Critical to successful organisations and the achievement of continued high standards of operation is the ability of managers to introduce successful change that yields benefits. In recent years most companies have, with varying degrees of success, introduced new initiatives in areas such as Total Quality Management, Lean Thinking, Continuous Improvement and Business Process Re-Engineering (BPR).
Whatever the approach and however big or small the desired change, successful and outstanding results are only achieved when managers have a clear understanding of how individuals are motivated and how groups of people work as a team and react to one another. This module focuses on this fundamental understanding of change and also the skills and behaviours necessary to lead strategic change, cultural change and specific change initiatives.
Objectives: On completion of the individual assignment participants are expected to be able to:
- Propose how an aspect of organizational performance could be improved towards achievement of effective, sustainable quality, justifying the approaches that you have proposed.
- Analyse how the Baldrige model could guide the development of organizational performance.
- Critically discuss how Deming’s System of Profound Knowledge and his 14 Points for Management could support organizational development.
- Management for Quality.
- Motivation and Employee Involvement.
- Economics of Quality..
- Design for Quality.
- Variability in Processes.
- Quality Systems, Planning and Auditing.
- Failure Modes, Effects and Criticality Analysis.
- Quality Function Deployment.