CMQ Preparation

CMQ® Preparatory Program
Part 1
Leadership
At the end of the session you will be able to

 Define and describe organizational designs and their effect on the
organization.
 Describe roles and responsibilities of people in leadership and management
position and how those contribute to organization's
r
success.
 Understand change and evaluate change management strategies to
overcome obstacles.
 Identify different types of teams and their purpose and team dynamics.
 Identify and apply behaviors and actions that comply with ASQ code of ethics.
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No early leaving without okaying
Listen to other during class interactions
One Conversation at a time
Turn Off your Mobile Phones
Be on time
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CMQ/OE
Professional who leads and champions process Improvement
Initiatives from small business to Multinational corporations
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Other Credentials
S No Day Section Questions
I 1 Leadership 25
II 2 Strategic Plan Development 18
and Deployment
III 3&4 Management Elements & 30
Methods
IV 5,6 Quality Management Tools 30
&7
V 8 Customer Focused 17
Organizations
VI 9 Supply Chain Management 15
VII 10 Training & Development 15
CAPM, PgMP, PMI-ACP, PMI-RMP, PMI-SP are registered marks of the Project Management Institute, Inc.
11-Dec-19 5
Levels of Cognition (Bloom’s Taxonomy)
Creating
Evaluating
Analyzing
Applying
Understanding
Remembering
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Part 1 : Leadership
A. Organizational Structures
B. Leadership Challenges
C. Teams& Team Processes
D. ASQ Code of Ethics
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Organizational Structures
• Strategic leadership includes defining the structures to achieve the overall
vision and mission of an organization and its strategies and systems.
A framework within which an organization arranges its lines of authorities and

communications and allocates rights and duties
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3 Major Factors
• Complexity
– Reporting levels, Functional depts.
• Formalization
– Standard guidelines and procedures
• Centralization
– Location of Decision making authority
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Vertical Organizational Design

CEO
VP
• Unity of Command
Regional Regional
Mgr Mgr • Avoidance of Conflicts
Unit Manager Unit Manager • Avoidance of Misuse of
Resources
Supervisors Supervisors
Operators Operators
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)-Fifth Edition,
11-Dec-19 Project Management Institute, Inc., 2013, Page 6 10
Forms Of Authority
Line authority Staff functions
• Superior-subordinate • Establishing staff functions to
relationship from top to support and advice.
lowest level.
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Span of Control
No of subordinates a manager can effectively and
efficiently handle.
Level of Span of
authority Control
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Span of control is determined by..

• Amount of Training and experience
• Similarity of subordinate tasks
• Complexity of the tasks
• Physical proximity of the subordinates
• Degree to which standardized procedures in place
• Communication systems
• Strength of organization’s culture
• Preferred style of the manager
• Employee turnover rate
• Available resources
• Financial and competitive pressures
• Organizational beliefs and values
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Horizontal Organizational Design
CEO
Functional Functional Functional • Empowered Employees

Head Head Head
• Economic advantage
Executives Executives Executives
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)-Fifth Edition,
11-Dec-19 Project Management Institute, Inc., 2013, Page 6 14
Centralization Vs Decentralization
Extent of delegation of decision making authority.
Conditions favoring decentralization

• Complex environment
• Capable lower level managers
• Involvement and interest of managers
• Minor decisions
• Open corporate culture
• Geographically dispersed organization
Situation dictates the amount of centralization and decentralization.
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Types of Organization structures

• Functional
• Product based
• Process based
• Customer based
• Geographic
• Matrix
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Functional
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Product Based
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Customer Based
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Process Based
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Matrix
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Boundary Less Org.structure

• Networking
organization/Virtual Teams
• Crossing geographic
boundaries
• Competitive ever changing
market and technological
advancement
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Factors to consider to choose an Organization Structure
• Organizational Strategy
• Size of the organization
• Technology
• Core competencies
• Regulatory requirements
• Union
• Competition
• Workforce issues
• Facilities
• Other environmental factors
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Leadership Challenges
Manager Vs Leader
LEADER MANAGER
• The Leader does things • The Manager does things
right; right;
• To inspire and Motivate • To plan, organize and
• Leads People coordinate.
• Manages Resources
Yet they are linked and complementary .
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LEADER
Attributes of a Leader
• Knowledge, Skills, Experience

