QMI Certification: Senior Corporate Quality Manager
Professional Faculty: Larry Kennedy, Ph.D.
(Links to Kennedy Bio and Online Course Details)
Professional Faculty: Larry Kennedy, Ph.D.
(Links to Kennedy Bio and Online Course Details)
Dr. Kennedy will apply his many years of experience in leadership development to guide you
through our "online and facilitated self-study" plan.
Course Narrative: QM Leadership for Senior Business Executives
This course provides an overview of the strategic applications for QM in leadership; and how to create the
corporate energy and purpose for implementing new ideas, vision or the traditional goals for improvement.
Most of us who have served in executive roles were not trained to be managers. Even those who've received M.B.A.'s often say that they were trained to "think" of the end product as the result of effectively managing people and processes but learned little or nothing about "how" to do it. Rather we have simply been coached to use our knowledge to "build" our enterprise and influence our clients. We are motivated by our mission/vision but often do not focus on the organizational leadership and management skills that are required to consistently deliver great outcomes.
So what is Quality Management? Crosby (1979) suggests that Quality Management is “a systematic way of guaranteeing that organized activities happen the way they are planned.” (p. 12). Applied to our workplace, we can say that Quality Management is: all parts of our organization “keeping the promises” we've made to our clients, staff, board members, shareholders, accreditors, and other constituents.
The human attributes required to manage our outcomes and consistently keep our promises can be organized into attitudes (values) and actions (skills). These values and skills should be taught across the organization. They can unify the organization, focus the service culture and provide professional development so that leaders and managers can mature within the organization. In many management curriculums values are diminished and the emphasis is placed on quantifiable skills. However, it is important that training have a balance of attitude and skills development for the effective delivery of our services. As an example, many of our new workers do not understand or practice "the golden rule" and we must educate them on its importance as a guiding value.
Most of us who have served in executive roles were not trained to be managers. Even those who've received M.B.A.'s often say that they were trained to "think" of the end product as the result of effectively managing people and processes but learned little or nothing about "how" to do it. Rather we have simply been coached to use our knowledge to "build" our enterprise and influence our clients. We are motivated by our mission/vision but often do not focus on the organizational leadership and management skills that are required to consistently deliver great outcomes.
So what is Quality Management? Crosby (1979) suggests that Quality Management is “a systematic way of guaranteeing that organized activities happen the way they are planned.” (p. 12). Applied to our workplace, we can say that Quality Management is: all parts of our organization “keeping the promises” we've made to our clients, staff, board members, shareholders, accreditors, and other constituents.
The human attributes required to manage our outcomes and consistently keep our promises can be organized into attitudes (values) and actions (skills). These values and skills should be taught across the organization. They can unify the organization, focus the service culture and provide professional development so that leaders and managers can mature within the organization. In many management curriculums values are diminished and the emphasis is placed on quantifiable skills. However, it is important that training have a balance of attitude and skills development for the effective delivery of our services. As an example, many of our new workers do not understand or practice "the golden rule" and we must educate them on its importance as a guiding value.
