Title: Organizational Behavior and effective

leadership practices in Contemporary management

practices in international market

Student Name:

Student ID:

Date of Submission:

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 Acknowledgement
I will like to thanks all the people who have supported and guided me in this research project. I
will also like to acknowledge that all the work done in this research is mine and I have not used
the work of others. In the end I will like to thanks my friends and family for their support.

2
Declaration

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 Abstract
Recent research have proposed QMPs ( quality management practice) with the objective of
improving the performance of the organization. QMPs have also received a lot of attention of
researchers in past few years. The aim of this study is to empirically assess the level of
correlation between performance of the organization and QMPs. In this research, a framework of
QMPs is developed based on the literature review. This framework presents the how QMPs is
related to performance of the organization by evaluating how six constructs of QMPs influences
organizational performance. Data was collected using a questionnaire that was distributed in the
banking sector of international market to test the proposed model. The proposed model was
supported by the results of this research.

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Contents
Title:............................................................................................................................................................1
Acknowledgement.......................................................................................................................................2
Declaration..................................................................................................................................................3
Abstract.......................................................................................................................................................4
Part One.......................................................................................................................................................6
Introduction.............................................................................................................................................6
Leadership and Organizational Behavior.............................................................................................6
Management and Leadership............................................................................................................11
Research Objective................................................................................................................................12
Research Question.................................................................................................................................12
Part Two....................................................................................................................................................12
Literature Review..................................................................................................................................12
Current Industry Trends in the Development of Management and Leadership......................................13
Theoretical perspectives on LMD..........................................................................................................15
Choosing an LMD approach..................................................................................................................17
An integrated approach for the development of leadership, management, and organization.................20
Summary and conclusions.....................................................................................................................25
Part Three..................................................................................................................................................26
Methodology and Instrument Development...........................................................................................26
Population and Sample..........................................................................................................................26
Measurement and Operationalization of Variables................................................................................27
Data Analysis and Research Findings....................................................................................................28
Reliability Analysis...........................................................................................................................28
Descriptive Statistics for Quality Management Variables.................................................................29
Correlation Analysis and Multiple Regressions Analysis..................................................................29
Test Hypothesis.................................................................................................................................30

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Part Four....................................................................................................................................................31
Discussion and Analysis........................................................................................................................31
Pre-bureaucratic structures................................................................................................................31
Post-bureaucratic...............................................................................................................................31
Organizational circle: moving back to flat.........................................................................................34
Part Five....................................................................................................................................................38
Conclusions...........................................................................................................................................38
References.................................................................................................................................................41
Personal Learning Statement.....................................................................................................................45
Appendix (Questionnaire).........................................................................................................................46

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Part One

Introduction
In this fast and advance 21st century people would be managed by adopting the changes
occurred with the time. So for adopting this change there is need to motivate influence and
inspire them so it could be said that manager is still having the same job. The difference has been
noticed in the enlarged complexity of things mainly in the working environment and prompt
swiftness of change. The changes in the social, technological and the social demographic have
been observed more compelled than before so it is now tougher to manage people. For the
purpose of corporate success one of the core significant strategies is to value the high qualities of
people and they utilize them in good manner. There are some of the companies which are
enjoying high profitability, stock value and sales per employee in comparison with other
companies and it is Southwest Airlines illustrates which has experienced that. In the U.S. one of
the major lines is to enjoy over 20 straight years of the profitability.

Leadership and Organizational Behavior

It has been suggested by someone that for the purpose of success the Southwest “formula” boils
to cheap fares, making things simple and plenty of advertising. Simplicity would be introduced
for making things less costly. But other competitors who have followed the low cost do not
succeeded. And the reason for that the real fact or secret for the success of the Southwest’s is to
provide fun-loving and enthusiastic culture which gives the sense of spirit de corps and purpose
for employees (Zu, 2009; Kaynak, 2003; Deming, 1986). It is not easy to copy the culture. It has
been said by CEO named as Herb Kelleher that “Culture has everything to do with it.” The value
of people is underscored by the enlarged and increasing pace of change mainly in the IT
(information technology). In case of companies technologies is rarely the source of sustainable
competitive advantage as it is being evolved rapidly and cheap to have. It is considered that all
the granted firms must stay abreast of the enlarged and increasingly advances and also have the
hope for pulling ahead of the competitors in conducting so. It is not true that any ecology edge
could keep the company on top for longer time as any technology edge is fleeting. It has been
shown in the study that huge and greater dividends are paid to all information technology
workers in comparison to any of the investment made to information technology software or