• Charisma, Action,
• Empathy ,Ethics,
Empowerment,
• Collaboration, Support, Trust
• Multidimensional Personality
V-I-P ( Vision-Involvement- Persistence)
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Types Of Leader
• Organizational Leader
Educational Leaders
– By Position Public Leaders
Opinion Leaders
• Cause Leader Legislative Leaders
– By Personal motivation
• Transactional Leader
– Contractual
• Transformational Leader
– By Vision and Goals
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Key Roles of a Leader
• Facilitator Specific to Quality Managers

• Personal commitment to
• Appraiser process, product and
• Forecaster organizational quality.
• Strong sense of value for
• Adviser other’s work and leadership.
• Enabler • Application Knowledge in the
field of quality.
• Follower
• Control of emotional
characteristics.
11-Dec-19
HersheyKey Roles ofSituational

& Blanchard’s- a Leader Leadership
“Successful Leaders adapt

their leadership style to the
Maturity of The Followers.”
• Task /Directive Behavior

– Work related detail and guidance given
• Relationship /Supportive Behavior
– Interpersonal support given
• Employee Maturity or Readiness
– Ability and commitment of the performer
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Relationship/Supportive
behaviour
Task /Directive Behaviour

Daniel Goleman’s 5 Dimensions
• Self Awareness
• Self Regulation Personal
• Motivation
• Empathy
Social
• Social skills
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Manager
Planning Managerial Competencies
• Technical Competence
Controlling Organizing
Management
• Business Competence
Functions
• People competence
• Human Resources
Directing Staffing
Competence
• Environmental Competence
M-I-C ( Man-In- Charge)
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Change Management
Change management is an approach to
transitioning individuals, teams, and organizations to a
desired future state.
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Change Agent
• Individuals who play a specific role in the planning and
implementation of the change management process
– Internal Change Agent
– External Change Agent
• Road blocks to Change
– Lack of cross functional collaboration
– Lack of authority
– Inward Focus
– Internal competition for resources and rewards
– Lack of understanding
– Slow decision making
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Kurt Lewin’s 3 Stage Model
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Roadblocks to Change
• Lack of cross functional collaboration
• Lack of authority
• Inward Focus
• Internal competition for resources and rewards
• Lack of understanding
• Slow decision making
Identify, Understand and Manage the roadblocks to change

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Tools to Identify Constraints

Interrelationship Diagraph
• Representing elements
involved in the process and
their cause and effect
relationship
• E.g., Issues surrounding
implementation of six sigma
plan
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Tools to Identify Constraints

Tree Diagram
– Breaking the situation into logical component parts
11-Dec-19 38
Leadership Techniques
Motivation
“Motivation is the result of processes, internal or external to the
individual, that arouse enthusiasm and persistence to pursue a certain
course of action”.
Environment
Motivation Effort Performance
Ability
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Types of Motivation
• Extrinsic
– Applied by others or organization
– Pre action incentive or post action reward
• Intrinsic
– Through Self rewarding process
– E.g., quality of work itself
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Maslow’s Hierarchy of Need
Morality, purpose
and meaning Self Inner potential,
creativity
Actualization
Status Designation
Self esteem
Relationship with Relationship with
friends, spouse Love and colleagues, boss
belonging need
Health, Pension plan,
Social stability
Safety and security
need job security
Food. water Physiological needs Base salary
Individuals cannot move to the next higher level until all needs at
the current (lower) level are satisfied.
Herzberg’s 2 Factor Theory
Hygiene Factors
No dissatisfaction Work conditions, Dissatisfaction
Relation ship with superior,
peers, salary, supervision.
Motivators
Achievement, recognition,
Satisfaction No satisfaction
responsibility, advancement,
growth.
McClelland’s Needs Theory

Needs Behavioral Style
Achievement  These people should be given projects that are

(N-Ach) challenging but are reachable
 They like recognition
Affiliation  These people work best when cooperating with

(N-Aff) others
nPow
 They seek approval rather than recognition
 People whose need for power is socially

