total Quality Management(Tqm) Presentation

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Group Members

SL .NO. NAME ID

1 MD. ASIFUL ISLAM 07882609

2 MD. BAZLUR RAHAMAN 07882515

3 MD. ANWAR JAHID 07882537

4 RABIUL ISLAM 07882599

5 PRODIP KUMER KORMOKER 07882607

6 MD. ATIQUR RAHMAN 07882627


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Sl. No. Issues

1 Concepts of employee empowerment and employee involvement.

Differences in between.

2 Positive and negative impacts of employee empowerment

3 Three keys to employee empowerment4 Reasons behind the resistant of employee empowerment

5 Overcoming resistance of employee empowerment- the ways

6 Principles of employee empowerment.

7 Benefits of employee empowerment

8 The concepts of gain sharing

9 Definition of team

10 Stages of team development

11 Common barriers of team progress


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PRESENTER

MD. ASIFUL ISLAM

ID: 07882609


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1. Concepts of EmployeeInvolvement

2. Concepts of Employee

Empowerment

3. Differences in between Employee

Involvement and Employee

Empowerment

4. Positive and negative impacts of

Employee Empowerment on any

organizations.


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Involvement

Simply involvement means something to add in a process

Ex: involvement of a person or an employee

Employee

Formally employee refers to the person who is authorized to perform specifictasks.

Ex: A person working for another person or for a business firm for thepayment.

Employee involvement

In business organizations Employee involvement is a process for empoweringemployees to participate in managerial decision-making and improvementactivities

N.B: Without involving employee, empowerment can not be provided.


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How Managers

TEAM

Generally teams are used

as a way of involving

employees to achieve aspecific goal by the

management department.

Ex: A group of students are

divided into five teams to

perform their presentation

by the teacher(as a

manager).

SUGGESTION SYSTEM

Suggestion systems aredesigned to provide theemployee with the

opportunity to be involved bycontributing to theorganization.

EX: Employee Suggestion Box,Airtel Customer Service Centre

provides a suggestion box forthe customer to know if theyare satisfied or not afterserving them.


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Empowerment is an environment in which people

have the ability, the confidence and the

responsibility to improve the process.

The concept of employee empowerment involves

a manager delegating authority to subordinate

employees. Empowered employees make

decisions based on predefined limits set by theirmanager. They do not have to consult the

manager to make a decision.


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The concept of employee empowermentinvolves a manager

to .make decisions based onset by their manager.

They do not have toto make a decision, but they must

for the consequences ofeach decision.


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Employee Involvement Employee Empowerment

Manager and

employee participate

in decision making

Employees are

empowered by

manager to achieve

the goal


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Employee Satisfaction

Better Customer Service

Employee Retention

Accepting Change

Increased Profits

Not willing to take

responsibility

Lack of skill or knowledge Misuse of authority

h d f f h l k h


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The person standing in front if he only take the

responsibility to ride, will he able to reach to

the destination on time?


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Thank You!


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MD. BAZLUR RAHAMAN

ID 07882515


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Three keys to Employee Empowerment

Obviously empowering employees is not an easy task.Its a strenuous journey that takes time and requirespatience and a lot of persistence. In order to createan empowered workplace, managers must

understand how to navigate the journey toempowerment. There are three keys to employeeempowerment:

1.Sharing information with everyone:

Information sharing begins to build trust which isan important ingredient of building employeeempowerment.


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Continued

2.Creating Autonomy through Boundaries:

Autonomy has to be created throughboundaries.

Boundaries (through guidelines) channel energyin a certain direction.

3.Replace Hierarchy with Teams:

Traditional hierarchy is characterized bymostly one way communication, withdecision flowing from top down the line.


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Reasons behind the resistance of Employee

Empowerment

1. Personal values (dogmatic mindset of looking

at Employees as subordinates),

2. Ego (I-am-the-boss attitude),

3. Viewing empowerment as an encroachment

in their exclusive territory,

4. Management training (managers trained in

scientific management and not in people-

oriented improvements),


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Continued

5. Personality characteristics (having strong task

orientation rather than people-orientation are

not likely to support empowerment),

6. Exclusion of managers,

7. Traditional organizational structure,

8. Old-fashioned boss-dependent management

practices


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MD. ANWAR JAHID

ID -- 07882537


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The way of overcoming

the resistance of Employee Empowerment

Principles of Employees Empowerment


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Manager

Lack Of Trust

Loss of Control

Fear of Loss Of Position

Resistance? ? ?

Employee

Survival of job

Ability to take Decision

Poor superior-subordinate relations


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From the management site

Mental Revolution / Change and

Trust on Employee

Arrange Training of Mid Level Mgt and

Supervisor to cope- up the organizational change.

Enable &Ensure themtheir authority&responsibility are not

being eliminatedjust merely change.


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Allow manager

the opportunity of schedules of works,

measuring and evaluating

performance of their team members.

make success at adopting new managementmethods a part of managers' performance appraisals

Management still has the power to reject bad ideas

or suggestions that might be counterproductive .

authority to take final decisions.