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hardware. There is fact in the form of the superb employees and strong excellent culture which
makes the success of the excellent management of the people. The CEO name as the Jack Welch,
who is the general Electric’s former associated the success with three main factors: selection of
right people, assisting in idea transformation in whole company and making the decision that
how the resources would be allocated (Terziovski & Samson, 1999). This argument has been
supported by research. If any of the employees quit in the company he would not be leaving the
company but he would be leaking the managers. So the incredible competitive advantage would
be made by cadre of great managers especially in terms of building or establishing the workplace
environment which is hard for other firms to copy. In the first place it is strategic to create the
environment as it would permit the company to out-execute the competition. Those managers
which are great are genuinely interested assisting other and solving their issues or problems.
While on the other hand the Lousy managers have often set the destructive tone which ultimately
undermines the firm itself. It is true that the success of corporate is the effective management of
the people. But still now there is need to know that how the knowledge or the understanding of
the organizational behavior is core factor for meeting the needs of the company or fulfilling the
challenge (Dean & Bowen, 1994). The process would be initiated or stared with examination of
minor overview of the field. Organizational behavior examines that why and how people act,
feel, and think in corporate and other organized and managed settings. The main concern of the
field is with such timeless questions like as leadership nature that how the people would be
encouraged or motivated and how the personal issues would be resolved and how the effective
team would be builds. In that period there are many famous experiments which have been made
regarding the human behavior. There is textile manufacturer that is known as Robert Owen that
made the experiment with “innovations” like to give or provide the breaks and not meals for
workers or employees. In future like for next 40–50 years the scientific management would be
the dominant behavior in the U.S. The Frederick Taylor is the champion. It was felt by engineer
named as Taylor that one of the efficient and practical way of implementing the scientific
principle to human resource is the maximizing the performance of the firm efficiently and
effectively (Prajogo & Sohal, 2006). Like as machine which could be made or designed for
performing the specific task and reason behind that was people could feel easy and laugh for
performing the certain jobs or tasks. One of the ideas was to examine or observe the people when

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they are conducting work and also find that either they are finding or discovering any human
issue or problem or solving the issues and increasing the performance level by giving the
maximum training where required. Many experiments have been made by Taylor which tested
that where action sequence positions, the worker movements and the job location would reduce
or increase the production. There us huge information gained by Taylor regarding how the
workers loaded coal bins, in which it is included that how far apart workers would make or kept
feet and how the hands would be used for moving the shovel. After they have studied the
information a design for the “best” way has been made by Taylor for sufficiently shoveling coal
(Choi & Eboch, 1998). Taylor was agreed to do whatever would be important for organizing the
people in the effective way would enhance or enlarge the profit. Which usually mean designing
the specific jobs and narrow jobs. It is the management role to get the surety that all of the
employees have right that they must be given training where required and also directed that
procedures are needed to be followed. However it has suggested that criticism that as per Taylor
the view of people is unreservedly negative—that “human issues are the source of all anguish.
But the reality is that an alternative movement has been spawned by this reaction to Taylor
which was led by Elton Mayo and others call the human relations approach. It was felt by Mayo
one of the effective and best ways for enhancing the production is to respect the workers and also
show the concerns for the needs. As per essence the perspective of Mayo’s is to oppose the “cog-
in-the-machine” of Taylor’s approach to the employees. In 1920s the human relation approach
got popularity and also remained influential throughout 1950s. For purpose of launching the
research in the topics it is more reasonable that there must be group dynamics and leadership
effectiveness. Originally it has been designed for investigating the lighting effects on the
productivity of workers and researchers were also puzzled with performance stayed and
improved or same no matter. Then it was suggested in some latter studies that this outcome is
resulted as it has been felt by employees that someone is valuing them and caring enough for
their working environment and working conditions. So such care and attention would boost the
morale and employee productivity. The Western Electric employees and their reactions were
known as the first tangible and direct evidence that needs, feelings and productivity and attitude
of people would productivity (Flynn et al., 1995). The human relation approach and the scientific
management have an enduring legacy and neither of them is dominant today. In the

