QM0016 - MANAGING QUALITY IN THE ORGANIZATION

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ASSIGNMENT

DRIVE FALL	2013
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) PGDTQMN – (SEM 2)
SUBJECT CODE & NAME	QM0016 - MANAGING QUALITY IN THE ORGANIZATION
SEMESTER	4
BK ID	B1349
CREDITS	4
MARKS	60

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

Q1. A leader cannot be effective unless he possesses certain qualities. Explain the roles, responsibilities and qualities of an effective leader. Differentiate between Transformational and Transactional Leadership. (Roles and responsibility of a Leader, Qualities of an effective Leader, Difference between Transactional Leadership and Transformational Leadership) 4, 3, 3

Answer.

The Roles and responsibilities of a Quality Leader

Leader has to believe in oneself and perform the given role with full interest and true care for people. The main roles of a leader includes being a :

·         Coach.

·         Mentor.

·         Active Participant.

Coach

The leaders act as coach which guides the team. They ensure that team members are performing their duties as requested. They provide training of the tools and techniques used to perform the given task.

Mentor

The leaders act as a primary source of information for the team members. Team members seek guidance from the leaders and leaders will be ready to direct their members with whatever knowledge they have about the problem.

Active participants

The leaders provide their active participation in the team

Q2. Explain the following:

a) Cognitive dissonance theory

b) PDCA Cycle

[(Explanation of Cognitive dissonance theory, Explanation of PDCA Cycle (Meaning, Stages, Implementation) ] 5, 5

Answer.

Cognitive dissonance theory

Cognitive Dissonance theory was developed by Leon Festinger in 1956. Cognitive Dissonance occurs due to two conflicting thoughts pertaining to one's beliefs and ideals. Each individual looks for consistency among the beliefs or behaviors (Cognitions). However, in any organizations there will be situation when employees have certain disagreement with their colleagues. Disagreement may be because of reasons like personal, social, financial, and so on. The inconsistency among the beliefs or behaviors (dissonance) results in stress, where people in organization start changing their belief to suit their behaviors. Attempts should be made to reduce the dissonance.

The Cognitive Dissonance theory, suggests that people strive to reduce the dissonance by changing their beliefs and actions. The dissonant can be eliminated in

Q3. Strategic quality planning is an integral part of every quality management activity. Explain the strategic quality planning process. (Meaning of Strategic quality planning, Strategic quality planning process.) 5, 5

Answer.

Strategic Quality Planning

Strategic quality planning is an integral part of every quality management activity. When quality is chosen by organizations as the differentiating factor, it becomes the central issue in strategic planning. Strategic quality planning process will shift the organization and/or a department’s quality management team ahead of the notion of quick fixes and into the sphere of solutions. This leads to the development of quality management strategies. This process starts with defining what quality means with respect to an organization’s point of view for developing quality standards, creating an idea for quality and translating the idea into a series of quality strategies.

Strategic Planning Process

Q4. Describe the Quality functions and guidelines for quality systems.  (Functions of Quality, Guidelines for Quality Systems) 5, 5

Answer.

Functions of Quality

Broadly quality functions can be categorized into three:

·         Quality planning, assurance and coordination.

·         Quality maintenance.

·         Quality improvement.

Planning, assurance and coordination, quality maintenance

The following activities have to be necessarily done by the management in

order to eliminate duplication of work and ensure economy:

·         Formulating plans and procedures to serve the overall interests of the organization and not the departmental interests.

Q5. Motivation is a process of making a person to constantly think towards a goal and encourage him to be focussed in order to meet the target. Discuss the types of motivation and the techniques used to motivate the employees. Explain Maslow’s hierarchy of needs. (Types of Motivation, Techniques used to motivate the employees, Maslow’s hierarchy of needs) 3, 3, 4

Answer.

Motivation and its Types

Motivation is a process of driving an individual’s interest in a particular job to attain a certain goal by providing incentives in return. Therefore, motivation is a process of making a person to constantly think towards a goal and encourage him to be focused in order to meet the target.

There are two types of motivations.

·         Intrinsic motivation.

·         Extrinsic motivation.

1.        Intrinsic motivation

Intrinsic motivation is a type of motivation where an individual feels motivated from within; there is no influence of external factors such as rewards and recognitions. In this type of motivation, an individual actually finds joy from the tasks he does and is very much satisfied by working more and more on a particular task in order to complete it. An individual may find immense joy in finding a solution for a particular problem. Similarly, an intrinsically motivated person finds immense joy in facing the challenges to solve a particular problem. However, this

Q6. Describe the need for changing organizational culture for Total Quality. Explain the elements of Total Quality Culture. (Changing Organizational Culture for TQ., Elements of Total Quality Culture) 5, 5

Answer.

Changing Organizational Culture for TQ

The reason for an organization to pursue an organizational culture based on TQ is to help the organization to focus on continuous improvement which would result in greater customer satisfaction. Total Quality enables survival in the competitive business world and this requires organizations to accept cultural changes. For example, TQ would involve employees in a company to participate on an equal basis in team meetings with individuals from three different levels of management (Senior, middle and the lower level) which needs lot of co-operation Organizations would like to adopt the TQ philosophy for basically two reasons:

·         To stay competitive and

·         To focus on continuous improvement.

Many firms have moved towards Total Quality because of the

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Send your semester & Specialization name to our mail id :

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