Total Quality

Traditional management see quality to as expensive costs. Today this position is no longer valid in two respects: 1. Because the concept of quality must be defined according to what the customer wants and expects. 2. Customer satisfaction is the goal that underpins the movement in total quality management.

Today, most companies compete on both price and quality because customers expect certain levels of quality at a competitive price, as well as certain supply requirements.

Quality management is not just to evaluate what it costs to make quality, but also what it costs if quality system is not implemented, in terms of organizational efficiency, customer satisfaction, and competitive advantages.

Today a company builds a competitive advantage based on a comprehensive and coherent approach involving all business functions. A strategy based on quality is directed towards the total satisfaction of all stakeholders (customers, suppliers and labor, workers , management and shareholders).

A company that undertakes the path of Total Quality is faced with two choices: change the system or change the culture. The intervention on the system implies that the requirements set by the standard ISO 9000, through systematic documentation and continuous monitoring. The intervention on culture implies the definition of a "mission statement" and some "guide values" that encourage a new attitude toward work and toward clients, in other words a quality culture in the organization.

The guiding values total quality are:

Customer focus,
Increase accountability of employees
Continuous improvement (introduction of teams and working groups to solve problems, with the constant improvement of products and services),
Production process improvement through rigorous methods of statistical control (not selecting suppliers based on price, but the ability to deliver quality outputs consistently)
Redefining the role of improving the supervision system in helping people and machines (giving supervisors the opportunity to indicate to management problems to be eliminated).
Employees must feel free to ask questions and to question the working methods.
Internal competition must be eliminated because its counterproductive.
Teamwork must be created.

Eight principles of total quality management:

Customer orientation
Leadership
Involvement of people
Process approach
System approach to management
Continuous improvement through: update report listening to the customer, every little improvement where possible, process control, innovation.
Decisions based on facts: sales analysis, statistics and marketing analysis, customer feedback, macro and micro economic indicators.
Mutually beneficial relationships with suppliers.

The Tools

One of the basic concepts of total quality is that any analysis of the situation and any action for improvement must be based on objective data, not feelings, so you can understand and measure the phenomenon and then assess the actual improvement.

Based on this principle, the total quality makes extensive use of the tools of statistics such as:

Data collection, analysis and their stratification
Correlation diagrams and other types of representation
Pareto analysis
Control charts

From the methodological point of view, however, the main concepts are:

The daily routine of work
Cause-effect diagrams
The Deming Cycle
Improvements can be achieved through actions or continuous improvement , and with ongoing activity, or by establishing specific temporary project groups.

Adapted from Wikipedia

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Business Process Management

Business Process Management , or BPM, is software infrastructure that describes and executes business processes using a computer. Using a computerized model of the business process allows business people who are not computer experts to graphical view of the process from beginning to end.

Business Process Life cycle consists of the following steps:

Design Design is done at the business model analysis and planning.

Modeling Model was built at this stage of the process. The model is a graphical representation of the process describing the sequence of main activities comprise the process. Building the business model, not computer experts. Computer systems are only a convenient technical tool for the construction and presentation process. This step may be several iterations, in order to build a process for the organization. One of the construction of arrests for the use of simulation is the process execution. During the simulation can follow the order execution process. Tools used to perform this step bankers tool BPA.

Creating- at this stage in the life cycle is the actual process computerized environment. Developers plan for that computer software code for running the process. The code is based on a model developed in the previous step.

Optimizing- Improvements are currently in the process. Improve the process, there are three sources: Ymdydot report execution process, changing the organization's business needs and insights of business experts who find the options for her business needs through a process enhanced. This phase products are ideas and suggestions for improving the process. Dividing this step has two stages: Phase tracking measurements, the key tools for its implementation are a tool BAM optimized execution phase, the Mission's reported historical reports are the basis for its implementation.

Round Tripping method of model can automatically produce "structure" of code making it "thick" programmer code, you can make the model . Automtecia of the model code transition error prevents the transition from stage to stage shortens the length of time the production model, production model code code. Round Tripping is the only access to travel between model code and in some modern BPM tools and other approaches are applied.

Processes

The process consists of the following collection:

Activities. For example, suppliers can provide test item is missing in the warehouse activity.

Data - products of activities are information that might move the next activity.

Flow - describes the execution order of activities and conditions which determine this order. In other words, describes the process flow. You can describe the flow of data not necessarily equal the flow of activities.