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organizational behavior the contingency approach holds bend. It has been argued by this
perspective that there is not any specific or best way for managing the behavior. All of the
employees work in the department or any unit in the form of the team. So all of the employees
mostly behave in the group context of some type. So in this book the expectations, the
cohesiveness and the group norms issues would be studied latter. Those factors which are
internal to firm might add the corporate culture, the organizational structure and the company’s
procedure within work of employees (Sila, 2007). The individual behavior would be affected or
influenced. If the company is not performing in the marketplace then employee morale would
suffer and anxiety would increase. There are number of people who would shift their
concentration from the work. If the companies have performed in the good way then it would
enhance the confidence of employees ( just look at Microsoft!). So the contingency approach
would be embraced in the context. But the frustration would also be understood in this. However
it depends means that you do not have any answer for me. There is an empirical bias of the
organizational behavior which makes everything seem complex and tough. In this field most of
the scholars mainly rely on the same approaches and data collection methods or the approaches
are used in other science for conducting research (Krumwiede & Charles, 2006).

In the organizational behavior any knowledge would incrementally accumulates through the
scientific study just like it has been done in the biology or philosophy. It would lead to confusion
when studies are viewed independently or superficially. So an all-too-common reaction would be
promoted to science in general which had not any clear answers. So it is one of the
understandable reactions and it is not correct. There is need of putting the efforts and hard work
for being the good consumer of the scientific information. These studies which appear
inconsistent might actually be presenting a very clear picture mainly when it has been viewed in
the integrative fashion. The integrative approach would be helpful as you pass through this book.
The studies have been presented which collectively help you unknot that involved in making or
managing the behavior in the effective way. There is difficult time for many people at that of the
broader level in viewing behavior as something which could be studied in the first place. So it
would make the empirical approaches would be more and more attractive for those of us in the
business. For using the basic principles there is not any substitute and in all the sciences methods
have been found in the workplace study behavior (Wilson & Collier, 2000). While opinions,

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common sense and experience are more valuable for having the understanding of behavior and
notorious inconsistent information is provided for managing the people. There is one of the
comment which we hear often is that there is nothing in the effective behavior but more than the
common sense. It is true that most of us have common sense but usually it is little than a post hoc
justification for what it is which has been already decided. The common sense maxims could be
found which make diametrically opposed “predictions” regarding the best course of action for
taking. One of the most significant human activities is management, for the accomplishment of
the objectives and aims human beings has been forming the social organizations which they
could not fulfill or accomplish as the personnel’s and for getting the surety of the coordination of
the efforts of the individuals it is more essential to manage people. There is huge importance of
the group efforts and society continuously relies on that and number of organized groups has
become large and the management task has been enlarging the complexity and the importance.
The managerial theory has become more important or crucial in the way that complex
organizations have been managed. This paper has one of the central theses that some of the
managers have managed or achieved the different parts of the world which would assist in
achieving the managerial success without possessing or having the management theoretical
knowledge. There is need to appreciate the importance of the role by the mangers of the
contemporary organizations in almost all of the respective organizations if they have to
accomplish the goals or the targets. So there is also need to accomplish the excellence promotion
among all the persons in the companies or the activities mainly among managers themselves. For
addressing since concerns the paper would proceed along the following spectrum: for the
purposing of conceptual clarity the management would be defined along with the goals,
objectives, and functions. The organizational hierarchy and the significance of the managerial
skills would be sketched; the significance of the women in the organizational hierarchy would be
focused and the reason of the study management there would also itemized; the importance of
the management as in the form of practice would be contextualized; and so they would forward
the conclusion.

