Who is CMQ/OE?

❖ The Certified Manager of Quality/ Organizational

Excellence is a professional who leads and
champions process-improvement initiatives -
everywhere from small businesses to multinational
corporations - that can have regional or global focus
in a variety of service and industrial settings.
❖ The Certified Manager of Quality/Organizational
Excellence should be able to motivate and evaluate
staff, manage projects and human resources,
analyze financial situations, determine and
evaluate risk, and employ knowledge management Certified Manager of
tools and techniques in resolving organizational
challenges. Quality/ Organizational
Excellence
Work
Experience/Education
❖ Candidates must have 10 years of on-the-job
experience in one or more of the areas of the
Certified Manager of Quality/Organizational
Excellence Body of Knowledge.
❖ A minimum of five years of this experience
must be in a decision-making position, defined
as the authority to define, execute or control
projects/processes and to be responsible for
the outcome. This may or may not include
management or supervisory positions.
❖ Experience waiver based on education: Certified Manager of
❖ Bachelor's degree — four years waived Quality/ Organizational
❖ Master's or doctorate — five years waived
Excellence
CMQ/OE Exam

❖ Computer Delivered – CMQ/OE

❖ One-part, 180- multiple choice question exam, and
is offered in English only. 165 questions are scored
and 15 are unscored. Total appointment time is four-
and-a-half-hours, exam time is 4 hours and 18
minutes.
❖ All examinations are open book.
❖ This course is based on 2019 Body of
Knowledge. The constructed response part of
the exam has been removed in the updated Certified Manager of
version of the BoK.
Quality/ Organizational
Excellence
 01
Leadership (28 Questions)

Certified 02
Strategic Plan Development and Deployment (22
Questions)

Manager of 03
Management Elements and Methods (31 Questions)

Quality/ 04
Quality Management Tools (30 Questions)

Organizational 05
Customer-Focused Organizations (21 Questions)

Excellence
06
Supply Chain Management (17 Questions)

07
Training and Development (16 Questions)
 A
Organizational Structures

1 B
Leadership Challenges
Leadership
Define and describe organizational
C
Teams and Team Processes
designs (e.g., matrix, flat, and parallel)
and the effect that a hierarchical
management structure can have on
D
ASQ Code of Ethics
an organization.
Definition

❖ An organizational structure defines how

activities such as task allocation,
coordination, and supervision are
directed toward the achievement of
organizational aims.
Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin.

1A - Organizational
Structure
 Factors Affecting Organizational Design
❖ Size and age of the organization
❖ Complexity
❖ Formalization
❖ Span of control Organization
❖ Line and scope of authority structure defines
❖ Business Strategy
❖ Business Environment
how the work is
❖ Performance efficiency distributed.
❖ Physical locations
❖ Technology

1A - Organizational Structure Slide 7

 Types of Organizational Structure

❖ Organic (flexible)
❖ Functional (Hierarchical)
❖ Project Based
❖ Process Based
❖ Matrix

1A - Organizational Structure Slide 8

 Types of Organizational Structure

❖ Organic (flexible)
❖ Functional (Hierarchical)
❖ Project / Product Based
❖ Process Based
❖ Matrix

1A - Organizational Structure Slide 9

 Types of Organizational Structure
CEO
❖ Organic (flexible)
❖ Functional (Hierarchical) Sales Design Production

❖ Project / Product Based

❖ Process Based
❖ Matrix

1A - Organizational Structure Slide 10

 Types of Organizational Structure
CEO

❖ Organic (flexible) Product / Product /

Project 1 Project 2
❖ Functional (Hierarchical)
Sales Sales
❖ Project / Product Based
❖ Process Based Design Design

❖ Matrix Production Production

1A - Organizational Structure Slide 11

 Types of Organizational Structure

❖ Organic (flexible)
CEO
❖ Functional (Hierarchical)
❖ Project / Product Based Research
Customer
Acquisition
Order
fulfillment
❖ Process Based
❖ Matrix

1A - Organizational Structure Slide 12

 Types of Organizational Structure
CEO

❖ Organic (flexible)
Sales Design Production
❖ Functional (Hierarchical)
R&D
❖ Project / Product Based
❖ Process Based Customer Acquisition

❖ Matrix Order fulfillment

1A - Organizational Structure Slide 13

 Types of Organizational Structure
CEO

❖ Organic (flexible)
Sales Design Production
❖ Functional (Hierarchical)
Project 1
❖ Project / Product Based
❖ Process Based Project 2

❖ Matrix Project 3

1A - Organizational Structure Slide 14

 A
Organizational Structures

1 B
Leadership Challenges
Leadership
C
Teams and Team Processes

D
ASQ Code of Ethics
 1B 01
Roles and responsibilities
of leaders
Leadership
Challenges
02
Roles and responsibilities
of managers

03
Change management
Describe typical roles, responsibilities,
and competencies of people in
leadership positions and how those
attributes influence an organization’s
04
Leadership techniques

direction and purpose.