Event - its occurrence may affect the streaming process. An example of the type of event is the long event (Event Timer). For example, if the process of making a purchase business provides administrator approval is required in a single day in practice such a certificate can not be long event occurs. The result may be cancellation process.

SubProcess. The SubProcess consists of several activities which together form part of the process is defined. For example, the therapist process in three documents, can SubProcess include all activities that address one of the documents.

At the same time the organization may involve a number of instances of the same process, for example: handling multiple requests from different people to get mortgages.

The main distinction is between the two types of processes: computer and human. computerized processes are automated processes without human intervention. All activities from computer systems. human processes are processes Mahibim computer activity of people that only after she checked in the computerized system is carried out during the process. For example, in the process of granting a mortgage, identification may be required to Arabs through Ahtiicbutam official ID document and presentation. After all the Arabs showed up and identified the clerk enters the computerized system approval. If not identified or did not answer the conditions required, the clerk may enter the computer system rather than permit postponement.

For example a process of cross-border inventory management organizations. The process includes performing her third parties relative to activities within the supplier organization (check availability of items, calculate the cost of items, calculating time until delivery, etc.). Such processes and micro processes are of relatively limited range. These processes are performed at the user's position.

Using BPM

BPM is designed computer processes within an organization and processes that cross the boundaries of the organization. For example the process of underwriting insurance policy may include the following activities:

Insurance agent of the insured
Display different routes insured by insurance agent
Track selection by the insured
Fill the form by the insured or agent
Enter the information in the computerized system of insurance agency
Requesting a computerized means the insurance company
Approval Policy
Making processes through reinsurance and other insurance companies

Basic level of using BPM are trying to make the process as it is by computer using BPM. More advanced levels of the target is significant business benefit over the computing process, the following aspects:

Flexibility (Agility) - flexibility and agility to make changes to processes based on changes to business needs. In this context there is a close connection between BPM and SOA , because SOA architecture allows ease of operation and change services and / or systems process.

Implementation of change in organizations, customer focused organizations (Customer Centric) - a business objective of many organizations across the organization is focused on products and customer focused organization. This conceptual change requires drastic changes in organizational processes, for example: adding processes and customer care activities, processes that analyze customer behavior and cut them the organization's marketing activities. BPM tools allow practical implementation of this organizational change.

Innovation / Invention - as proven in the past, the invention of a process or part of the process may be different from existing big impact on the Company's business. Working with business experts, the essence of business processes, may take advantage of the visibility processes when they are computerized processes using BPM innovative design by creating a BPA tool and try to model them using a computerized simulation.

Technology

4 layers architecture of information systems, including treatment processes using BPM.

Architecture- the classic model of three layers: Data, Business Logic and User Interface or UI. In this model, a layer of processes is added. Separation between business logic layer allows layer of flexibility and ease of change processes, because you can make changes to this layer without affecting the business logic layer. BPM solutions are based on four layers.

Recovery from failure - an important technological issue is recovering smoothly. BPM implementation is based on a combination (Orchestration) of the various computerized systems and the process often includes use of more than a transaction registration. As a result it is possible to implement mechanisms that ensure integrity of data transactions. These mechanisms are based on the proper execution and rollback in case of occurring failure. In the context of BPM, compensation mechanisms may give a partial solution.

Management mechanisms - processes that require human management mechanisms BPM tool to give them a technological solution. These mechanisms include management of:

Roles - Assign responsible for or responsible for manual activity or activities of a performance manual execution process.

Person's tasks (To Do List) - activities that someone has to make priorities and schedules including

Alerts - Alerts responsible for the occurrence of events that affect how to process.

Management - Status of different shows or managers working under the responsibility of concentration Status shows under the responsibility and obligations.

Adapted from Wikipedia.

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Leadership Types

Leadership is known for its impact . And more importantly, leadership is the ability to influence people's motivation. Mostly, when people talked about leadership, what they talk is not leadership but rulership.

It is important to distinguish between Leadership and Rulership. When people obey a particular person because there is an official authority in his hands, for example: Director, Senior - they usually obey out of fear of punishment or because they are the subject of authority. The same is true for power. When someone obeys other people because of threat accompanied by a gun - he obeys power. When a person obeys the orders of a doctor - he obeys the modern power: knowledge and expertise.

Subject of leadership development preoccupied philosophers and scientists for many generations. This is an elusive concept and difficult to define precisely because of the nature and its components. Now it is generally assumed that leadership is the ability to specialize, which means it has many varieties, each leadership style is suitable for different kind of situations. For example, a man who is a military leader will not necessarily leads the same way as prime minister or a CEO of a Hi Tech Company. See about leadership styles.

