LEADERSHIP

AND
COMMITMENT
MARK ANTHONY A. CASTRO
SHERWIN V. MALLARI
RUSSELL JOHN M. TORRES
 COMMITMENT
AND
POLICY

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 THE TOTAL QUALITY
MANAGEMENT APPROACH
TQM is a comprehensive approach to
improving competitiveness,
effectiveness and flexibility through
planning, organizing and understanding
each activity, and involving each
individual at each level. It is useful in all
types of organization.

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 TQM ensures that management
adopts a strategic overview of
quality and focuses on prevention,
not detection, of problems.

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 COMMITMENT AND POLICY
Becoming successful in promoting business
effectiveness and efficiency, TQM must be
truly organization-wide, it must include the
supply chain and it must start at the top with
the chief executive.

The chief executive of an organization should

accept the responsibility for and commitment
to a quality policy in which he/she must really
believe.

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 Senior management commitment should be an obsession, not lip
service.

It is possible to detect real commitment; it shows in the factories, in the

head offices, in design offices – where the work is being done.

Going into organizations sporting poster-campaigns of quality instead of

belief, one is quickly able to detect the falseness.

The opposite is an organization where total quality means something

can be seen, heard, and felt.

One of the major challenges in project work, including consultancy, is

the need to influence the values and behaviors of the entire delivery
team.

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THE QUALITY POLICY Management should be
dedicated to the regular
A sound quality policy, improvement of quality,
together with the not simply a one-step
organization and improvement to an
facilities to put it into acceptable plateau. These
effect, is a fundamental
ideas can be set out in a
requirement , if an
quality policy that
organization is to fully
requires top management
implement TQM.
to:

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1. Identify the end customer’s needs
(including perception).
2. Assess the ability of organization to
meet these needs economically.
3. Ensure that any bought-in materials
meet the required standards of
performance and efficiency.
4. Ensure that subcontractors or suppliers
share your values and process goals.
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5. Concentrate on the prevention rather than
detection philosophy.
6. Educate and train for quality
improvement and insure that your
subcontractors do so as well.
7. Measure customer satisfaction at all
levels, the end customer as well as
customer satisfaction between the links of
the supply chain.
8. Review the quality management systems
to maintain progress.
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QUALITY POLICY OF ABB 5. Leverage our partners & suppliers strengths to

1. Deliver on-time & on-quality products, improve our products and our business from product
systems and services that meet or exceed our design through production, installation and
customer`s expectations. operation.

2. Identify and understand our customer`s 6. Embed social responsibility & company ethics policies
expectations, measure customer perceptions, in our business practices.
and implement improvements to increase
7. Continually improve environmental, health and safety
customer satisfaction.
performance through all products, operations,
3. Enable and engage our people at all levels in a
systems and services.
relentless drive to improve operational
performance along the value chain from
suppliers to customers.

4. Increase the motivation and skills of our

people to add value to our customers and our
business, trough continual and development.

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 CREATING
OR
CHANGING THE CULTURE

September 21, 2019

 THE CULTURE WITHIN AN
ORGANIZATION IS FORMED BY
A NUMBER OF COMPONENTS:
1. Behaviours based on people
interactions.

2. Norms resulting from working groups.

3. Dominant values adopted by the

organization.

4. Rules of the game for ‘getting on.’

5. The climate.
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Culture in any ‘business’ may
be defined then as how
business is conducted and
how employees behave and
are treated.

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 Any organization needs a
vision framework
WHICH PROVIDES A VIVID that
DESCRIPTION OF WHAT THINGS WILL
MISSION includes
BE LIKE WHEN IT itsACHIEVED
HAS BEEN guiding
philosophy, core values and
beliefs and a purpose.

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 Vision
Framework
for an
organization

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Drives the organization
and is shaped by the
leaders through their
thoughts and actions.

Guiding philosophy 15
It should reflect the vision of an
organization rather than the
vision of a single leader and
should evolve with time,
although organizations must
hold on to the core elements.

Guiding philosophy 16
 DHVSU Vision

A LEAD UNIVERSITY IN
PRODUCING QUALITY
INDIVIDUALS WITH
C O M P E T E N T C A PA C I T I E S T O
G E N E R AT E K N O W L E D G E A N D
T E C H N O L O G Y, A N D E N H A N C E
PROFESSIONAL PRACTICES
F O R S U S TA I N A B L E N AT I O N A L
AND GLOBAL
COMPETITIVENESS THROUGH
C O N T I N U O U S I N N O VAT I O N .