05
Empowerment
 Leaders vs. Managers
❖ Create vision ❖ Create goals
❖ Think long-term (view big picture) ❖ Think short-term
❖ Take risk ❖ Manage risks
❖ Focus on people ❖ Focus on structure
❖ Have fans ❖ Have employees
❖ Coach ❖ Direct / Supervise
❖ Pull / Ask questions ❖ Push / Give answer

1B1 – Roles and Responsibilities of Leaders Slide 17

 Competencies of Leaders
❖ Communication ❖ Creative
❖ Motivation ❖ Trust-worthy
❖ Interpersonal skills ❖ Honesty
❖ Courage ❖ ….
❖ Conflict Management
❖ Influencing skills
❖ Decision-making
❖ Subject matter knowledge

1B1 – Roles and Responsibilities of Leaders Slide 18

 Competencies of Leaders

Self Organization People

Integrity / Honesty Create vision Coaching
Courage Team building Conflict Management
Clear Communication Negotiation Developing others
Flexibility Decision making Motivation
Creative/ Innovative Strategic Thinking Influencing

1B1 – Roles and Responsibilities of Leaders Slide 19

Situational Leadership

❖ Model was developed by Kenneth

Blanchard and Paul Hersey.
❖ There is no single best leadership style.
❖ The best style will depend upon the
situation: the task to be performed and
the team performing it.

1B1 – Roles and

Responsibilities of
Leaders
 Situational Leadership
S3 S2
Low Directive High Directive Four Leadership Styles
Supportive Behavior

High Supportive High Supportive

❖ S1 – Directing
❖ S2 – Coaching
S4 S1 ❖ S3 – Supporting
Low Directive High Directive
Low Supportive Low Supportive ❖ S4 - Delegating

Directive Behavior

1B1 – Roles and Responsibilities of Leaders Slide 21

 Situational Leadership
Four Levels of Employee Development
D3 D2
High competence
Some competence
with low
❖ D1 (The enthusiastic beginner)
with low/variable commitment ❖ Low competence with high commitment
commitment
Commitment

❖ D2 (The disillusioned learner)

❖ Some competence with low commitment
❖ D3 (The capable but cautious performer)
❖ High competence with low/variable commitment
D4 D1
High competence
Low competence
with high
❖ D4 (The self-reliant achiever)
with high commitment ❖ High competence with high commitment
commitment

Development levels change with time and task.

Competence D4 D3 D2 D1

1B1 – Roles and Responsibilities of Leaders Slide 22

 Situational Leadership
Four Levels of Employee Development
S3 S2
Low Directive High Directive
❖ D1 (The enthusiastic beginner)
Supportive Behavior

High Supportive High Supportive

❖ Low competence with high commitment
❖ D2 (The disillusioned learner)
Supporting Coaching ❖ Some competence with low commitment
❖ D3 (The capable but cautious performer)
❖ High competence with low/variable commitment
S4 S1
Low Directive High Directive
❖ D4 (The self-reliant achiever)
Low Supportive Low Supportive ❖ High competence with high commitment

Delegating Directing Development levels change with time and task.

Directive Behavior D4 D3 D2 D1

1B1 – Roles and Responsibilities of Leaders Slide 23

 Situational Leadership
S3 S2
Low Directive High Directive
Supportive Behavior

High Supportive High Supportive Development Level Leadership Style

Supporting Coaching Low Development (D1) Directing (S1)
Medium Development (D2) Coaching (S2)
S4 S1 Medium Development (D3) Supporting (S3)
Low Directive High Directive High Development (D4) Delegating (S4)
Low Supportive Low Supportive

Delegating Directing
High competence with High competence with Some competence with Low competence
high commitment low/variable commitment low commitment with high commitment

Directive Behavior D4 D3 D2 D1

1B1 – Roles and Responsibilities of Leaders Slide 24

 Situational Leadership
S3 S2
Low Directive High Directive
Supportive Behavior

High Supportive High Supportive Development Level Leadership Style

Supporting Coaching Low Development (D1) Directing (S1)
Medium Development (D2) Coaching (S2)
S4 S1 Medium Development (D3) Supporting (S3)
Low Directive High Directive High Development (D4) Delegating (S4)
Low Supportive Low Supportive

Delegating Directing
High competence with High competence with Some competence with Low competence
high commitment low/variable commitment low commitment with high commitment

Directive Behavior D4 D3 D2 D1

1B1 – Roles and Responsibilities of Leaders Slide 25

 Kouzes and Posner's Transformational Leadership Model

Five Practices of Leadership

1. Model the way (Practice what you preach)
2. Inspire a shared vision
3. Challenge the process (seek improvement)
4. Enable others to act and be clear
5. Encourage the heart

The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations -by James M. Kouzes and Barry Z. Posner

1B1 – Roles and Responsibilities of Leaders Slide 26

Emotional Intelligence

❖ Intelligence quotients (I.Q’s) were

developed as measures of intelligence.
❖ Salovey and Mayer (1990) who originally
used the term “emotional intelligence.
❖ EI is a form of intelligence that involves the
ability to monitor one’s own and others’
feelings and emotions to discriminate
among them, and to use this information to
guide one’s thinking and actions. 1B1 – Roles and
Responsibilities of
Leaders
Emotional Intelligence

❖ Emotionally intelligent people can

control their emotional impulses better
than others.
❖ They have empathy for the feelings of
others and insight into how others think
❖ They are optimistic and generally positive

1B1 – Roles and

Responsibilities of
Leaders
Emotional Intelligence

❖ Five dimensions of Emotional

Intelligence are:
❖ Self–awareness
❖ Self-regulation
❖ Motivation
❖ Empathy
❖ Relationship management
1B1 – Roles and
Responsibilities of
Leaders
Emotional Intelligence and Transformational Leadership

❖ There are evidences that emotional intelligence is positively

correlated with transformational leadership.
❖ EI competencies like self-awareness, self-regulation, motivation,
empathy and relationship management are critical for
transformational leadership.