Management and Leadership

Management could be defined as the science, are or the accomplishment of the goals or the
objectives through the people. So management could be interpreted and managers also

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supervised to mean literally “looking over” – i.e., getting the surety that people do what they
have been supposed to do. So the managers are expected that get the huge surety regarding the
productivity or continuous enhancement or the current jargon. The process of maintaining the
environment and designing the environment is known as management in which all of the
individuals are do8ing work together for accomplishing the objectives in the effective way
(Koontz and Weihrich 1990, p. 4). In one of the expanded form this definition means many
things. All of the managerial functions are being carried out by the managers and the functions
include the leading, organizing, staff, planning and controlling. At the second place management
is applied to any of the organization. At the third place the management is applied to managers at
all the levels of the organization. Then all the mangers have the same aim like to surplus, so
managing is mainly concerned with the productivity. So it implies efficiency and effectiveness.
One of the foremost and first factors is that management is regarding the solution of the issues
and the problems for keeping the emergence of the all-time in the course of struggling the
management and the achievement of the objectives and the goals of the company (Wilson &
Collier, 2000). For solving the problem there is need to identify the problem at the first stage and
the analysis would be conducted and remedies would be implemented for the managerial
solutions or the problems. The following laid down procedures would be involved in the
administration for the control, execution, delegation and the communication, the crisis
management. There must be strategic integration of the human resource assessment by that of the
HRM and ideas would be shared or exchanged between the workers and the shareholders. So the
y would develop the organizational leadership along with interpersonal relationship, self-
motivation and team work for emotional strength and the performance and maturity for handling
the general management skills and personal integrity.

Research Objective
1. One of the essential objectives for this research is to explore the effective practices for
leadership
2. The next one is the to recognize the need of effective leadership and management
practices for Contemporary management practices

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Research Question
1. Exploration of the need of effective leadership practices in Contemporary management
practices in international market

Part Two

Literature Review
This is paper has been based on the suggestion that management, leadership and the
organizational development are integral parts of the same process and that process is named as
organizational enhancing capacity. All the people in that have to better achieve their purposes.
They are more closely tied attached to the strategic mission. And it has been concluded by all the
systems which support have made or provided the conclusion.

'' For having the effective working, an integrated development system must alliance with all
other processes of the organization. Management of performance, recognition system rewards
system and job selection and mistakes system too. The relative effectiveness of any development
activity would be determined by this process.”

In spite of being dependent on the system, they would be related in some relative isolation as the
discrete initiative series which is outsourced to organizational various parts. The
Communications Technology (ICT), etc.),

Furthermore, the management development (LMD) and the leadership are frequently custom-
built with some type consideration of some by taking into account the assumptions and theories
on which they are dependent. If there is not any knowledgeable gratitude of the logic based on
such initiatives are dependent and that of the proposed mechanism by which they might move or
lead to enhanced capacity would bring the improvement in the performance of the company and
there would be not like that all of the intended or the wanted outcomes would be gained for the
usage of the analogy “you reap what you sow”. By reviewing some of the current or the recent
trends in LMD before outlining the theoretical underpinnings of the most general approaches and
also getting or making the approaches and relationships exploring of LMD to other development
activities of the organization (McCauley, et. al. 1998).

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Current Industry Trends in the Development of Management and Leadership
The executive and management approaches are the big business with almost $50 billion spent
each year by leadership development. The leading European companies would be found to spend
almost £ 3,336 per participant in 2003 on the executive education, and there is a corporate
university of 42% of respondents and the topics offered leadership that has been followed by
general management. Within the provision of HE (Higher Education) there are total 117
members of the Business Schools Associations in UK and in the time duration to 2006/7 from
1996/7 the number of students of administrative and the business studies increase by 40% with
the huge rate of change for all those of the post-graduate students (up by 66%), mainly the
management and the business programmers like as MBA. All these trends are typical regarding
the expansion of the worldwide market for LMD – in part by the needs or the wants of the
educational providers for making the entrance into what is noticed or seen to be worthwhile
market which has been fuelled by the corporate and political assertions regarding the effective
leadership value. So there is need for addressing the management and the leadership skills gap
(Raelin, 2004). For the production of inconsistent evidence, the empirical research has remained
unstable of either the relationship or mechanism for that it could occur as notwithstanding an
explosion in the demand and the explosion for LMD the link for enhanced performance remains
inconclusive. Superior performance of business organizations in all sectors as there is a number
of factors which might be including the changes or the variations in the provision of quality, the
levels of variable of integration with the process of the organization and the contextual and the
personal differences in the most suitable form of the development. The dissatisfaction has been
increased with traditional dissatisfaction to LMD, along with the enlarged market place, the
changing needs of the business and the enhanced leadership theory, the practice and the
development have led to a diversification in the program range and the initiatives on the different
offers (Higher Education Statistics Agency, 2008).

