Total Quality Leadership
The organizations that implemented Total Quality Management and/or ISO 2000 in the 90’s and stayed with it have reaped the rewards in: reduced costs, a new sense of direction, increased commitment / implementation, greater worker loyalty, streamlined procedures, increased public satisfaction and a more cooperative, productive work environment. Who wouldn’t want this? Below find MACNLOW’S version of these techniques in Total Quality Leader-ship for law enforcement, the courts and township, city, and county government. The total process takes from six months to one year to be put into place. Successful implementation of TQL hinges on careful preparation.
PHASE I - Creating the Mission, the Vision and Values
First steps include:
1. Taking stock of where your department is
2. Learning the elements of TQL
3. Setting the departmental vision, mission and goals
Participants TQ audit their workplace, learn the principles of TQ, examine the eight important TQ values and beliefs and how they apply to their department and develop their departmental mission, vision and values statements.
PHASE II - Leading Organizational Change
Leading in Total Quality brings an exciting new way of doing com-munity and law enforcement business. In Phase I participants per-form a TQ audit and organize their vision, mission and value state-ments. The leadership team now examines the way in which it leads. Does it request and model quality? Does it initiate “customer” feed-back and utilize it for continuous improvement? Does it share power in order to build greater commitment and implementation? Does it encourage union commitment? Participants leave with ways to model quality, techniques for sharing professional power which build organ-izational power, trust and commitment, a unique under-standing of organizational culture and methods for minimizing resistance to change.
PHASE III - Delivering Exemplary Customer Service
Quality leaders put a premium on understanding what their “custo-mers”, both internal and external, need. External “customers” of city, county and state agencies require services that are knowledge-able, friendly, timely, dependable and professional. They want their problems resolved. They want assurance that someone listens and someone cares. Internal customers want the same thing from bosses and co-workers. Yet organizational research shows that nearly 80% of our internal problems arise from non-cooperative behavior and misuse of power. Participants will learn how to obtain valid external customer feedback and use it to drive continuous improvement and agency problem solving. They will gain an understanding of how meeting and exceeding customer needs, both internally and exter-nally builds loyalty, trust, support and productivity in the workplace. This enhances their ability to work well with the public.
PHASE IV - Problem Solving Teams
Problem Solving Teams (PSTs) drive the all important continuous im-provement of Total Quality Leadership. PSTs yield the results - the success stories you seek in your attempts to build a quality organ-ization. PSTs that are knowledgeable in particular areas of work, examine problems and service quality issues (for example, drug houses, high traffic death areas, unsolved crimes, public dissatis-faction with particular services of police or city, county or township government), arrive at solutions, take action and then assess the results. Participants gain problem solving skills, a practical under-standing of how to function as a member of a high performance team, and the ability to cause continuous improvement. Organizations gain better service delivery and a more satisfied public.
PHASE V - Empowering Your Workforce
Middle management is strategic to the successful functioning of Total Quality Leadership. Middle managers, the sergeants, lieu-tenants, captains and their civilian equivalents learn to invite partici-pation and use the minds and knowledge of their employees. In this way, managers increase an organization’s capacity for higher level decision making, greater productivity, enhanced employee morale and job satisfaction, and greater public responsiveness. Participants leave with: increased management skills, methods for empowering employees, ways to model performance behaviors for employees that encourage positive citizen response and the ability to increase organizational morale.