1B1 – Roles and Responsibilities of Leaders Slide 30

 1B 01
Roles and responsibilities
of leaders
Leadership
Challenges
02
Roles and responsibilities
of managers

03
Change management
Describe typical roles, responsibilities,
and competencies of people in
management positions and how those
attributes contribute to an
04
Leadership techniques

organization’s success.
05
Empowerment
 Functions of Managers
❖ Hiring and staffing ❖ Problem resolution and decision-
making
❖ Training new employees
❖ Monitoring and controlling expenses
❖ Coaching and developing existing and budgets
employees
❖ Tracking and reporting scorecard
❖ Performance appraisal and results to senior management
terminations ❖ Planning and goal-setting for future
❖ Goal setting periods

1B2 – Roles and Responsibilities of Managers Slide 32

 Roles of Managers (Mintzberg Model)

Interpersonal Informational Decisional

Figurehead Monitor Entrepreneur

Leader Disseminator Disturbance Handler

Liaison Spokesperson Resource Allocator

Negotiator

1B2 – Roles and Responsibilities of Managers Slide 33

 Competencies of Leaders

Self Organization People

Integrity / Honesty Create vision Coaching
Courage Team building Conflict Management
Clear Communication Negotiation Developing others
Flexibility Decision making Motivation
Creative/ Innovative Strategic Thinking Influencing

1B1 – Roles and Responsibilities of Leaders Slide 34

 Competencies of Managers

Self Organization People

Integrity / Honesty Create vision Coaching

Courage Team building Conflict Management

Clear Communication Negotiation Developing others

Flexibility Decision making Motivation

Creative/ Innovative Strategic Thinking Influencing

Technical expertise * Result oriented * Written and oral communication *

Customer oriented * Information gathering * Establishing focus *

1B2 – Roles and Responsibilities of Managers Slide 35

 Competencies of Leaders

Executive

Middle

Junior

1B2 – Roles and Responsibilities of Managers

Slide 36
 1B 01
Roles and responsibilities
of leaders
Leadership
Challenges
02
Roles and responsibilities
of managers

Use various change management

strategies to overcome organizational
03
Change management
roadblocks, assess impacts of global
changes, achieve desired change levels,
and review outcomes for effectiveness.
04
Leadership techniques
Define and describe factors that
contribute to an organization’s culture. 05
Empowerment
Lesson Plan
❖ Why to change?
❖ Roadblocks / Challenges
❖ How to manage change?
❖ Lewin’s Model
❖ Kotter’s Model
❖ Change Management tools:
❖ Stakeholder Analysis
❖ Force Field Analysis
❖ Readiness Assessment
❖ Communication Plan
❖ Change effectiveness 1B3 – Change
❖ Organizational culture Management
 Why Change?
❖ The world is changing ❖ External factors
❖ Adoption new technology ❖ Legal issues (statutory and regulatory
❖ Expand market share changes)
❖ To improve performance ❖ Economic reasons (recession, interest
rate)
❖ Better employee experience
❖ Global health issues
❖ Better customer experience
❖ Political changes
❖ Lower cost
❖ Improve safety
❖ Reduce defects
❖ Make it faster
❖ Improve efficiency / yield

1B3 – Change Management Slide 39

 Roadblocks / Challenges
❖ Employees related ❖ Management related
❖ Pushback (people like status quo) ❖ Lack of planning
❖ Fear of loosing job ❖ Lack of clarity
❖ Sense of uncertainly ❖ Lack of passion
❖ Past unsuccessful changes ❖ Poor communication
❖ Unreasonable expectations ❖ Undefined objective (start with why)
❖ Insufficient budget
❖ Lack of resources (including training)

1B3 – Change Management Slide 40

Managing Change

❖ How to manage change?

❖ Lewin’s Model
❖ Kotter’s Model

1B3 – Change
Management
 Kurt Lewin’s Model

UNFREEZE CHANGE RE-FREEZE

Accept that change is needed Acceptance by stakeholders Internalize the change

Prepare for the change Make the change Train and Celebrate

1B3 – Change Management Slide 42

Kotter’s 8-Step Change Model
Create a Sense of
Urgency

Build a Guiding
Institute Change
Coalition

Sustain A big Form a strategic

Acceleration opportunity Vision & Initiatives

Generate Short- Enlist a Volunteer

Term Wins Army

Enable Action by
Removing Barriers
Engaging and
Enabling the Organisation

1B3 – Change Management Slide 43

Kotter’s 8-Step Change Model
❖ Creating a Climate for Change
1. Create a Sense of Urgency
2. Build a Guiding Coalition
3. Form a strategic Vision & Initiatives
❖ Engaging and Enabling the Organisation
4. Enlist a Volunteer Army
5. Enable Action by Removing Barriers
6. Generate Short-Term Wins
❖ Implementing and Sustaining Change
7. Sustain Acceleration
8. Institute Change