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There are main development and practical challenges to all providers of LMD. Together with the
formal programs modularization in to ‘bite-size chunks' there is enlarged pressure for providing
the application of the holistic programs to managers and leaders at all levels of the company. The
enhancement in the holistic programs pretense the challenges of the increased time required for
supporting and development provision and the huge level of some practical expertise which is
needed by staff. And at the third stage with the shift away from the structure of traditional
employment and career as operational managers are expected to enhance the expectations for the
determination and the addressing the own development needs to that of the being directed for
provision via their employer (Mabey and Ramirez, 2004). If there are difficulties in
implementing the amendments and changes then it is surprising perhaps, so most of the HE
provision would remain in the face to face, traditional classroom mode and these were the
approaches or the strategies like as e-learning is utilized and such trend to be supported to that of
the replacing that of the traditional education. There is the huge focus on the leadership
development on the acquiring of skills and knowledge however it has been proposed that one of
the significant benefits of some sort for the practical manages is the reflection opportunity. It is
one of the significant dilemmas which trouble number of events of leadership development as
there is an intrinsic bias regarding the activity emphasized and indeed hurriedly paced met so the

15
leadership has been known or perceived as fundamentally regarding ‘doing’ to that of the
‘knowing. As per the results, there is time for strategic or reflection thinking. One of the main
effective development factors appears for the achievement of suitable balance among the action,
exchange of knowledge, reflection, and alignment between the wants and needs of the workforce
working in the an organization. For example the 360o feedback although enlarging en vogue like
number of strategies and approaches which are found the most effective when they have linked
or integrated with the comprehensive development programmer that is mainly effected by some
of three factors (1) the context of work which is supportive for the development of skills (2) the
participant belief that skills of people could be enhanced (3) the belief which may themselves
capable regarding the development and improving (Hirsh and Carter 2002).

There are some purposes which are served by LMD process beyond simple talent development.
The executive education would be the effective strategy for enhancing the rate of the retention
which would assist in the development of the motivation, commitment, and enthusiasm of
participants. It would serve as the reward and also assist in the engendering and teambuilding a
sense of the shared purpose.

Theoretical perspectives on LMD

The above points have been outlined by the challenges and the trends regarding the competing
purpose and pressure for LMD. So there are some of the political concerns for creation of the
more effective leaders and managers and also improving the organization competitiveness, and
so the people would be associated or pay for a number of rather diverse. There are four
contrasting models which have been identified by David Holman regarding the management
education, and each of them has been founded upon the various philosophical beliefs regarding
the nature of the learning, knowledge and the manager’s role (Storey, 2004).

It has been argued in outlining the perspectives that vocationalism’ and the ‘academic liberalism’
are slightly wanting as the development methods for managers who practicing the former on the
theory overreliance and the latter for the huge reliance on the action – suggesting in its place that
empirical/critical’ approaches are furthermost probable to establish the mangers proficient for
fulfilling the upcoming needs and expectations of the society and organizations.

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In this field, there is also another area of conclusion, and that is the difference and similarity
between the management development and leadership. As per the above discussing there is the
huge use of the terms which are interchangeable and so there is also the huge degree of the
overlapping but what is exactly development and leadership. It has been argued that there is a
difference between the management development and the leadership development to the extent
which has been evolved to the extent of the peep for the situations and roles beyond the current

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experience. While on the other hand the mangers are equipped by the manager’s development
with the skills, knowledge and some abilities for the enhancement of the performance. The
performance enhancement is made through the application of the strategies and the tasks and
proven solutions. As per our developing experience at leadership studies center as a leaders it has
been considered that it is significant to develop required skills and competencies by taking into
account the contextual appreciation of organizational environment, the leadership has been
considered to that of the development, management and mainly focused on the making the
people able that they contemplate outside the ostensible limitations of some current role for the
development of the serious competences for moving between the strategic and the operational
modes as needed (Burgoyne, et. al. 2004).

