QUALITY,

LEADERSHIP
AND TOP MANAGEMENT:
THE ESSENCE OF LIS
BY
Dr. SYED NEHAL IMAM
 Introduction

• Those who aim high reach high

 1.Quality
• Quality can be described as doing the right thing, in right way on
right time as well as doing it right the first time and doing it
right every time.
• In the context of Library, it can be described as
Q – Quest for excellence of knowledge
U – Understanding the user’s need
A – Actions to achieve user’s demand
L – Leadership quality for Librarian
I – Involving all staff
T – Team spirit for achieving common goal
Y – Yard stick to measure progress
 What is Total Quality?

• Total Quality involves a continuous improvement

effort by everyone, top to bottom of the organization
to meet or exceed the users’ satisfaction. It includes
systems, methods and tools

• Basic principals of Total Quality

1. Focus on the user: Meeting or exceeding user’s needs

2. Participation and Teamwork: Participation through team
work to get maximum output.
3. Employee involvement and Empowerment: Empowering
employees with some authority and responsibility to make
them a vital force for achieving quality target.
4. Continuous Improvement and Learning:
Improvement and learning is never ending process.

5. Senior Management Commitment: Librarian must be

personally involved in activities such as planning,
implementation of policies , reviewing quality
performance and interacting with users etc.

6. Process Identity: Identifying the process and sub

process, interrelating and sequencing them in proper
way.

7. Continuous Process Improvement

• Reduce Resources
• Reduce Errors
• Meet or exceed the user’s requirement.
• Make the process safer
• Make the process more satisfying to the person doing
8. System approach:-Operation should be defined by
a system followed by sub-system.
9. Self Assessment:-To know the strength and
weakness.
10. Prevention rather than defecting errors:-By
various tools and techniques such as statistical process
control.
11. Strategic planning:-It reveals “who are our users?
What is their expectations? How do we achieve this
goal? What workforce, machine and money is required?
etc
12. Quality measurement:- “To know what is our
current quality level? And what quality level we aspire to
achieve?
 IMPLEMENT THE FOLLOWING THEORIES OF QUALITY GURUS
• Juran’s Triology: continuous improvement by planning , control and
improvement.
• Kaizen: No capital investment but improvement by maintaining
and improving the existing process.
• Japanese 5s (Five S: Housekeeping)
• SEIRI: Separate all unnecessary items
• SEITON: Arrange the essential things in order so
that they can be easily accessed
• SEISO: Cleaning workplace & dusting items
• SEIKETSU: Standardize cleanliness
• SHITSUKE: Do the previous four steps daily
• EDWARD DEMING THEORY
PLAN : What is to be done?
DO : Execute the plan.
STUDY: Study the results.
ACT : Decide the required process
• Process re-engineering
Focuses on dramatic improvement of quality and
speed of work to reduce its cost by fundamentally
changing the process by following methods.
 Study the best practices
 strategic re-design of process
 involve the right team of people
 logical and skilful use of Information technology
 change management style
 continuous improvement of process
 2. LEADERSHIP
• “A leader is one who guides and directs other people”
• Old concept:-
Leaders are born.
• New concept:-
Good leaders are made not born.
• Requirements for effective leadership
He must have technically proficient.
He must be initiative.
He must motivate employees and understand human nature.
He must provide guidance to sub-ordinates.
He must seek responsibility and take responsibility.
He must create confidence in sub-ordinates.
He must keep staff well informed.
He must take sound and timely decision.
• Six new skills for librarians
Creative insight:-Ask right questions and frame right answer.
Sensibility:- Be sensitive to a culture created by people in
the organization.
Vision:- Have a vision about future.
Versatility:- Adopt to change comfortably, pursue difficult
skills to be versatile.
Focus:- on available resources.
Patience:- Living in the long term.
• Adopt and institute Leadership not Managership.
Manager
Reactive
Finds faults
Doesn’t care to understand
Sits in his chair
Maintains process
Communicates rarely
Asks questions
Gives lip service to quality
Performs R&D
Maintains status quo
Leader (Librarian)
proactive
Coaches
Understand process
Moves around
Improves process
Communicates frequently
Seeks suggestions
Exemplary quality
Innovates products and
services
Continuous improvement
 3.TOP MANAGEMENT
• Cross by Phillip says – “senior management is 100% responsible for
the problem of quality and its continuance”.
• We must try to understand that people prefer the status quo to the
unknown, they are often reluctant to undertake any type of change in
their daily environment.
• Librarian must follow these strategies of Top management to achieve
quality.
 Adapt new philosophy
 Cease dependence on mass inspection.
 Institute training.
 Drive out fear.
 Breakdown barrier between staff areas.
 Eliminate slogans, exhortations and targets for the workforce.
 Eliminate Numerical quota for the workforce
 Remove barriers that rob people’s pride of workmanship.
 Encourage education and self improvement for everyone.
 Follow proactive management (Foresee what will happen in future?)
 Take adventurous and bold steps.
 Do it right first time itself.
 Follow continuous preventive action.
 Care for little things and accumulate gain.
 Ensure economic performance.
 Management by walking around.
 Follow plan-Do-Study-Act to measure success.
 Adopt benchmarking.
 Never rest on past laurels, Continue to improve
(Bill Gates of Microsoft never rested on his past success of MS-DOS but
kept updating it by his innovation. Now he is computer wizard)
“Those who aim high reach high”