1B3 – Change Management Slide 44

Lesson Plan
❖ Why to change?
❖ Roadblocks / Challenges
❖ How to manage change?
❖ Lewin’s Model
❖ Kotter’s Model
❖ Change Management tools:
❖ Stakeholder Analysis
❖ Force Field Analysis
❖ Readiness Assessment
❖ Communication Plan
❖ Change effectiveness 1B3 – Change
❖ Organizational culture Management
 Stakeholder Analysis
Owner, Managers

Suppliers, Customers
Employees, Partners

Local Community,
Associations, Media

Public

1B3 – Change Management Slide 46

 Stakeholder Analysis

KEY
LATENTS
PLAYERS
Keep Satisfied Manage closely
INTEREST

APETHETICS DEFENDERS

Monitor Keep informed

POWER

1B3 – Change Management Slide 47

 Force Field Analysis
Forces - Reduced over time
against - Initial investment
the - Fear of new
change technology

- Customer looking
Forces in for less defects
favor of - Low down time
change
- Increased sale

1B3 – Change Management Slide 48

 Readiness Assessment
❖ To assess the level of preparedness for
the change.
❖ Is there a clear vision?
❖ Has that vision effectively
communicated?
❖ Are employees willing to change?
❖ Are resources required for the change
available?
❖ Are employees trained for the change?

1B3 – Change Management Slide 49

 Communication Plan
Stakeholder Impact of Change Key Message Approach

Employees High Economic condition Letter from CEO

Company Finance Departmental Meetings
Expected recovery One to One meeting as needed
-----
Manager Medium

Families High

Media Low

1B3 – Change Management Slide 50

Lesson Plan
❖ Why to change?
❖ Roadblocks / Challenges
❖ How to manage change?
❖ Lewin’s Model
❖ Kotter’s Model
❖ Change Management tools:
❖ Stakeholder Analysis
❖ Force Field Analysis
❖ Readiness Assessment
❖ Communication Plan
❖ Change effectiveness 1B3 – Change
❖ Organizational culture Management
Change Effectiveness
Success factors
❖ Business case for the change
❖ Monitor assumptions and risks
❖ Effective communication
❖ Why Change?
❖ Benefits of successful implementation
❖ Details of the change (when? where? Who? how much?
etc.)
❖ Training and/or skills improvement
❖ Counter resistance from the employees
❖ Provide personal counseling 1B3 – Change
❖ Monitoring of the implementation Management
Organizational Culture
❖ The way things are done in the
organization.
❖ Organizational culture encompasses values
and behaviors that contribute to the
unique social and psychological
environment of a business.

1B3 – Change
Management
https://en.wikipedia.org/wiki/Organizational_culture
 Organizational Culture
❖ Some elements of the organizational
culture defined by Gerry Johnson (1988)
❖ The paradigm
❖ Control systems
❖ Organizational structures
❖ Power structures
❖ Symbols
❖ Rituals and routines

https://en.wikipedia.org/wiki/Organizational_culture

1B3 – Change Management Slide 54

 Organizational Culture
FLEXIBILITY
Kim Cameron and Robert Quinn – 4 Types of Cultures

EXTERNAL FOCUS AND DIFFERENTIATION

INTERNAL FOCUS AND INTEGRATION
❖ Clan culture (internal focus and flexible)
❖ A friendly workplace where leaders act like father CLAN ADHOCRACY
figures. CULTURE CULTURE

❖ Adhocracy culture (external focus and flexible)

❖ A dynamic workplace with leaders that stimulate
innovation.
❖ Market culture (external focus and controlled) HIERARCHY
CULTURE
MARKET
CULTURE
❖ A competitive workplace with leaders like hard drivers
❖ Hierarchy culture (internal focus and controlled)
❖ A structured and formalized workplace where leaders STABILITY AND CONTROL
act like coordinators https://en.wikipedia.org/wiki/Organizational_culture

1B3 – Change Management Slide 55

 1B 01
Roles and responsibilities
of leaders
Leadership
Challenges
02
Roles and responsibilities
of managers
Develop and implement techniques that motivate
employees and sustain their enthusiasm. Use
negotiation techniques to enable parties with
03
Change management

different or opposing outlooks to recognize common

goals and work together to achieve them.
Determine when and how to use influence, critical
thinking skills, or Socratic questioning to resolve a
04
Leadership techniques
problem or move a project forward.
05
Empowerment
Lesson Plan

❖ Motivation
❖ Negotiation
❖ Conflicts
❖ Critical Thinking and Socratic
Questioning

1B4 – Leadership
Techniques
Motivation

❖ Abraham Maslow’s Hierarchy

❖ Herzberg’s Two Factor Theory
❖ Douglas McGregor – Theory X and Y

1B4 – Leadership
Techniques
Motivation - Abraham Maslow’s Hierarchy
Self Actualization