At this level, development of leadership might include the elements of traditional management
and self-development programs (such as time management, self-awareness, and planning)
however with the aim of developing a reflexive space which will allow the leaders and managers
to critically assess their existing experience and practices. The development of leadership must
be offered to the senior managers only, and in fact, there will be good reasons to support this
kind of development opportunity within the entire organization to improve the individual
capacity and collective capacity. However, the nature of intervention required might vary based
on the job role, personal ability, and experience.

Choosing an LMD approach

The issues of selecting the leadership management development approach can be really
challenging due to a set of development approaches that can be adopted and a wide range of
opportunities available in the market. Goslingand Mintzberg (2004) have suggested seven basic
principles that must be used to build the learning/ education of management and leadership. The
first principle is education of management must be limited to practicing managers chosen based
on the performance. The second principle is it is important to integrate and synchronize
management practices and education. Thirdly, work and life experience must be leveraged by the
management education (Maurer, et. al. 2002). Next principle is a thoughtful reflection a primary
key to learning. The fifth principle is organization development must be achieved by the
management developed, and the sixth principle is that education of management should be an

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interactive process. Finally, all the elements of education of management should facilitate
learning.

There is the twofold implication of these principles for both those buying and participating in the
leadership and management development and those how to provide these development programs.
It is important to focus on the relationship between provider and participant, individual and
organization development, practice and reflection. It is argued by Goslingand Mintzberg (2004)
that there is a specific quality of communication that happens in a well-managed class which is
so unique that result of theory, experience and reflection are put together in the form of new
understandings and commitment (Chia, 1996).

This approach enforces increased partnership and conversation between the companies and LMD
providers which improves the depth of communication about the company and nature of
management. In general, development of leadership is an opportunity to reflect on the current
practices and must be created in all the aspects and operations of the company development not
only happens within the boundaries of class; there are opportunities to learn from every event.
This fact is recognized and understood by most of the large companies by the implementation of
70-20-10 principle. Balanced, decisive and reflective leadership can be developed by richness
and diversity in learning.

YUkl (2006) have suggested that successful leadership training can be achieved if it includes a
proper objective of learning, meaningful content, the correct sequence of content, the proper mix
of training techniques (opportunity to actively practice), relevant and timely feedback, the high
self-confidence of trainee and proper activities for follow-up. Hence, an approach will produce
effective results if it properly considerers the way a specific intervention will influence the
capacity of leadership and management and how this will intron impact the performance of an
individual and the company. However, the style and content of the intervention will differ based
on the nine points. Analyze the current leadership theories and learning in the company. In the
case individual recognition is favored by the reward and development system over teams’ action
then it will be difficult to create a culture that nurtures shared leadership and collaboration.
Development needs of individuals and organization must be considered carefully. This analysis
of needs helps in ensuring that learning is valid, relevant and appropriate (West-Burnham, 1998).

19
The company must consider different perspective that can be used to assess the influence of
development; the way benefits can be optimized for individual and the company and how the
development needs might change in future (Clarke, et. al. 2004). Investigate different
development opportunities. Analyze how the development program can be customized based on
the needs, the way benefits can be maximized, how the way learnings can be maintained and
transferred to the company. The approach that integrates different learning method is more
effective, particularly when combining with opportunities for learning and discussing the
feedback of individual.

Make sure that learning and development are considered as important and valued activity in the
company, and all the people are encouraged and facilitated in the learning process. The
effectiveness of management practices followed by development initiatives is main determinants
of the influence of learned skills and how they are put into practice. Analyze the organizational
system and how this system support LMD. The ways HR practices are implemented determine
the success of the development of leadership program. The approach that allows the individual to
think out of the box will be more effective. According to Purcell et al. (2003) organization with
big ideas that are lead b value and properly managed have more chances to maintain long-term
performance of the organization. Eliminate any barrier in learning and leadership activities.
Leadership can be affected by series of psychological barriers such as low self-esteem, fear of
failure, lack of confidence, high level of stress, cognitive constriction. Psychological re-
enactment, skills development, desensitization, group dynamics, and reinforcement are some of
the methods that can be used to overcome these barriers (Gill, 2006).