According to Aristotle , leadership consists of credibility ( ethos ), reasoning ( logos ) and pathos.

Leadership Types

There are different types of leadership, leadership in different contexts:

Military Leadership
Educational Leadership
Leadership opinions or ideas
Political leadership
Business Leadership
Organizational Leadership
Social leadership
Personal leadership
Leadership informal / formal
Transformational leadership

Capabilities Associated with Leader

In the past it was customary to attribute the ability to seemingly divine inspiration leadership (the so-called foreign language " charisma "). But today is commonly thought that the potential exists to some degree in every person can develop and cultivate it, and even accommodate the specific situation. Based on this approach and methodologies developed in recent years engaged in the development and nurturing leadership. Despite notable differences exist between the different approaches, all more or less agree on the definition of leadership based on the existence of certain human capabilities with the leader. Among other things, include the following capabilities for which the such that the widest consensus:
Vision viewing capability - the ability to set clear and tangible manner the common purpose to which it is a leader.

Example - the ability to express his actions and behavior the values according to which he was led to expect.

Balance between all the emotion - the ability to properly consider rational considerations against Shicoleime emotional when making decisions.

Transport changes - the ability to cope with situations of change in the complexity and difficulty involved in them.

Understanding people - an understanding of how the complex human situations and challenges in mind the needs of the led, as human beings.

Organisation skills - ability to design and run corporate structures.

Courage - the ability to make difficult decisions that contain an element of risk.

Delegated powers - the ability to delegate powers to other people without having to reduce his responsibility for the results.

Leadership Styles

There are different styles of leadership, that differ from one of three main factors:
Perception of his role as leader and authority.
Perception of the leadership roles in society.
Leader's exposure to the led.
Can be said that a leader's success largely depends on his leadership style in adapting to circumstances where it lead.

Social Leaders and Personal Leaders

Are the two types of leaders: social leaders and personal leaders. Individual leader's motives are to serve the self-interest and social leader is driven only by self-interest, but serves the public interest. Demonstrating personal leader ignoring the rights and feelings of others, no tolerance is characterized by exploitative behaviors. This leader often exhibits uncontrolled aggressive as he denies it. Alarm personal leader in led feelings of obedience and submission to him and creates dependency. In contrast, the leader does not ignore the feelings of social rights "rules of the game" standard. He refers led equally, a key empowering them. Social leader social influence internalization mechanism, ie a combination of leader values and guiding principles into self-perception of followers.

Contrasting Two Kinds of Leadership

Leader rewards works to achieve its goals through reward and punishment. He believes that people are utilitarian approach. I mean they always go after their own interest and try to get it at all cost values. He believes that by offering them a good offer, they take it with both hands. Leader rewards of economic production and exchange between himself and followers - if they give him their support and promote it, he will help them realize their interests. This kind of leadership passes quickly as interests may change. Moreover, there are often a clash of interests and decision-led offensive leader accepts his leadership.

Transformational leadership works to achieve its goals through the use of world values. Transformational leadership believes that the world operates according to clear, known, and universal values. He thinks he can improve the group by highlighting these values. He wants the group to go on the same guiding principles that he believes they are true. He feels he is leading them to a better place in which they develop themselves as individuals and as a group. The designer leadership transform followers into leaders and urge them to seek long term satisfaction.

Leading Organization and Feelings

Leadership is a process loaded with emotional feelings when intertwined with the process of social impact . [1]state of mind (mood) of the leader in the organization have an impact on the group led several levels [2]:

The mood of the group affected by the leader's mood. Demonstrating a positive mood of the leader brings a more positive mood among group members. This is true even negative mood. Leader puts his mood through the mechanism of emotional contagion (Mood Contagion) [2]. This is probably one of the psychological mechanisms by which a charismatic leader affects followers[3].

An existing group Group Emotion (group affective tone). This is a phenomenon at the group level as members of the group calls have a consistent emotional responses. Demonstrating a positive mood by the leader to bring positive emotional group[2].

Group processes will be affected by the leader's mood. Mood group members to provide information about the group executes processes. For example, in a good mood signals the good progress group safety relays. As a result there will be more friendly behavior and organizational level will be higher performing coordination tasks [2]. In a study of customer service in a positive mood enhances the leader of the group's performance, although this figure differently in different studies[4].