Esteem

Love and Belongingness

Safety

Physiological

1B4 – Leadership Techniques Slide 59

Motivation - Herzberg’s Two-factor Theory

Hygiene Factors

Motivators

1B4 – Leadership Techniques Slide 60

Motivation - Douglas McGregor – Theory X and Y
Theory X Theory Y

Dislikes work
Likes work

To be directed
Takes responsibility

Little creativity
Creative

1B4 – Leadership Techniques Slide 61

Lesson Plan

❖ Motivation
❖ Negotiation
❖ Conflicts
❖ Critical Thinking and Socratic
Questioning

1B4 – Leadership
Techniques
 Negotiation
RADPAC Model

1. Rapport • Get to know each other

2. Analysis • Know each other’s intentions, interests and positions, and bottom
lines

3. Debate • Discussion about perceptions, interests, needs and positions to

convince the other side

4. Propose • Best possible solution acceptable to both sides based on the

interests of either side

5. Agreement • Reach an agreement on the best alternate acceptable to both sides

6. Close • Summarize the result and discussions.

1B4 – Leadership Techniques Slide 63

Lesson Plan

❖ Motivation
❖ Negotiation
❖ Conflicts
❖ Critical Thinking and Socratic
Questioning

1B4 – Leadership
Techniques
 Conflict Resolution
Two underlying dimensions of conflict

My interest
(concern for self,
or assertiveness)

Your interest
(concern for
others, or
empathy)

1B4 – Leadership Techniques Slide 65

 Conflict Resolution
Two underlying dimensions of conflict

Competing Collaborating
maximizes concern for self and minimizes collaborators willingly invest time and

Assertiveness
empathy (i.e., concern for others) resources into finding a “win-win” solution

Compromising

when an individual has withdrawn in dealing A high level of concern for others and a
with the other party. low level of concern for oneself.

Avoiding Accommodating

Empathy

1B4 – Leadership Techniques Slide 66

 Conflict Resolution
Two underlying dimensions of conflict

Factors in selecting the Competing Collaborating

approach: maximizes concern for self and minimizes collaborators willingly invest time and

Assertiveness
empathy (i.e., concern for others) resources into finding a “win-win” solution

❖ Value of the issue

Compromising
❖ Understanding the
consequences when an individual has withdrawn in dealing
with the other party.
A high level of concern for others and a
low level of concern for oneself.

❖ Time and resources Avoiding Accommodating

needed

Empathy

1B4 – Leadership Techniques Slide 67

Lesson Plan

❖ Motivation
❖ Negotiation
❖ Conflicts
❖ Critical Thinking and Socratic
Questioning

1B4 – Leadership
Techniques
Critical Thinking to Resolve
a Problem
❖ It involves using all available resources
to solve a problem (as against a gut-
feeling solution)
❖ It involves:
❖ Observational abilities
❖ Questioning abilities
❖ Imaginative abilities
❖ Inferential abilities 1B4 – Leadership
❖ Experimenting abilities
❖ Argument analysis abilities
Techniques
Critical Thinking to Resolve
a Problem
❖ Six Sigma uses DMAIC approach to solve
a problem.
❖ Define – the problem?
❖ Measure – the current situation
❖ Analyze – the facts available
❖ Improve – make a choice (solution) and
take actions
❖ Control – to maintain the new state.
1B4 – Leadership
Techniques
Socratic Questioning

❖ Socrates utilized an educational method

that focused on discovering answers by
asking questions from his students.
❖ Socratic questioning is a form of
disciplined questioning that can be used
to pursue thought in many directions
and for many purposes
❖ It is systematic, disciplined, deep and
usually focuses on fundamental 1B4 – Leadership
concepts, principles, theories, issues or Techniques
problems.
 Socratic Questioning
Examples of Socratic questions that are used for students in educational settings:
❖ Getting students to clarify their thinking and explore the origin of their thinking
e.g., 'Why do you say that?', 'Could you explain further?'
❖ Challenging students about assumptions
e.g., 'Is this always the case?', 'Why do you think that this assumption holds here?'
❖ Providing evidence as a basis for arguments
e.g., 'Why do you say that?', 'Is there reason to doubt this evidence?'
❖ Discovering alternative viewpoints and perspectives and conflicts between contentions
e.g., 'What is the counter-argument?', 'Can/did anyone see this another way?'
❖ Exploring implications and consequences
e.g., 'But if...happened, what else would result?', 'How does...affect...?'
❖ Questioning the question
e.g., 'Why do you think that I asked that question?', 'Why was that question important?'

https://en.wikipedia.org/wiki/Socratic_questioning

1B4 – Leadership Techniques Slide 72

 1B 01
Roles and responsibilities
of leaders
Leadership
Challenges
02
Roles and responsibilities
of managers

03
Change management
Apply various techniques to empower individuals
and teams.
Identify typical obstacles to empowerment and
appropriate strategies for overcoming them.
04
Leadership techniques

05
Describe and distinguish between job enrichment
and job enlargement, job design, and job tasks.
Empowerment
Dictionary Definition