Source:
http://dhvsu.edu.ph/in
dex.php/dhvsu/vision-
and-mission 17
 NEUST Vision

N E U ST I S A LO C A L LY
R ES P O N S I V E A N D
I N T E R N AT I O N A L LY
R E L E VA N T A N D
R ECO G N I Z E D
U N I V E RS I T Y O F
SCIENCE AND
T EC H N O LO GY Source:
https://neust.edu.ph/i
ndex.php/administratio
n/neust-vision-
mission-tagline-core-
values 18
Represent the organization’s
basic principles about what is
important in business, its
conduct, its social responsibility
and its response to changes in
the environment.

Core Values and Beliefs 19

They should act as a guiding force,
with clear and authentic values,
which are focused on employees,
suppliers, customers, society at
large, safety, shareholders and
generally stakeholders.

Core Values and Beliefs 20

 DHVS U COR E VALU ES

PROFESSIONALISM
COMMITTED, HARDWORKING,
DYN AMIC IN DIVIDUALS AN D
S O C I A L LY R E S P O N S I B L E
IN DIVIDUALS
GOOD GOVERNANCE
T R A N S PA R E N T, R E S P O N S I V E
A N D A C C O U N TA B L E
COMMUNITY OF
PROFESSIONALS
EXC ELLEN C E
HIGH LEVEL PERFORMANCE,
P R O D U C T I V E , C R E AT I V E ,
I N N O VAT I V E A N D G L O B A L LY Source:
COMPET IT IVE IN DIVIDUALS http://dhvsu.edu.ph/in
dex.php/dhvsu/core-
values 21
NE U ST COR E VALU ES

NATIONALISM
EXCELLENCE
UNITY
SPIRITUALLY
TRANSPARENCY
Source:
https://neust.edu.ph/i
ndex.php/administratio
n/neust-vision-
mission-tagline-core-
values 22
The purpose of the organization
should be a development from
the vision and core values and
beliefs and should quickly and
clearly convey how the
organization is to fulfil its role.

Purpose 23
The mission will translate the
abstractness of philosophy into
tangible goals that will move
the organization forward and
make it perform to its
optimum.
Mission 24
It should not be limited by
the constraints of strategic
analysis and should be
proactive not reactive.

Mission 25
 DHVSU Mission

DHVTSU COMMITS ITSELF TO

PROVIDE AN ENVIRONMENT
CONDUCIVE TO CONTINUOUS
C R E AT I O N O F K N O W L E D G E
A N D T E C H N O L O G Y T O WA R D S
T H E T R A N S F O R M AT I O N O F T H E
S T U D E N T S I N T O G L O B A L LY
COMPETITIVE PROFESSIONALS
THROUGH THE SYNERGY OF
A P P R O P R I AT E T E A C H I N G ,
RESEARCH, SERVICE AND
PRODUCTIVITY FUNCTIONS. Source:
http://dhvsu.edu.ph/in
dex.php/dhvsu/vision-
and-mission 26
 NEUST Mission

TO D E V E LO P N E W
K N OW L E D G E A N D
T EC H N O LO G I ES A N D
T R A N S FO R M H U M A N
R ES O U RC ES I N TO
P RO D U C T I V E C I T I Z E N RY
TO B R I N G A B O U T
D E V E LO P M E N T I M PAC T Source:
TO LO C A L A N D
https://neust.edu.ph/i
I N T E R N AT I O N A L ndex.php/administratio
CO M M U N I T I ES n/neust-vision-
mission-tagline-core-
values 27
 N E U S T TA G L I N E

TRANSFORMING
COMMUNITIES
THROUGH SCIENCE
AND TECHNOLOGY Source:
https://neust.edu.ph/i
ndex.php/administratio
n/neust-vision-
mission-tagline-core-
values 28
29
 Control

CO N T RO L I S T H E
P RO C ES S BY W H I C H
I N FO R M AT I O N O R
F E E D BAC K I S
P ROV I D E D S O A S TO
KEEP ALL FUNCTIONS
O N T R AC K .

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 Control

I T I S T H E S U M TOTA L
O F T H E AC T I V I T I ES
T H AT I N C R EA S E T H E
P RO BA B I L I T Y O F T H E
P L A N N E D R ES U LT S
B E I N G AC H I E V E D.

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Control mechanisms fall into three categories, depending upon
their position in the managerial process.

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 Attempting to control
performance through
systems, procedures or
techniques external to the
individual is not an effective
approach, since it relies on
‘co nt ro l l i n g ’ o t h e rs ;
individuals should be
responsible for their own
actions.
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 An externally based
control system can result
in a high degree of
concentrated effort in a
specific area if the system
is overly structured, but it
can also cause negative
consequences to surface:

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1. Since all rewards are based on external
measures, which are imposed, the ‘team
members’ often focus all their effort on
the measure itself, e.g. to have it set
lower (or higher) than possible, to
manipulate the information which serves
to monitor it, or to dismiss it as someone
else’s goal not theirs.