Power oriented, should be allowed to manager others
(N-Pow)
 These people like to organize and influence
others nAch nAff
Altruism is the fourth factor where the people work in order to contribute to the well being of others.
Other Theories
• Expectancy Theory
– Based on what they expect to gain from the activity
• Equity Theory
– How equitable the person believes the rewards
• Reinforcement Theory
– The consequences have in the past /believe to happen
Negotiation
• Negotiation is an art of getting the best possible deal in a
best possible way.
• Persuasive communication is the Key
 Be Firm
 Be Factual
 Be Fair
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Four Orientations to Negotiations

• Win-lose
• Lose-win
• Lose-lose
• Win-win
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Principled Negotiation
• Define the problem as an outsider
1
• Clarify the interests of the parties

2
• Identify creative options

3
• Determine Criteria to evaluate the

4 outcomes
11-Dec-19 47
Principled negotiation based on win-win orientation includes…
• Separating the people from the problem

• Focusing on interests not on position
• Understanding what both sides want to achieve
• Inventing options for mutual gain
• Insisting on objective criteria
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Decision Option Hierarchy
11-Dec-19 49
Conflict
Disagreement or opposition between or among

individuals, teams or departments in an organization.
Conflict is a natural phenomenon, neither inherently

good or bad, but there may be positive or negative
outcomes.
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Dimensions of conflict resolution
1. Assertiveness
2. Cooperativeness
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Empowerment
• Giving employees greater responsibility and authority.
• Requires clear agreement about expectations,
responsibilities and boundaries
Conferring the right to make decisions and take action.

- Joseph Juran
11-Dec-19 52
Various ways of Empowerment

• Job Enlargement
– Horizontal Job loading
– Changing the scope to include greater portion of the horizontal
process
• Job Enrichment
– Vertical Job loading
– Increasing the depth of job
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Empowerment of Employees require

• Supporting work environment
• Training in the skills required
• Access to information
• Willingness and confidence from the employee side
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Traditional Vs Empowered organization
Traditional Empowered
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Issue for Comparison Traditional Organisation Empowered Organisation
Employee’s Primary Management Customers

focus
Management role Monitoring and controlling Facilitating and coaching
Management – Employee Boss- Subordinate Peer to Peer

relationship
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Teams and Team Processes

Team Building is a process of establishing and developing a
greater sense of collaboration and trust between member
Just forming a team is not building one.
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Types of Teams
• Process Improvement Teams:
Focuses on improving or developing a specific business process
• Self Managed Teams
Authorized to make decisions in wide range of issues
• Temporary teams/Ad hoc teams
To carry out a short term mission
• Work Groups
Team of employees who have responsibility for a particular process
• Cellular teams
Cross trained team who works in U shaped Layout
• Special Project Teams
Long duration dedicated Project Team to introduce New product/process/system.
• Virtual teams
Geographically Dispersed Team
• Combinations of above
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Competence based Team Selection
• Knowledge
• Experience
• Skills COMPETENCE
• Aptitude
• Attitude
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Stages of Team Development

Storming Performing
Forming Different ideas Norming Function as a well Adjourning
compete for organized unit,
Behave Group has one
Independently, consideration, goal and begin to Little conflict or
work together, need for Completes the
Less informed, Addresses the
supervision, work,
project work Members trust
Learns about issues, technical each other and Competent and Moves on from the
purpose and roles decisions, develop autonomous. project.
but unclear. camaraderie.
Confronts ideas
and perspectives.
Components in Team Processes

• Task Type
– Focusing and Moving towards the goal
Task Components
• Reviewing team’s objectives
• Preparing Agenda for team meetings
• Defining and Following technical processes
• Using Decision Making techniques
• Defining action items
• Maintenance Type
– Building and preserving the effectiveness of relationships.
Use Norms and Roles to Solve Team Dynamics Problems(Norms: Set of behavioural
expectations)
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Team Roles and Responsibilities

Seven Team Roles Participants/
SMEs
Advocate
Backer/ Risk Recorder

Taker
Change
Trainer/Coach Monitor
Agent/ Head
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Significant roles in Team Structure

• Team Leader
– Coordinating meeting, scheduling of meeting, creating and guiding the
team through the agenda and reporting progress to the steering
committee
• Team Facilitator
– Help the team to work effectively, provide or arrange training, guide
planning process use relevant analysis tools.
• Team Members
– Implement action items, Improve processes.
– Technical experts and outsiders are added to
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Six Rs of Effective Team leader
1. Reinforce
2. Request Information
3. Resources
4. Responsibility
5. Role
6. Repeat
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Supporting factors of effective teamwork
Effective Teamwork
• Team Member Support • Organizational Support
– Commitment to learn – Respect of teamwork in
culture
– Become accountable
– Supportive Leadership
– Take a system point of view
– Provide Training
– Honor the internal customer
– Support structures
– Become accountable
– Rewards and
– System point of view
compensations
– Service oriented
11-Dec-19 66
Peter Scholtes spelled out 10 team Process problems