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From Employee Site

Arrange Education and Skill

development Training

Develop Trustworthy Environment


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Introduce Flat and Effective

Communication system

Introduce New Organizational Culture

Idea Comes From EmployeeFirst

Do not Insist on Hesitated Employee

to take on more Responsibility.

Senior manager must

Understand that people change

for their own reason ,not for

reason of the organization


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From Union Site

involving them in

the development and

implementation of the program.

Clear the objective of task

and future affect


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Principles of employee empowerment


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Principle of Employee Empowerment

Assigning important work to employees --

Granting employees discretion in doing work --

Allocating necessary resources--

People feel important and empowered

Authority to do and work with the own choice

Adequate resources on time , right place


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Praising costs nothing but builds people.

Praising and recognizing contributions --

feeling that their survival is in their hands--

They have control of their own destinyTheir activities affect organization aswell as their life.

Building and enhancing task skills --

Employees need to be trained to cope with the new situation


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Encouraging employees to work in teams --

Work as a member of closedtie family

Welcoming surprise--

No innovation or change can be expected in the absence of any surprise.

Manager reap the advantage of greater quality and productivityalong with employee satisfaction


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Md. Rabiul IslamId. 07882599

Issues to be covered-

Benefits of employee involvement

Concept of gain sharing


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Employee involvement

Involving employees, empowering them, and bringing them intodecision making process for continuous process improvement.


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Benefits of employee involvement

Improvedmorale

Increasedproductivity

InnovationsHealthiercoworker

relationship

Teamcohesion


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Gain sharing

Gain sharing is a financial reward andrecognition system that result from improve

organizational performance. It is a measurement of organizational

productivity and a method to shareproductivity gains.


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Continue.

Potential income= tk. 535,000

Labor cost as percent of sales= tk. 27%

Team goal= tk. 535,000*0.27= tk. 144,450

Actual team cost= tk. 138,365

Gain = tk. 144450-138365=Tk. 6085


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PRODIP KUMER KORMOKER

ID 07882607


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Definition of Team

Simply, A team is a group of people working

together to achieve common objectives or

goals.

Broadly, A team can be defined as a small

groups of people who have a common

purpose, set their own performance goals and

approaches and hold themselves accountablefor success.


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Continued

By analyzing definition we can get some features such as

Team members:

share authority and responsibility for self-management;

are accountable for the collective performance;

work toward a common goal and shared rewards;

operate with a high degree of interdependence.

Finally a group of people with a full set of complementary

skills required to complete a task, job or project.


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The Stages of Team Development

Team development is a continuous process.A

team goes through five stages of

development. The first four stages of team

growth were first developed by Bruce WayneTuckerman and published in 1965. His theory,

called "Tuckerman's Stages" was based on

research he conducted on team dynamics.


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Continued

In 1977, Tuckerman, jointly with Mary Ann Jensen,

added a fifth stage to the 4 stages: "Adjourning.

The five stages:

Stage 1: Forming Stage 2: Storming

Stage 3: Norming

Stage 4: Performing

Stage 5: Adjourning


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Continued

1. Forming: According to Tuckerman,

during which the members learn what behavior

is acceptable to the group.

2. Storming: According to Tuckerman,

during which the members begin to assert their

individual personalities and often become

enemy/hostile as they fight ground rules.


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Continued

3. Norming:According to Tuckerman,

during which the members address and

hopefully resolve conflicts that occurred

during the storming stage, establishing

common goals, norms and ground rules and

allowing group unity to emerge.


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Continued

4. Performing: According to Tuckerman, during

which the members work effectively in

achieving common goals within the ground

rules established earlier.

5. Adjourning: The Adjourning stage is when the

team is completing the current project.

The team needs to evaluate its performance anddetermine lessons learned.

..


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Presented by: Atiqur

Rahman


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Insufficient Training:

Teams cannot be expected to perform unless

they are trained in problem solving

techniques, group dynamics and

communication skills.

I ibl R d d


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Incompatible Rewards and

Compensation:

In general organization make a little effort to

reward team performance. Because of a

strong focus on individual rewards it is difficult

for individuals to buy into team concept.


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First-line Supervisor resistance:

Supervisor are reluctant to give up power,

confident that they can do work better and

faster, are concerned about job security, and

are ultimately held responsible.


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Lack of Planning:

A lack of common direction or alignment on the

use of collaborative efforts, internal

competition, redundancy, and fragmented

work process all prevent team progress.


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Lack of Management Support:

Management must provide the resource and

Buy into the quality council/Sponsor System.


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Access to Information System:

Team need access to organizational information

such as business performance, competitive

performance, financial data and so forth.


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Lack of Union Support:

Organization needs union support to be

successful.


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Project Scope Too Large:

The team and organization are not clear on what

is reasonable, or management is abdicating its

responsibility to guide the team.


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Projects Objectives Are Not Significant:

Management has not defined what role the

team will pay in the organization.


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No Clear Measure of Success:

The team is not clear about its charter and

goals.


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No Time to Improve Work:

Values and believes of the organization are not

compatible with the teams work.


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Team Is Too Large:

The organization lacks methods for involving

people in ways other than team membership.


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Trapped in Groupthink:

Team members all have a mind-set that no

action are take until everyone agrees with

every decision.

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