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2. When the rewards are dependent on only
one or two limited targets, all efforts are
directed at those, even at the expense of
others. If short-term profitability is the sole
criterion for bonus distribution or promotion, it
is likely that investment for longer-term growth
areas will be substantially reduced. Similarly,
strong emphasis and reward for output or
production may result in lowered quality.

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3. The fear of not being rewarded, or
even being criticized, for
performance that is less than
desirable may cause some to
withhold information that is
unfavourable but nevertheless
should be flowing into the system.

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4. When reward and punishment are
used to motivate performance, the
degree of risk-taking may lessen and
be replaced by a more cautious and
conservative approach. In essence,
the fear of failure replaces the desire
to achieve.

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 1. The goals imposed are
seen or known to be
THE FOLLOWING unrealistic. If the goals
PROBLEM SITUATIONS perceived by the
HAVE BEEN OBSERVED subordinate are in fact
BY THE AUTHOR AND accomplished, then the
HIS COLLEAGUES subordinate has proved
WITHIN COMPANIES himself wrong. This clearly
THAT HAVE TAKEN has a negative effect on
PART IN RESEARCH the effort expended, since
AND CONSULTANCY: few people are motivated
to prove themselves
wrong! 39
 2. Where individuals are
stimulated to commit
THE FOLLOWING themselves to a goal and
PROBLEM SITUATIONS where their personal pride
HAVE BEEN OBSERVED and self-esteem are at
BY THE AUTHOR AND stake, then the level of
HIS COLLEAGUES motivation is at a peak. For
WITHIN COMPANIES most people the toughest
THAT HAVE TAKEN critic and the hardest
PART IN RESEARCH taskmaster they confront
AND CONSULTANCY: is not their immediate
boss but themselves.
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 3. Directors and managers
are often afraid of allowing
THE FOLLOWING subordinates to set the
PROBLEM SITUATIONS goals for fear of them
HAVE BEEN OBSERVED being set too low, or loss
BY THE AUTHOR AND of control over
HIS COLLEAGUES subordinate behaviour. It is
WITHIN COMPANIES also true that many do not
THAT HAVE TAKEN wish to set their own
PART IN RESEARCH targets, but prefer to be
AND CONSULTANCY: told what is to be
accomplished.
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 4. Where external project
managers are recruited to
THE FOLLOWING run projects and a reward is
PROBLEM SITUATIONS negotiated on the basis of a
HAVE BEEN OBSERVED bonus package reflecting
BY THE AUTHOR AND time and cost performance,
HIS COLLEAGUES all too often the company is
WITHIN COMPANIES left with the legacy of
THAT HAVE TAKEN quality defects long after the
project manager has
PART IN RESEARCH
finished his assignment and
AND CONSULTANCY:
pocketed his/her bonuses.
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 5. Some public sector client
organizations, in moving towards
the delivery of infrastructure
THE FOLLOWING projects through alliances, have
PROBLEM SITUATIONS developed very complex
HAVE BEEN OBSERVED performance frameworks to
BY THE AUTHOR AND attempt to drive project
outcomes in non-cost areas such
HIS COLLEAGUES as safety, quality, community and
WITHIN COMPANIES legacy. The complexity of
THAT HAVE TAKEN these can be such that the
PART IN RESEARCH performance measures become
AND CONSULTANCY: an end in themselves and get in
the way of management
initiative.
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TQM is concerned with moving the focus
of control from outside the individual to
within, the objective being to make
everyone accountable for their own
performance and to get them committed
to attaining quality in a highly motivated
fashion.

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 The assumptions, a director or manager must
make in order to move in this direction are
simply that people do not need to be coerced to
perform well, and that people want to achieve,
accomplish, influence activity and challenge
their abilities. If there is belief in this, then only
the techniques remain to be discussed.

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 Total Quality Management is user-
driven – it cannot be imposed from
outside the organization, as perhaps
can a quality management system
standard.

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 This means that the ideas for improvement
must come from those with knowledge and
experience of the processes, activities and
tasks; this has massive implications for training
and follow-up. TQM is not a cost-cutting or
productivity improvement device in the
traditional sense, and it must not be used as
such.

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Although the effects of a successful programme
will certainly reduce costs and improve
productivity, TQM is concerned chiefly with
changing attitudes and skills so that culture of
the organization becomes one of preventing
failure – doing the right things, right first time,
every time.

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 EFFECTIVE
LEADERSHIP

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• Effective leadership starts with the
chief executive’s and his top
team’s vision, capitalizing on
market or service opportunities,
continues through a strategy that
will give the organization
competitive or other advantage,
and leads to business or service
success. It goes on to embrace all
the beliefs and values held, the
decisions taken and the plans
made by anyone anywhere in the
organization, and the focusing of
them into effective, value-adding
action. 43
 1. Developing and publishing
clear documented corporate
beliefs and purpose – a vision
• Clearly defined and properly
communicated beliefs and
THE FIVE objectives, which can be
REQUIREMENTS FOR summarized in the form of
EFFECTIVE vision and mission
LEADERSHIP statements, are essential if
the directors, managers and
other employees are to work
together as a winning team.

