Desenvolvimento das organizações e qualidade. 16/05/2016 Instituto Superior Técnico

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1 Desenvolvimento das organizações e qualidade

2 Hierarchy of Needs Diagram (Maslow) Motivation Hygienic factors Self actualization Ego needs Social needs Security needs Body needs

3 An organizational behavior system

4 Five models of organizational behavior

5 Facilitator roles for managers

6 Motivational Drives Achievement Motivation Affiliation Motivation Power Motivation Managerial Application of the Drives

7 Human needs

8 The nature of Leadership Management and Leadership Traits of Effective Leaders Leadership Behavior Technical Skill Human Skill Conceptual Skill Situational Aspects Followership

9 Behavioural approaches to leadership styles: The managerial grid Blake & Mouton 1,9 Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 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.

10 Situational leadership recommendations for leadership style to be used with each development level

11 What Is Empowerment? Empowerment 1. Job mastery 2. Accountability 3. Role models 4. Reinforcement and persuasion 5. Emotional support

12 The process of empowerment

13 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 5/19/2016 Instituto Superior Técnico

14 Task team Team work Life Cycle of a Team Stages of team development - Forming - Storming - Norming - Performing - Adjourning 5/19/2016 Instituto Superior Técnico

15 Ingredients of Effective Teams Supportive environment Skills and Role Clarity Superordinate Goals Team Rewards Potential Team Problems Changing Composition Social loafing Sucker effect 5/19/2016 Instituto Superior Técnico

16 Clues to Its Need - 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 The Process 5/19/2016 Instituto Superior Técnico

17 Typical stages in team building 5/19/2016 Instituto Superior Técnico

18 Contrasting supervisory roles

19 Implementing total quality MAJOR TOPICS Rationale for Change Requirements for Implementation Role of Top Management: Leadership Role of Middle Management Viewpoints of Those Involved

20 Implementing total quality 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

21 Implementing total quality 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.

22 Implementing total quality 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.

23 Implementing total quality 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.

24 Implementing total quality 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.

25 Implementing total quality 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

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