The role and impact of the organizational culture must also be considered. Here point that must
be considered includes nature of the task, experience of the employees. It is not appropriate to
just consider and focus on the economic outcomes. Objectives and goals must be developed and
implemented in value and language that are culturally appropriate so that people can be inspired,
engaged and motivated. For development, an appreciative approach must be adopted. Build on
the current strengths and come up with solutions to work around weaknesses. According to
Buckingham (2005), effective leadership is not about filling the gap in the current capabilities
but developing a unique leadership approach. At last, consider the long-term perspective to

20
organizational and leadership development. There is no quick way to create a sustainable
leadership in the company. Different initiatives based on latest management trends will help in
creating a cynicism climate instead of engagement (Campbell, et. al. 2003).

An integrated approach for the development of leadership, management, and organization

In this chapter so far the focus has been placed on the development of managers, leaders, and
development of relational and collective elements of leadership. This discussion highlights the
dynamic relationship between each factor and wider organizational context. Indeed, leadership in
the organization cannot be improved if development of leadership takes place in isolation.
Moreover, if the people do not have the skills and knowledge along with inflexible and
unsupportive organizational structure the relationships and building networks will not effective.

Authors now understand the role played by individuals in the leadership role and interdependent
character of the organizational system. In a study on HR practices by Purcell et al. (2008) they
recognized the key roles of first line manager in moderating the experience of the employee.
Employee experience of people management which includes forming and modifying the attitude
towards the job and the company is critically linked with how the company encourages them to
engage in a specific type of behavior. However, it is not just about the quality of Human
Resource practices that result in a chain reaction, the way these practices are implemented by
first line manager also plays a critical role. Employees experience people management has
significantly related the relationship with the first line manager who is perceived to be an agent
of the company and delivers different people management activities (Purcell et al., 2008).

In this case, paradox is the leadership and management development along with other
organizational development is less likely to be successful in the company where there are
ineffective leadership and management. Hence, the question here for the leaders and managers is
how to develop a valuable cycle where teams, individual and organization performance and
activities become aligned and reinforcing. All the organizational process and LMD transfer, an
influential message about the rewards and values of the organization and consistency in the
message, will most probably drive the behavior desired in the company (Gosling and Mintzberg,
2004).

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An integrated framework to leadership is discussed in the final part of this chapter along with
organization development based on leadership theories and practices (Bolden, 2006). A map of
the environment that identifies that key areas and perspectives that are important and useful in
exploring the subject of LMD. Figure 1 illustrates a model that is in a continued state of flux, and
each element is linked and impact each other. In this model, there is three level which is
individual, team, and organization and it constitutes five steps which are setting the directions,
processes, development of leadership, transferring leanings, evaluation, and review. Each step is
highlighted by some key factor along with some questions that must be considered in step. The
model includes a wider context that must be considered while determining the actions
appropriate for the development of the organization and leadership. The aim of presenting this
model is to use a structure that facilitates reflection and discussion instead of a perspective
framework for selecting the approach of leadership development.

In the model, the first step is setting the direction and is supported by the process of
communication, understanding and developing a shared objective. From the perspective of an
individual, this includes determining the goals, motivation and personal weaknesses and
strengths. This can include questions like who I am. Where I want to be? Why am I here? These
are deep philosophical questions and might accompany the individual during the entire process
of leadership development. For the perspective of organization and team, it includes determining
the shared values, objectives, shared identity and priorities. The aim is to identify what the
organization or group is and what they are willing to achieve. These directions can be covered in
the organization's mission and vision statements, group norms, business plan and define the main
purpose and leadership desired within the company and team (West-Burnham, 1998).