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 2. Develop clear and effective
strategies and supporting
plans for achieving the vision
• The achievement of the
company or service vision
THE FIVE requires the development of
REQUIREMENTS FOR business or service strategies,
EFFECTIVE including the strategic
LEADERSHIP positioning in the ‘market
place’. Plans can then be
developed for implementing
the strategies.

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 3. Identify the critical success
factors and critical processes
• The next step is the
identification of the critical
success factors (CSFs), a term
THE FIVE used to mean the most
REQUIREMENTS FOR important sub-goals of a
EFFECTIVE business or organization. CSFs
LEADERSHIP are what must be
accomplished for the mission
to be achieved.

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54
 4. Review the management
structure
• Directors, managers and other
employees can be fully
effective only if an effective
THE FIVE structure based on process
REQUIREMENTS FOR management exists. This
includes both the definition of
EFFECTIVE responsibilities for the
LEADERSHIP organization’s management
and the operational
procedures they will use.
These must be the agreed best
ways of carrying out the core
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processes. 55
 5. Empowerment – encouraging
effective employee participation
• For effective leadership it is
necessary for management to
get very close to the
THE FIVE employees. They must develop
effective communications – up,
REQUIREMENTS FOR down and across the
EFFECTIVE organization – and take action
LEADERSHIP on what is communicated; and
they should encourage good
communications between all
suppliers and customers.

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 ATTITUDE
PARTICULAR
• The key attitude for
ATTENTIONS NEED TO
managing any winning
FOCUS UNDER company or organization
EMPLOYEE may be Expressed through
EMPOWERMENT satisfying costumer needs.

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 ABILITIES
• Every employee should be
PARTICULAR able to do what is needed
ATTENTIONS NEED TO and expected of him or her,
FOCUS UNDER but it is first necessary to
EMPLOYEE decide what is really needed
EMPOWERMENT and expected.

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 PARTICIPATION
• If all employees are to
participate in making the
PARTICULAR company or organization
ATTENTIONS NEED TO successful (directors and
FOCUS UNDER managers included), then
EMPLOYEE they must also be trained in
EMPOWERMENT the basics of disciplined
management.

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 • They must be trained to:
• E Evaluate – the situation
and define their objectives
• P Plan – to achieve those
objectives fully.
• D Do – implement the plans.
PARTICIPATION • C Check – that the objectives
are being achieved.
• A Amend – take corrective
action if they are not.

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61
 PLANNING
• Develop the vision needed
for constancy of purpose and
for long-term success.
OAKLAND TQM MODEL: • Develop, deploy and update
4 P’S AND 4 C’S policy and strategy.
• Align organizational
structure to support delivery
of policy and strategy.

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 PERFORMANCE
• Identify critical areas of
performance.
• Develop measures to
indicate levels of current
performance.
OAKLAND TQM MODEL:
4 P’S AND 4 C’S • Set goals and measure
progress towards their
achievement.
• Provide feedback to people
at all levels regarding their
performance against agreed
goals. 63
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 PROCESSES
• Ensure a system for
managing processes is
developed and implemented.
• Ensure through personal
involvement that the
OAKLAND TQM MODEL: management system is
4 P’S AND 4 C’S developed, implemented and
continuously improved.
• Prioritize improvement
activities and ensure they are
planned on an organization-
wide basis.
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 PEOPLE
• Train managers and team
leaders at all levels in
leadership skills and problem
solving.
OAKLAND TQM MODEL:
4 P’S AND 4 C’S • Stimulate empowerment
(‘experts’) and teamwork to
encourage creativity and
innovation.

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 CUSTOMER
• Be involved with customers
and other stakeholders.
• Ensure customer (external
OAKLAND TQM MODEL: and internal) needs are
4 P’S AND 4 C’S understood and responded to.
• Establish and participate in
partnerships – as a customer
demand continuous
improvement in everything.

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 COMMITMENT
• Be personally and actively
involved in quality and
OAKLAND TQM MODEL: improvement activities.
4 P’S AND 4 C’S • Review and improve
effectiveness of own
leadership.

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 CULTURE
• Develop the values and
ethics to support the creation
of a total quality culture
across the entire supply chain.
• Implement the values and
OAKLAND TQM MODEL: ethics through actions and
4 P’S AND 4 C’S behaviors.
• Ensure creativity, innovation
and learning activities are
developed and implemented.

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 COMMUNICATIONS
• Stimulate and encourage
communication and
collaboration.
OAKLAND TQM MODEL: • Personally communicate the
4 P’S AND 4 C’S vision, values, mission,
policies and strategies.
• Be accessible and actively
listen.

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 THANK YOU!

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