Beyond the leader's mood, behavior is the source of the positive and negative emotions of followers. The leader creates situations drag events emotional response. Examples - giving feedback, assigning tasks, sharing resources. Each event creates an emotion such behavior will affect the organization led [5].

Emotional intelligence of the leader, ie its ability to manage his feelings and of others, is an important component of effective leadership [6]

See also:

Military Leadership
Business Leadership
Transformational leadership
Emotion
Emotional contagion
Emotional labor

References

1 George JM 2000. Emotions and leadership: The role of emotional intelligence, Human Relations 53 (2000), pp. 1027-1055
2 2.0 2.1 2.2 2.3Sy, T. & Cote, S & Saavedra R. 2005. The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90 (2): pp. 295-305. Http://www.rotman.utoronto.ca/ ~ Scote / SyetalJAP.pdf
3 Bono JE & Ilies R. 2006 Charisma, positive emotions and mood contagion. The Leadership Quarterly 17 (4): pp. 317-334
4 George JM 2006. Leader Positive Mood and Group Performance: The Case of Customer Service. Journal of Applied Social Psychology, 25 (9), pp. 778-794
5 Dasborough MT 2006.Cognitive Asymmetry in employee Emotional Reactions to Leadership Behaviors. The Leadership Quarterly 17 (2): pp. 163-178
6 Goleman D., Boyatzis RE, McKee A. 2004. Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business Press

Adapted from Wikipedia.

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Transformational Leadership

Transformational leadership is a leadership aim at generating a positive moral value among the followers, increasing the motivation, morale, and performance.1

Transformational leadership concept first introduced by leadership researcher named James Mckergor Burns in 1978.

Barnes described transformational leadership as a process in which "leaders cause the followers to increase level of morality and motivation" Barnes referred to difficulties in the distinction between management and leadership and argued that there is a difference in characteristics and behaviors of their sons.

He drowned two concepts: "Leadership rewards" and "transformational leadership." He claims that transformational leadership creates a significant change in people's and organizations. Transformational leadership reshapes the old values, changing expectations and aspirations of workers. Transformational leadership is not based on exchange relationships but on personal leadership, someone's ability to systematically change by inspiring, with vision and goals.

Concept Development

Another researcher, Bernard M.. Bass (1985) proposed a theory of transformational leadership that adds the first ideas of Burns (1978) [2]. The extent to which the leader is a designer, is measured primarily in terms of the impact of the leader led. Designer leader's followers feel trust, admiration, loyalty and respect towards the leader, and they are motivated to do more than he expected to do at first. Designer leader motivates followers by charisma, intellectual stimulation and consideration in particular. In addition, transformational leadership, looking for new ways of working, trying to identify new opportunities against the risks and tries to leave the status quo and change the environment.

Researchers (Buss & Avolio, 1993), conducted an empirical study of the mapping created by the leadership styles common among commanders and managers. They name the two categories (rewarding leadership and transformational leadership) on the sequence, creating more steps in the transition between these two types of leadership. This model is called "full-range model of leadership"[3].

Concept Components

Personal attention - the leader gives the individual the needed attention, empathy and supportive attitude, open communication, personal challenges, guides, advises and tutorials. Employees react by discovering a desire for personal development through the receipt of assignments that will allow them to learn new things and have an internal motivation (as opposed to external) to perform tasks.

Intellectual challenge - represents the aspects related Meigauteime troubleshooting. Challenges the prevailing forms of thought and encourages creative thinking contributes to the development of more alternatives for action. Nurture and develop the people who think independently. Learning is a value - unusual situations perceived opportunities for learning. Employees, in turn, are willing to ask questions and think things through and think of better ways to perform their tasks.

Inspiration and motivation - motivation using an emotional connection, trust, integrity. Represents the energy, initiative, tenacity and ability to see the future, which often used to distinguish between the leader of an extraordinary leader. Leader with a clear vision, it is a transceiver with enthusiasm. He sure realization of its goals and raises the expectations of the people themselves and the confidence in their ability to succeed. Therefore, employees are willing to invest more effort to meet their tasks, they are encouraged and optimistic about the future and believe that they can make it.

A model identification - the highest level of transformational leadership. The leader provides followers a vision of a common design and purpose, values and norms deserve that give meaning to action. Gives pride and mission, increases the ability to do things, give a personal example. Employees trust the leader and appreciate it, identify with the goals and want to be like him and probably internalize the leader will behave in a 'spirit' is also in his absence.