1. Difficulty in starting/ending
2. Influencing by authority
3. Too much talking
4. Rarely speaking participants
5. Opinions rather than facts
6. Rushing to solution
7. Speaking for others
8. Ignoring other’s values
9. Unfocused conversation
10. Personal conflict
11-Dec-19 67
Team Performance and Evaluation

• Use Objective Measures to measure Team’s Performance and
Effectiveness
– E.g., Attendance, Resource utilization, Customer waiting time etc.,
– Use questionnaires and interviews to receive the outside the team feedback
• Recognize the team members using monetary or non monetary rewards
– Supportive comments and suggestion
– Performance appraisal reflecting personal growth
– Public recognition
– Sharing the revenue
– Bonus or other monetary rewards
11-Dec-19 68
Code of Ethics
• It is important to document and communicate principles,
Acceptable behavior , values by the leader to the team
members and be congruent with those principles .
• Leader should take actions based on how well employees
meet ethical guidelines.
• ASQ provides general principles and specific ethical
behavior in professional relationships
11-Dec-19 69
ASQ Code of Ethics

Fundamental Principles
I. Being honest and impartial
II. Strive to increase the competence
III. Use the knowledge and skill for human welfare
Relation with the public
Article 1: Safety, Health and welfare
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ASQ Code of Ethics

Relation with Employers and clients
Article 2: Perform services only in the area of competence
Article 3: Grow and let grow
Article 4: Act in professional manner
Article 5: Avoid conflict of interest
Relation with Peers
Article 6: Do not compete unfairly
Article 7: Assure credit deserved by others
11-Dec-19 71

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CMQ® Preparatory Program

CMQ® Preparatory Program

At the end of the session you will be able to

No early leaving without okaying

Listen to other during class interactions

One Conversation at a time

Turn Off your Mobile Phones

Levels of Cognition (Bloom’s Taxonomy)

A framework within which an organization arranges its lines of authorities and

Vertical Organizational Design

Span of control is determined by..

Horizontal Organizational Design

Functional Functional Functional • Empowered Employees

Conditions favoring decentralization

Situation dictates the amount of centralization and decentralization.

Types of Organization structures

Boundary Less Org.structure

Factors to consider to choose an Organization Structure

Yet they are linked and complementary .

• Knowledge, Skills, Experience

Key Roles of a Leader

• Facilitator Specific to Quality Managers

HersheyKey Roles ofSituational

“Successful Leaders adapt

• Task /Directive Behavior

Task /Directive Behaviour

Daniel Goleman’s 5 Dimensions

• Self Regulation Personal

Planning Managerial Competencies

Kurt Lewin’s 3 Stage Model

Identify, Understand and Manage the roadblocks to change

Tools to Identify Constraints

Tools to Identify Constraints

Motivation Effort Performance

Maslow’s Hierarchy of Need

Food. water Physiological needs Base salary

Herzberg’s 2 Factor Theory

McClelland’s Needs Theory

Achievement  These people should be given projects that are

Affiliation  These people work best when cooperating with

 People whose need for power is socially

Four Orientations to Negotiations

• Clarify the interests of the parties

• Identify creative options

• Determine Criteria to evaluate the

Principled negotiation based on win-win orientation includes…

• Separating the people from the problem

Decision Option Hierarchy

Disagreement or opposition between or among

Conflict is a natural phenomenon, neither inherently

Dimensions of conflict resolution

Conferring the right to make decisions and take action.

Various ways of Empowerment

Empowerment of Employees require

Traditional Vs Empowered organization

Issue for Comparison Traditional Organisation Empowered Organisation

Employee’s Primary Management Customers

Management – Employee Boss- Subordinate Peer to Peer

Teams and Team Processes

Competence based Team Selection

Stages of Team Development

Components in Team Processes

Team Roles and Responsibilities

Backer/ Risk Recorder