Desenvolvimento das organizações e qualidade · Desenvolvimento das organizações e qualidade ....

16/05/2016 Instituto Superior Técnico

Desenvolvimento das

organizações e qualidade

Self actualization

Ego needs

Social needs

Security needs

Body needs


Hierarchy of Needs Diagram (Maslow)

Motivation

Hygienic factors


An

organizational

behavior

system


Five

models

of

organizational

behavior


Facilitator

roles

for

managers


Motivational Drives

Achievement Motivation

Affiliation Motivation

Power Motivation

Managerial Application of the Drives


Human

needs


• The nature of Leadership

•

•

• Leadership Behavior

•

•

Management and Leadership

Traits of Effective Leaders

• Technical Skill

• Human Skill

• Conceptual Skill

Situational Aspects

Followership


1,9 Thoughtful attention to

needs of people for satisfying

relationships leads to a

comfortable, friendly organization

atmosphere and work tempo.

Behavioural

approaches to

leadership

styles:

The managerial

grid – Blake &

Mouton

9,9 Work accomplishment is from

committed people. Interdependence

through a “common stake” in

organization purpose leads to

relationships of trust and respect.

5,5 Adequate organization performance

is possible through balancing the necessity

to get out work with maintaining morale of

people at a satisfactory level.

1,1 Exertion of minimum

effort to get work done is

appropriate to sustain

organization membership.

9,1 Efficiency in operations results

from arranging conditions of work

in such a way that human elements

interfere to a minimum degree.


Situational leadership recommendations for

leadership style to be used with each development level


• What Is Empowerment?

• Empowerment

1. Job mastery

2. Accountability

3. Role models

4. Reinforcement and persuasion

5. Emotional support


The process of empowerment


Teams and team building - Classical Concepts

•

•

•

Division of work

Delegation

Managers as Linking Pins

• Linking pin

Contingency Organizational Design

• Mechanistic and Organic Forms

• Mechanistic organizations

• Organic organizations


•Task team

•Team work

• Stages of team development

- Forming

- Storming

- Norming

- Performing

- Adjourning

Life Cycle of a Team


• Ingredients of Effective Teams

• Supportive environment

• Skills and Role Clarity

• Superordinate Goals

• Team Rewards

• Potential Team Problems

• Changing Composition

• Social loafing

• Sucker effect


- Low degree of team morale

- Confusion or disagreement about roles

- Large influx of new members

- Disagreement over team’s purpose and tasks

- Negative climate within the team

- Stagnation within the team

• Clues to Its Need

• The Process


Typical

stages in

team building


Contrasting supervisory roles


Implementing total quality

MAJOR TOPICS

•Rationale for Change

•Requirements for Implementation

•Role of Top Management: Leadership

•Role of Middle Management

•Viewpoints of Those Involved



•Implementation Variation Among Organizations

•Implementation Approaches to Be Avoided

•An Implementation Approach that Works

•Getting On With It

•What to Do in the Absence of Commitment from the Top

•Implementation Strategies: ISO 9000 and Baldrige



The traditional way of doing business presents the following problems:

We are bound to a short-term focus.

Tends to be arrogant rather than customer-focused.

We seriously underestimate the potential contribution of our employees, particularly those in hands-on functions.

The traditional approach equates better quality with higher cost.

The traditional approach is short on leadership and long on bossmanship.



The requirements for implementation are as follows:

Commitment by top management

Creation of an organization-wide steering committee

Planning and publicizing

Establishing an infrastructure that supports deployment and continual improvement

The role of top management can be summarized as providing leadership and resources. The role of middle management is facilitation.



Implementation approaches that should be

avoided are as follows:

Don’t train all employees at once.

Don’t rush into total quality by putting too many

people in too many teams too soon.

Don’t delegate implementation

Don’t start an implementation before you are

prepared.



Implementation phases are as follows:

Preparation phase

Planning phase

Execution phase

Going through the ISO 9000 registration steps will give an

organization a good start on implementing total quality. ISO

9000 is an international standard for providers of goods and

services that sets broad requirements for the assurance of

quality and for management’s involvement.



The Malcolm Baldrige National Quality Award evaluates

candidates for the award according to criteria in several

categories as follows:

Leadership

Strategic planning

Customer and market focus

Management

Analysis

Knowledge management

Human resource focus

Process management

Business results

Desenvolvimento das organizações e qualidade · Desenvolvimento das organizações e qualidade ....

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