KALİTE YÖNETİMİ

Concepts of leadership and teamwork require consideration of a few questions that are fundamental to the management style and philosophy (Armstrong, 1994, p.19)

• How do you communicate with your staff?
• How do you obtain their commitment and motivation?
• How good is your teamwork?
• Do you need to change your management style?
• Could you benefit from multilevel problem solving/ task teams?

Autocratic management refers to an approach whereby managers are mainly concerned with increasing workplace efficiency and pay little attention to people within the organization. Autocratic managers typically make decisions without obtaining input from their subordinates. Autocratic management style mainly relies on the positional power created by the managerial role.

Participative management is a different approach compared to autocratic management because, unlike autocratic managers, participative managers are primarily concerned with people but might strive to balance this concern with the business concerns of the organization. Participative managers encourage their subordinates to participate in the decision-making process. In quality management, participative management plays an integral role since almost all quality approaches and practices rely heavily on employee participation at all levels.

Transactional leadership refers to the exchanges that occur between supervisor and subordinate on a daily basis.

PDCA leadership model cycle starts with the “Check” phase because the development of the plan for quality improvements calls for an understanding of the current situation. In other words, this phase tries to answer the question “Where are we now?”.

According to one definition, organizational culture is the sum total of the intellectual, constitutional and creative values produced by a firm’s people, as well as its knowledge and skills, behavior patterns, customs, and value judgements, procedures and departments which, in their structural inter-association and organization, represent the work content of its people in a certain period of time or era. Another definition suggests that organizational culture is the amalgam of shared values, behavior patterns, mores, symbols, attitudes and normative ways of conducting business that, more than its products or services, differentiate it from other companies

According to Oakland (2004, p.47), organizational culture is formed by a number of elements:

• Behaviors based on people interactions.
• Norms resulting from working groups.
• Dominant values adopted by the organization.
• Rules of the game for ‘getting on’.
• The climate.

Failure to establish and assess a solid quality culture might create serious problems for the organizations. Furthermore, it could be argued that such failures happen quite often and the majority of these problems occur for just a few basic reasons related to organizational culture and corporate quality programs. The most common root causes of these problems are given below: 

• Internal managers and workers have no connection with the customers
• Companies do not promote an empowered culture with customer focus
• Companies do not use enough common sense and process mapping
• Quality improvement begins by reducing cost, but ultimately offers more by improving value.

Autocratic management refers to an approach whereby managers are mainly concerned with increasing workplace efficiency and pay little attention to people within the organization. Autocratic managers typically make decisions without obtaining input from their subordinates. Autocratic management style mainly relies on the positional power created by the managerial role.

Participative management is a different approach compared to autocratic management because, unlike autocratic managers, participative managers are primarily concerned with people but might strive to balance this concern with the business concerns of the organization. Participative managers encourage their subordinates to participate in the decision-making process. In quality management, participative management plays an integral role since almost all quality approaches and practices rely heavily on employee participation at all levels.

Leaders inspire their followers to commit to the goals, vision, and mission of the organization. Following are the leadership techniques used by the leaders to inspire their followers (Goetsch and Davis, 2014, p.133):
Aligning personnel with the vision: Simply conveying the vision to the personnel is not sufficient. True leaders help their followers to see why the vision is commendable and worthy of their commitment.
Provide a sense of direction: Leaders make sure that their followers know where the organization is trying to go and what the organization is trying to achieve. This is possible only through a solid understanding of the vision and mission of the organization.
Effective and frequent communication: Leaders keep their followers up-to-date and well-informed.
Because, only by doing so, leaders can make sure that their personnel have the information required to achieve top performance.
Empowerment: Leaders empower their personnel to do the jobs they were hired to do by (1) identifying the parameters within which they may make unilateral decisions, (2) involving them in the decisionmaking process, (3) encouraging them to think critically and creatively to find ways to continually improve
quality, cost, and service, (4) encouraging them to take the initiative to solve problems, and (5) treating mistakes as learning opportunities.
Training and mentoring: Leaders devote themselves to the development of their personnel through solid mentoring and training. Problems are seen as learning opportunities and weaknesses are seen as a target for improvement.

-PDCA leadership model cycle starts with the “Check” phase because the development of the plan for quality improvements calls for an understanding of the current situation. In other words, this phase tries to answer the question “Where are we now?”.Check phase of the PDCA leadership model consists of two elements: Design review and total quality audit. 

-The second phase of the PDCA leadership model cycle is the “Act” phase and it consists of two elements: Suggestions and motivation. 

- “Plan” is the third phase in the PDCA leadership model and it consists of two elements: Defining the quality goals and policies, and design of the quality plans. The goals and policies must be determined clearly and openly since they act as a picture showing where the organization wants to be in the future.

-Finally, the last phase of the PDCA leadership model is the “Do” phase
that consists of two elements: communication and education.

According to Oakland (2004, p.47), organizational culture is formed by a number of elements:
• Behaviors based on people interactions.
• Norms resulting from working groups.
• Dominant values adopted by theorganization.
• Rules of the game for ‘getting on’.
• The climate.

Concepts of leadership and teamwork require consideration of a few questions that are fundamental to the management style and philosophy (Armstrong, 1994, p.19)
• How do you communicate with your staff?
• How do you obtain their commitment and motivation?
• How good is your teamwork?
• Do you need to change your management style?
• Could you benefit from multilevel problemsolving/task teams?
Careful consideration of the questions given above allows an organization to effectively align its quality-related activities with its leadership style and managerial philosophy.

Managerial philosophy is closely linked with different management styles.
Among these styles, autocratic management, participative management, charismatic leadership, transactional and transformational leadership, management by fact, and coaching are the most commonly referred approaches.

-Transactional leadership refers to the exchanges that occur between supervisor and subordinate on a daily basis.

Management by fact is an integral contribution to quality management since this approach suggests that managerial decisions should be based on data.

THE PRINCIPLES OF LEADERSHIP FOR QUALITY
Leadership for quality means leadership from the perspective of quality management. Leadership for quality is mainly based on the philosophy of continually improving people, processes, and products/ services. There are several principles of leadership for quality. These principles are as follows:
• Embody the values of quality: 
• Create unity of purpose: 
• Focus on the process, not the outcome:
• Motivation of individuals: 
• Control and participation:

Customers refer to both internal and external customers. Both require close attention. Internal customers mainly refer to the employees working for the organization whose work depends on the work of other employees.External customers are those who purchase or use an organization’s products or services.

The correct choice is A.