❖ Authority or power given to someone to

do something.
❖ It is the way employees feel about their
job:
❖ Is it meaningful?
❖ Am I making any impact?
❖ Can I make some choices?
❖ Empowerment is related to job
satisfaction and better performance. 1B5 –
Empowerment
 Empowerment
Best Practices

❖ Delegate work and responsibility

❖ Open communication (boundaries and expectations)
❖ Focus on result (customer)
❖ Allow to fail
❖ Provide learning opportunities
❖ Provide resources (e.g. access to information)
❖ Recognize efforts and initiatives

1B5 – Empowerment Slide 75

 Delegation vs Empowerment

Delegation: Empowerment:
❖ The Manager explain what to ❖ The employee is provided
be done, how to be done and with all the resources needed.
when to be done. ❖ The focus is on the result (e.g.
customer satisfaction) and
❖ Monitor the progress and details are left to the
provide feedback. discretion of the employee.
❖ The employee takes the
ownership of the process

1B5 – Empowerment Slide 76

 Job Enlargement vs Enrichment

Job Enlargement: Job Enrichment:

❖ Increasing the number of ❖ More decision-making power
tasks to be performed and authority
❖ Horizontal expansion ❖ Vertical expansion
❖ The effect could be positive or ❖ Generally the effect is positive
negative

1B5 – Empowerment Slide 77

 A
Organizational Structures

1 B
Leadership Challenges
Leadership
C
Teams and Team Processes

D
ASQ Code of Ethics
 1C 01
Types of teams

Teams and Team

Processes
02
Stages of team development

Identify and describe different types of

03
Team-building techniques

teams and their purpose, including

process improvement, self-managed,
temporary or ad hoc (special project),
04
Team roles and responsibilities

virtual, and work groups.

05
Team performance and evaluation
Types of Teams

Process Improvement Team

❖ A team of selected group of people with an
objective to improve a selected process
❖ Consisting of people who are involved with the
process being improved.
❖ May use a set of quality tools or improvement
approaches to accomplish its objective.
❖ Examples also include Kaizen, Kaizen Blitz or
Quality Circles.
1C1 Types of
Teams
Types of Teams

❖ Workgroups / Work-cells
❖ The concept of performing all necessary
operations to make a component, subassembly,
or finished product in a work cell. (mini-plant)
❖ Team members are cross-trained to perform
any step

1 6

2 5 1C1 Types of
Teams
3 4
Types of Teams

Self Managed Teams

❖ a group of people that work without
supervision.
❖ The team has the need authority

Temporary/ Ad-hoc Project Teams

❖ A team setup to execute a one-time project
such as solving a problem or completing a task
1C1 Types of
Teams
Types of Teams

Cross-functional teams
❖ A group of people with different functional
expertise working toward a common goal.

1C1 Types of
Teams
Types of Teams

Virtual teams
❖ A group of people working from different
physical locations.

1C1 Types of
Teams
 1C 01
Types of teams

Teams and Team

Processes
02
Stages of team development

Describe how the stages of team

03
Team-building techniques

development (forming, storming,

norming, performing) affect
leadership style.
04
Team roles and responsibilities

05
Team performance and evaluation
 Forming Storming Norming Performing Adjourning
The forming During the The norming When a team Breaking up the
stage occurs storming stage, stage begins as reaches the team when the
when team teams discover the team performing stage required task is
members first teamwork is moves beyond the it is functioning complete.
come together as more difficult storming stage as a high
a team. than they and begins to performance
expected. function as a team.
team.
Tuckman's stages of team development

1C2 Stages of Team Development

Slide 86
 Forming Leaders Direct

❖Strong dependence on leader

The forming stage
❖Simple ideas occurs when team
❖Avoidance of controversy members first
come together as a
❖Avoidance of serious topics team.
❖Minimum feedback

Forming Storming Norming Performing Adjourning

Slide 87
 Storming Leaders Coach
❖Strongly expressed views
❖Challenging others’ ideas During the
storming stage,
❖Challenging leadership, authority and teams discover
position teamwork is more
difficult than they
❖Withdrawal by some team members expected.
❖Lack of collaboration, competing for control
❖High level of reacting or defending

Forming Storming Norming Performing Adjourning

Slide 88
 Norming Leaders Facilitate
❖Active listening
The norming
❖Shared leadership stage begins as
the team
❖Methodical systematic ways of working moves beyond the
storming stage
❖Readiness to change preconceived views
and
❖Receptiveness to others’ ideas begins to function
as a team.
❖Active participation by all
❖Conflicts seen as mutual problems
❖Open exchange of ideas

Forming Storming Norming Performing Adjourning

Slide 89
 Performing Leader Delegate
❖High creativity
When a team
❖Openness and trust reaches the
performing stage
❖Strong relationships it is functioning as
❖High achievement a high
performance
team.

Forming Storming Norming Performing Adjourning

Slide 90
 Adjourning Leader reassure and communicate
❖Adjourning, is the break-up of the group,
hopefully when their task is completed
successfully, their purpose fulfilled. Breaking up the
team when the
❖Recognition of and sensitivity to people's required task is
vulnerabilities is helpful complete.