Research in the Field

Term research, questionnaire was used called multi-factor Leadership Questionnaire (MLQ) to measure various factors of transformational leadership and leadership rewards (Bass, 1985). Questionnaire scales measure different aspects of transformational leadership and leadership rewards are based on factor analysis of the initial questionnaire in later versions. Initial research on the components of transformational leadership was limited, because knowledge of the subject was still too primitive to find good examples to use as items in the questionnaire. Another weakness in the first versions of the MLQ items related to the formulation. Most of the items of the scale of the charismatic and intellectual stimulation described the results of leadership, rather than specific actions of the leader, viewable, which brought them results. In response to critics who pointed out these weaknesses, Bass and his colleagues included more items that describe behaviors leaders viewable revised version of the questionnaire (1990).

Research for Example - The Influence of Transformational Leadership Among Soldiers

The experiment was conducted for officers and soldiers in the course in 2002, statistically significant results indicating the positive effect of the organizational leadership of the officers led the soldiers in basic training. Experiment tested two groups of followers, one direct (squad commander in basic training) and the other less (recruits). In the first group seemed to improve most indices tested (efficiency at work, demand more effort and beyond), the second group also measured somewhat improvements in most indices. Conclusion transformational leadership is positively affected by the followers and takes them under the capable leadership capabilities standard[6].

Applied Implications for Managers

Researchers formulated several lines of designer leadership action. (1994 in: Levy, 2008) [7]

Open to challenging and attractive vision of working together.
Connect your vision with the strategy to attain.
Open the vision, but it translated into lines of action.
Express confidence, determination and optimism about vision and its implementation.
Realize the vision by measures designed small plates in full implementation.

References:

1. Burns, JM, (1978), Leadership, NY, Harper and Raw
2. Type Bass, B.: M, (1985), Leadership and Performance, N. Y, Free Press
3. Bass, B, M., Avolio J. B, (1993), "Transformational leadership and organizational culture",
Public Administration Quarterly, Spring ,112-121.
4. Levy, H. (2008), management and leadership change and innovation. Pomegranate Publishing
5. Popper from., Ronen A.. (1989) - on the leadership, the publication of the Ministry of
Defense, Tel Aviv
6. Dvir, T., Eden, D., Avolio, BJ, and Shamir, B. (2002). Impact of transformatial leadership on
follower development and performance: a field experiment. Academy of Management Journal, 45
(4), 735-74
7. Yukl, G. (1999). An evaluation of conceptual weaknesses in transformatial and charismatic
leadership theories. Leadership Quarterly, 10285-305

Adapted from Wikipedia

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Leadership Power

Leadership is the ability, through which the individual influence others to achieve their objectives. So leadership is part of the management. Management will also be defined as the process by which an individual tries to influence others.

The lines through which leaders influence the people are important because it affects the function:

1. Approaches
2. Motivation
3. Communication

Leadership Power

Power is the ability of individuals or groups to change or influence the opinions or behavior of people. There are various bases of power, which may originate from a legitimate authority, expertise, trust, compensation options and the like.

There are six different views of power:

Remuneration - based on a specific person over government resources
Coercion - the source of this kind of power to punish is to reward that, if used to threaten a position to compel others to take some action
Legitimacy - it's power, which is implemented in accordance with the rules applicable to the organization on the basis of a mandate issued by the organization
Officer - this kind of power is dependent on personal charisma, or attractiveness of an individual's personal
Expert - it is the power derived from knowledge based on the recognition of expertise second
Information - the information about the connections that help to predict future behavior or future events

Logically, it appears that when the growth of subordinate participation in power, the ability of leaders to exercise power actually increases.

Expanding the powers of granting those rights and responsibilities of employees at all levels, enabling them to decide at their own discretion. This kind of leadership extend powers to the subordinate. They believe people in each of their position knows best about how to do their work.

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Leadership

The process of leadership is the interaction of people who occupy the highest position, known as leaders, with the rest of the group. Those in high status propose ideas and activities to the group as means to influence the members of the group to change their behavior .

Peter Drucker said that a leader is someone who has followers, and without followers there is no leaders.

Leadership Definition

For the concept of leadership are classified differently by different definitions theoretical approach adopted. According to the different meanings that different approaches give the figure of the leader and the second parameter taken into account by researchers, will have three categories of definitions, each of which focuses on some factors that influence the development of a definition.

