The Role of Leadership Research and summarize senior management’s role in successful quality improvement programs. Be sure to use real, researched examples to demonstrate your points. T
300- 450 words, APA 7 format, in-text citation, Use at least three (3) scholarly references to substantiate your work. Please write in the present tense. Please provide a copy of all references used.
**I have attached a sample assignment for reference for week 2 and the assignment for week one
**Please use and adjust-if needed, the provided personal example to complete the question "summarize senior management's role in successful quality improvement programs…"
Assignment Description
- Week 2: The Role of Leadership (300–450 words)
- Research and summarize senior management's role in successful quality improvement programs. Be sure to use real, researched examples to demonstrate your points. The Baldrige Award site list of recipients could be a good resource for examples.
- In general, identify and discuss senior management’s specific role in these large-scale strategic quality programs. Coach ?Cheerleader? Role model? Decision maker? Resource provider? What else?- Discuss all 5.
- Why must firms adopt the identified roles? What is the risk of not using the roles?
- Indicate how senior and middle management should derive the metrics to use to monitor and communicate performance?
- With each week, you should include a minimum of 3 new cited references. As such, the references should be varied and different with each section addition. You can reuse references, but repeat references do not count toward the minimum 3 new cited references
[removed],
As I continue to work as an employee in various organizations in the country, I gain more personal experience with quality improvement programs. Our organization is currently focusing on successful quality improvement programs, and every stakeholder is encouraged to work with others to achieve success. The quality improvement program that is currently implemented in our organization focuses on critical aspects such as developing a culture of quality in our practice and identifying and prioritizing possible areas for enhancement in the organization. As an organization, we ensure that the processes and procedures in our practice support and are incorporated into our quality improvement efforts. In our organization, the quality improvement culture might seem diverse for each practice. Still, it involves developing committed quality improvement teams, holding regular meetings, and developing policies about our quality improvement goals and objectives.
Various factors lead to a more comprehensive strategic view of total quality management. These elements include the satisfaction of customers, the management's commitment to quality, and the prevention rather than detection of defects (Anil & Satish, 2019). Other elements consist of continuous improvement, training, corrective action for root causes, recognition of high quality, and the involvement of employees. The quality improvement program in our organization has had a positive impact based on its numerous benefits. These benefits include the satisfaction of customers, the satisfaction of employees, enhancement of teamwork, increased productivity and efficiency, and improved product quality. There are several reasons why quality initiatives fail, including a lack of clear objectives, resistance to change, lack of alignment, use of wrong tools, and lack of focus (Arifin et al., 2022). Other factors that lead to the failure of quality initiatives include poor communication, training programs that are not tied to the actual problems, and neglect of essential elements like customer satisfaction.
References
Anil, A. P., & Satish, K. P. (2019). Enhancing customer satisfaction through total quality management practices – an empirical examination. Total Quality Management & Business Excellence, 30(13-14), 1–21. https://doi.org/10.1080/14783363.2017.1378572
Arifin, S., Darmawan, D., Hartanto, C. F. B., & Rahman, A. (2022). Human Resources based on Total Quality Management. Journal of Social Science Studies (JOS3), 2(1), 17–20. https://doi.org/10.56348/jos3.v2i1.22
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