Forming Storming Norming Performing Adjourning

Slide 91
 1C 01
Types of teams

Teams and Team

Processes
02
Stages of team development

Apply basic team-building steps such

as using ice-breaker activities to
03
Team-building techniques

enhance team introductions and

membership, developing a common
vision and agreement on team
04
Team roles and responsibilities

objectives, and identifying and

assigning specific roles on the team. 05
Team performance and evaluation
 ❖ Common vision and agreement on
team vision
Team- ❖ Role clarity
building ❖ Interpersonal-relationship
❖ Ice-breaker activities
❖ Ground rules

1C3 Team-building Techniques Slide 93

 1C 01
Types of teams

Teams and Team

Processes
02
Stages of team development

Define and describe typical roles related to team

03
Team-building techniques
support and effectiveness such as facilitator, leader,
process owner, champion, project manager, and
contributor.
Describe member and leader responsibilities with
regard to group dynamics, including keeping the
04
Team roles and responsibilities

team on task, recognizing hidden agendas,

handling disruptive behavior, and resolving conflict. 05
Team performance and evaluation
Team Roles
❖ Facilitator
❖ Team Leader
❖ Process Owner
❖ Sponsor
❖ Champion
❖ Team Members

1C4 - Team Roles

and
Responsibilities
Facilitator
❖ Facilitator provides leadership to
the team without formal authority
to make decisions.
❖ Facilitator helps team understand
the objective and support the team
on how to achieve the objective.

1C4 - Team Roles

and
Responsibilities
Team Leader
❖ Provides direction to team members
❖ Clarity on the roles of team members
❖ Establishes ground rules for working
with each other
❖ Ensures successful completion of
team goal
❖ Preparing for and conducting team
meetings 1C4 - Team Roles
❖ Assigns roles to team members and
Responsibilities
Process Owner
❖ The Process Owner is responsible for
the governance of process
performance and process change.
❖ Develops process vision, strategy and
performance objectives
❖ Process improvement initiatives
❖ Monitor performance
❖ Communicates with senior management
❖ Develops and manages policies and
1C4 - Team Roles
procedures and
Responsibilities
Sponsor
❖ The project sponsor is an individual
(often a manager or executive)
with overall accountability
❖ Provides leadership on culture and
values
❖ Clarifies business priorities and
strategy
❖ Provides resources
1C4 - Team Roles
and
Responsibilities
Champion
❖ Middle or senior executive who
promote continuous improvement
initiatives.
❖ Champion and Sponsor may be the
same person
❖ The champion has a personal
involvement in the project and stake in
its success.
❖ A Project can have many Project 1C4 - Team Roles
Champions but can only have one and
Project Sponsor.
Responsibilities
Project Manager
❖ The Project Quality Manager
provides leadership and support to
the Project Team.
❖ Five phases of a project:
❖ Project Initiation
❖ Project Planning
❖ Project Execution
❖ Project Monitoring and Control 1C4 - Team Roles
❖ Project Closure and
Responsibilities
Team Members /
Contributors
❖ Participate in team meetings
❖ Perform the tasks assigned to them
❖ Actively participate in
brainstorming and idea generation

1C4 - Team Roles

and
Responsibilities
 Team Group Dynamics
1. Overbearing participants 7. Floundering
2. Dominant participants 8. The rush to accomplishment
3. Reluctant participants 9. Attribution
4. Unquestioned acceptance of 10.Discounts
opinions as facts
5. Group thinking 11.Digressions and Tangents
6. Feuding

1C4 - Team Roles and Responsibilities Slide 103

 Team Group Dynamics
1. Overbearing Participants Team Leader’s Role

❖ Senior people or experts ❖ Have private discussion and explain

that the open discussion is
❖ Even thought beneficial to team, important.
they do not allow discussion in
their area of expertise.

1C4 - Team Roles and Responsibilities Slide 104

 Team Group Dynamics
2. Dominant Participants Team Leader’s Role

❖ Take disproportionate time in ❖ Encourage equal participation

discussion

1C4 - Team Roles and Responsibilities Slide 105

 Team Group Dynamics
3. Reluctant Participants Team Leader’s Role

❖ Shy or less confident participants ❖ Encourage equal participation

1C4 - Team Roles and Responsibilities Slide 106

 Team Group Dynamics
4. Unquestioned acceptance
Team Leader’s Role
of opinions as facts
❖ Team members present their ❖ Ask if there is any data to support
opinion in such strong words, this?
that it is considered as a fact by
others

1C4 - Team Roles and Responsibilities Slide 107

 Team Group Dynamics
5. Group Thinking Team Leader’s Role

❖ Members avoid conflict and ❖ Bring in an independent expert

agree to a point without critical ❖ Encourage diversity
evaluation. ❖ Reduce time pressure
❖ Unquestioned belief in group ❖ Use of Devil's Advocate role
❖ Group pressure on person
opposing group decision.

1C4 - Team Roles and Responsibilities Slide 108

 Team Group Dynamics
6. Feuding Team Leader’s Role

❖ Feud - a prolonged and bitter ❖ Offline discussion with both

quarrel or dispute members
❖ Could result in heated arguments
and affect the team morale.