The first category of definitions is characterized by the features, capabilities, and characteristics of leaders. This set of definitions consider only the intrinsic qualities of the leader, ignoring the context.

The second set of definitions focuses on the control on the thrust, the direction of the actions or attitudes that a person is able to give to others or a group, with the acquiescence of the followers more or less without using coercion. These definitions do not recognize a special category of people who are leaders, they defined particular actions as quality leadership. This is about the function of leadership.

The third category of definitions is focused on action of influence, considering the factors causes a change to achieve the objectives of the organization. It's an evaluative leadership, that imply that every one have a certain degree of power to influence others. It seems to imply that everything must or can still be reduced to a problem of influence, behavioral and situation, and that self-centered leadership is not effective.

11 Categories of Leadership

Bernard Bass in the manual on leadership offers 11 categories of meanings attributed to the leadership over the last century:

Leadership as a focus of group dynamics, the leader is seen by some authors as the protagonist, point of polarization, focal group. The trend is reflected in this outlook study is to consider the concept of leadership closely tied to the structure and group dynamics;

Leadership as personality and its effects : this definition is part of the theory of traits by which they must seek the things that make some people more able to exercise more leadership. Scholars seeking a definition that describes several characteristics that the leader must have to be that, rather than an explanation of the term leadership;

Leadership as the art of inducing consent. Leadership is defined as the ability to manipulate people in order to obtain the best contrast with the minimum and maximum cooperation through face-to-face contact between leaders and subordinates is then seen as an exercise of influence in one direction, the group and its members are sidelined and considered taxable.

Leadership as an exercise of influence, using the concept of influence marks a decisive step in the abstraction of the concept of leadership. The concept of influence implies a reciprocal relationship between individuals, not necessarily characterized by domination, control or induction of consent by the leader.

Leadership as behavior is the acts and behavior characteristic of leadership, those that belong to an individual-oriented group activities, this definition feature Organizational Behavior.

Leadership as a persuasion is a kind of definition that tries to remove any implication of coercion, rather focusing attention to the relationship with followers. More recently the strategy has been identified as a persuasive mode of leadership.

Leadership as a relationship of power: to explain this kind of statement, most scholars who have adopted it used two reference subjects, A and B, each simulating power relations, if A causes B to implement the behavior to achieve a common goal, then A has exercised leadership on

Leadership as a tool to achieve the objective : the idea is common to many scholars who have included in their definitions, but some more than others have focused on their objective, these scholars consider leadership power as the main force to stimulate, motivate and coordinate the people to achieve a common goal.

Leadership emerging as a factor interaction : what differentiates this from previous statement is a causal link, in this we see that leadership is seen as an effect of the group and not as an element forming. Its importance lies in having shown that leadership emerges from the process of interaction between individuals and has no reason to exist without it;

Leadership as role differentiation : Part of role theory according to which each individual interacting with others or with a group plays a role, usually different from other individuals. Several authors have used definitions that see leadership attribute that differentiates the members within a group;

Leadership as the initiation of a structure , with this statement is meant that the function of leadership is essential for the initiation of a structure and its maintenance. Leadership means knowing how to drive themselves toward a goal.

Direct and indirect leadership leadership

When talking about leadership you realize that often resulted from the influence of great leaders is not derived from direct contact with it, but it is through some intermediaries. It is necessary therefore to adopt a clear distinction between direct leadership, including the relationships and interactions between a recognized leader and his immediate staff and the indirect leadership 'remote leadership', where recognized leader is influencing people who are not his/her direct subordinate.

Summarized from Wikipedia

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Total Quality Management

Total Quality Management or TQM is a management strategy aimed at creating awareness of quality in all organizational processes. TQM has been widely used in manufacturing, education, government and service industries. It is called "total" because it involves everything related to business organization and the people who work there.

TQM is composed of three paradigms:

Management: the management system with steps such as planning, organizing, controlling, leading, etc.
Total: organization wide.
Quality: with their usual definitions and all its complexities.

The concept of quality includes customer satisfaction, and applies to both the product and the organization. Total quality aims, with the final idea of customer satisfaction, profit for all members of the company. Therefore, not only seeks to produce a product to sell, but covers other aspects such as improving working conditions and staff training.

Experience has shown that after the implementation of a quality system such as results are achieved:

Increased satisfaction client.
Inner workings of the company more efficient.
Increased productivity.
Bigger profits.
Lower costs.
Higher quality products.
The quality of a product is therefore a consequence of how a company is organized.

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