A MONTHLY SUPPLEMENT OF RAKAN SARAWAK BULLETIN

(People, events, activities and programmes which make for a total quality-managed Sarawak Civil Service)

ISSN 1394-5726

 
   Online Publisher:
   
 
   Contents provided by:
   
 
SARAWAK IQC '99 Plenary II  
 
Assessing the Quality of Leadership
-Dr Luis Ma R Calingo,
APO Technical Expert on National Quality Awards;
Professor of International Management, California State University- Fresno, USA
 
 Dr Luis Ma R Calingo

Leadership is the driver of performance excellent in organisations. Therefore it is apt that leadership is the first of the seven assessment categories in the Malcolm Baldrige National Quality Award Criteria. The Baldrige leadership assessment category addresses how senior leaders guide the organisation in setting directions and seeking future opportunities.

Assessing the quality of leadership involves two assessment items. The first assessment item is Organisational Leadership to address how senior leaders set directions, and build and sustain an organisation conducive to high performance, individual and organisational learning, empowerment and innovation.

Within the first item, two specific areas are looked at : (i) Senior Leadership Direction - how leadership takes into account all important stakeholders, e.g., customers, employees, suppliers, partners, the public, and so forth; and (ii) Organisational Performance Review -  how senior leaders review overall organisational performance and capabilities.

The second assessment item is Public Responsibility and Citizenship to address how the organisation integrates its values and expectations regarding its publics responsibilities and citizenship into its performance management practices.

This second item also looks into two specific areas : (i) Responsibilities to the Public -  how the organisation maintain constant awareness of potential public concerns related to its products, services and operations, and (ii) Support of Key Communities -  how the organisation practices good citizenship in support of its key communities, as a contributing member and as a positive influence upon other organisations.
 

Partnership for Quality and Profitability: A TQM Strategy
- Prof. Jose C Gatchalian,
Professor, The School of Labor & Industrial Relations, University of the Philippines (U.P. SOLAIR)
International Consultant on Quality of work & Work Life, Philippines
 

Prof Jose C Gatchalian

-Dr Miflora Minoza- Gatchalian,
President, Quality Consultants International, Inc., Philippines
 
 

Dr. Miflora Minoza
-Gatchalian

The Asian financial crisis of 1997 brought about a realisation that corporate survival and viability depends on the competitive ability of companies, especially by their efforts to enhance the quality of their products or services, improve productivity, and ensure profitability.

In view of the crisis, companies have to shape up and adjust their strategies in order to cope with the sudden and fierce market competition produced by globalisation, not just locally and regionally. The Philippines turned to a newly refurbished mechanism which is a revised labour management cooperation program called Partnerships for Quality, Productivity and Profitability (PQP2).

The PQP2 programme is designed to enhance harmonious, productive and quality - focused relationships among principal partners in the company - employees and management - interpersonally and collectively. The program elevates the linkage between labour and management to a 'partnership' directed at the more vital end goal of profitability, instead of only focusing on securing peace between them.

PQP2 applies a hands-on approach and results-orientated program involving group workshops, group exercises, lecture-discussions together with quality tools and technique provided for problem solving and taking into consideration people's work values and work ethics.

Effective practice of total quality management will promote improvement in work performance and can subsequently lead to better work relationships. These conditions in turn increase work efficiency leading to higher productivity. Since higher efficiency implies lower cost of production, and thus through time, significant increase in productivity will be observed. The net effect would be increased profits.


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