1C4 - Team Roles and Responsibilities Slide 109

 Team Group Dynamics
7. Floundering Team Leader’s Role

❖ Flounder - struggle mentally; ❖ Show presence

show or feel great confusion. ❖ Provide direction
❖ Team facing trouble during ❖ Keep team focused
starting and ending the project.

1C4 - Team Roles and Responsibilities Slide 110

 Team Group Dynamics
8. The Rush to Accomplish Team Leader’s Role

❖ Rushing to conclusion. ❖ Follow the process

❖ Feeling over-pressurised by ❖ Extend the timeline to realistic level
timeline.

1C4 - Team Roles and Responsibilities Slide 111

 Team Group Dynamics
9. Attributions Team Leader’s Role

❖ Attribution - the action of ❖ Is there any data to support?

regarding something as being
caused by a person or thing.
❖ Casual remarks about others

1C4 - Team Roles and Responsibilities Slide 112

 Team Group Dynamics
10. Discounts Team Leader’s Role

❖ Opinions are ignored, no ❖ Give offline feedback

feedback is provided on the ❖ Promote respect for team members
statement by a team member.

1C4 - Team Roles and Responsibilities Slide 113

 Team Group Dynamics
11. Digressions and tangents Team Leader’s Role

❖ Out of scope discussions ❖ Keep meeting on track.

❖ Distractions ❖ Could suggest to deal with that issue
after the meeting.

1C4 - Team Roles and Responsibilities Slide 114

 1C 01
Types of teams

Teams and Team

Processes
02
Stages of team development

03
Team-building techniques

Evaluate team performance in relation to established

metrics to meet goals and objectives.
Determine when and how to reward teams and
04
Team roles and responsibilities

celebrate their success.

05
Team performance and evaluation
Team Metrics
❖ Attendance
❖ Helpfulness
❖ Developing Skills
❖ Planned vs. Done Ratio
❖ Initiatives
❖ Quality

1C5 - Team
Performance and
Evaluation
Team Metrics
❖ Have a clear objective or set of Key
Performance Indicators (KPIs) to be
monitored.
❖ Communicate to the team.
❖ Get the buy-in from the team.
❖ Regularly review the KPIs and
provide the feedback.
1C5 - Team
Performance and
Evaluation
 Characteristics of a High-Performance Team
1. Participative leadership
2. Effective decision-making
3. Open and clear communication
4. Valued diversity
5. Mutual trust
6. Managing conflict
7. Clear goals
8. Defined roles and responsibilities
9. Coordinative relationship
10. Positive atmosphere

1C5 - Team Performance and Evaluation Slide 118

 Rewarding Team
Monetary Rewards Non-Monetary Rewards
❖ Performance bonus ❖ Team Recognition
❖ Profit sharing /Appreciation
❖ Make sure that rewards and ❖ Team celebration
fair and are perceived as fair. ❖ Developmental rewards
(Training)

1C5 - Team Performance and Evaluation Slide 119

 Why Reward Teams?
❖ Improves team performance
❖ Develops trust Self Actualization

Esteem
❖ Enhances your own
Love and Belongingness
performance as a manager
Safety

❖ Increased rate of employee Physiological

retention

1C5 - Team Performance and Evaluation Slide 120

 A
Organizational Structures

1 B
Leadership Challenges
Leadership
C
Teams and Team Processes

D
ASQ Code of Ethics
Fundamental Principles

❖ ASQ requires its representatives to be honest

and transparent.
❖ Avoid conflicts of interest and plagiarism.
❖ Do not harm others.
❖ Treat them with respect, dignity, and fairness.
❖ Be professional and socially responsible.
❖ Advance the role and perception of the
Quality professional.

Source: Code of Ethics

https://asq.org/about-asq/code-of-ethics
 1 2 3

Act with Integrity and Honesty Demonstrate Responsibility, Respect, and Safeguard Proprietary Information and Avoid
•Strive to uphold and advance the integrity, Fairness Conflicts of Interest
honor, and dignity of the Quality profession. •Hold paramount the safety, health, and •Ensure the protection and integrity of
•Be truthful and transparent in all professional welfare of individuals, the public, and the confidential information.
interactions and activities. environment. •Do not use confidential information for
•Execute professional responsibilities and •Avoid conduct that unjustly harms or personal gain.
make decisions in an objective, factual, and threatens the reputation of the Society, its •Fully disclose and avoid any real or perceived
fully informed manner. members, or the Quality profession. conflicts of interest that could reasonably
•Accurately represent and do not mislead •Do not intentionally cause harm to others impair objectivity or independence in the
others regarding professional qualifications, through words or deeds. Treat others fairly, service of clients, customers, employers, or
including education, titles, affiliations, and courteously, with dignity, and without the Society.
certifications. prejudice or discrimination. •Give credit where it is due.
•Offer services, provide advice, and undertake •Act and conduct business in a professional •Do not plagiarize. Do not use the intellectual
assignments only in your areas of and socially responsible manner. property of others without permission.
competence, expertise, and training. •Allow diversity in the opinions and personal Document the permission as it is obtained.
lives of others.

Code of Ethics – Expectations of a Quality Professional

Source: https://asq.org/about-asq/code-of-ethics Slide 123