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- The Case study on “Lighting a Fire” contains both programs.
- The supervisory program; Allison lacks the skills to effectively ensure there is an effective and collaborative learning experience, which ensures that there is a joint execution of duties among the supervisors themselves and the junior staff. This inefficiency leads to junior staff like Lenora to be assigned blame for every failure in the department.
- Motivational program: It is always obvious that when the leader has optimal thinking, the rest of the staff are likely to follow suit. The department led by Allison lacks internal motivation; as such, the staff’s suboptimal thinking is preventing them from doing their best towards the achievement of the departmental goals and objectives. We witness the junior staff like Lenora complaining of being underpaid yet overworked. These are all indicators of lack of motivation.
- Solutions to the Problems Facing the Case Study
Regarding the appraise quality concepts and principles of Total Quality Management(TQM), there are several remedies that Allison, as the head of the department, can take to avert the department’s problems. The Majority of these concepts must be executed by both the leading staff as well as the junior staff.
- Enhancing Total Employees Commitment.
According to Total Quality Management (TQM) principles, it is not possible to have an improvement in productivity without an effective enhancement in the total employees’ enhancement (Armand, 2010). In this context, Allison, as the head of the department, must ensure that all employees understand all the communicated vision and goals, ensure they are sufficiently trained as well as all the required resources are provided. This can be done by ensuring there are clear communication and acknowledgment of the significance of the contribution made by each individual. This will ensure overall improved capabilities within the department.
- Developing an Integrated System
Every typical organization is made of different departments, with each having a specific function and purpose. However, in regard to Total Quality Management, There is a need to ensure an interconnection among all closely related departments. In the case study, an employee like Lenora, who has recently been moved to a new department, could not be facing the incompetence challenges if there was a prior interconnection of departments. An integrated system leads to an establishment of a work culture that is purely focused on the improvement of quality (Holmes, 2012).
- Establishment of a Continual Improvement
In all departments within certain organizations, optimal efficiency isn’t a concept that can be developed in a day. The leaders must continually develop ways with a purpose to add value to processes so that they can easily adapt as the needs change. Alison shouldn’t have expected complete delivery from Lenora, who is new to the department. As a leader, he should ensure continual improvement by gradually offering sufficient training. Total Quality Management principles are the only remedy towards an efficient continual improvement (Creech, 2011).
Armand, V.(2010).Total Quality Control (3 Ed.). New York: McGraw-Hill Publishers
Holmes, K. (2012).Total Quality Management (2nd Ed.). United Kingdom: Pira International Publishers.
Creech, B. (2011).The Five Pillars of TQM: How to Make Total Quality Management Work for You. New York: Truman Talley Publishers.
Craig M. (2014) “Process measures: a leadership tool for management,” The TQM Journal, Vol. 26 Issue: 1, pp.50-62, https://doi.org/10.1108/TQM-02-2013-0018