The second step in this map is analyzing the structure and processes. This also includes
developing and implementing a review system, functions, and roles. At the individual level, this
includes focusing on the formal and informal roles of the individual in the company and outside
the company, career development opportunities, relationship and networking and understanding
the way system works. This perspective helps in identifying any barriers, conflicts, and elements
that support the role of leadership. At the team level, it includes considering the expertise,
problems about social dynamics of the workgroup and the way different tasks are assigned. At

22
the level of organization, it includes assessing the way HR practices, communication process,
resource allocation, management approach leader approach and partnership influences the
distribution of authority and change in the system.

23
24
 Figure 1 - An Integrated Framework for Leadership Development

Development of leadership is the third step, and it relates to the process of improving the
individuals, groups and organizational capacity of leadership. At the individual level, it includes
the opportunity for learning, experimenting, and reflection which create and extends the
experience of a person. The main element of this step might be gaining skills and knowledge
however it might also go deeper to engage in more extended questions in the previous two steps.
In the group level, it includes creating and strengthening the relationship, commitment, and trust.
Finally, at the level of the organization, it involves the integration of organizational development,
development of leadership as well as management development. This might occur at a different
level in the company through different channels, might be linked with organizational change,
long-term planning for development of employees and succession planning.

Transferring the knowledge or learning in the fourth step. Leadership might fail to produce
effective outcomes with implantation in the context of work and life of the people as well as the
organization. Hence all the leader need a continuous opportunity and support to implement their
learning and ability so that they can inspire the followers and can also is recognized as credible
by their colleagues. A leader needs to properly analyze the situation and how their position in the
system can influence it (Purcell, et. al. 2008). Groups may recognize that many members had
been engaged in the similar process of development have resulted in greater momentum for
change that can be maintained by the opportunities of learning, shared value about leadership,
joint projects, and discussions. At organizational level it includes implementing organizational
learning in the culture and system, removing any barriers to learning, developing a strong sense
of community and developing a new system or process if required. In general, long-term support
from top management is required for the effective development of leadership along with an
ongoing commitment from the management to support and develop the leaders.

The final step of this model is evaluation and review. It is not possible for an individual to
optimize the value of their development without transferring and sharing learnings with each
other along with a commitment to the lifelong learning. Similarly, at the level of organization
and team attempts and efforts must be made to identify any success, future needs for
development and measures to identify the impact on performance. Some of these impacts are

25
dependent on time and have mediated nature hence it is necessary to adopt both quantitative and
qualitative measures. So, these measures will help in completely understanding the impacts of
the development initiatives on the performance of the organization as well as individuals.

All the five steps discussed above are interlinked with each other and can influence the outcomes
of the steps. These steps are useful in defining the directions and priorities in future. As a matter
of fact adopting integrated approach is not as simple as it seems, however, taking a hostile
approach on LMD will provide limited benefits to the individual and the organization (Bolden,
2006).

Summary and conclusions

The issues of selecting the leadership management development approach can be really
challenging due to a set of development approaches that can be adopted and a wide range of
opportunities available in the market. Goslingand Mintzberg (2004) has suggested seven basic
principles that must be used to build the learning/ education of management and leadership. The
first principle is education of management must be limited to practicing managers chosen based
on the performance. The second principle is it is important to integrate and synchronize
management practices and education. Thirdly, work and life experience must be leveraged by the
management education. Next principle is a thoughtful reflection a primary key to learning. The
fifth principle is organization development must be achieved by the management developed, and
the sixth principle is that education of management should be an interactive process. Finally, all
the elements of education of management should facilitate learning.

Authors now understand the role played by individuals in the leadership role and interdependent
character of the organizational system. In a study on HR practices by Purcell et al. (2008) they
recognized the key roles of first line manager in moderating the experience of the employee.
Employee experience of people management which includes forming and modifying the attitude
towards the job and the company is critically linked with how the company encourages them to
engage in a specific type of behavior. However, it is not just about the quality of Human
Resource practices that result in a chain reaction, the way these practices are implemented by
first line manager also plays a critical role. Employees experience people management has

26
significantly related the relationship with the first line manager who is perceived to be an agent
of the company and delivers different people management activities (Purcell et al., 2008).

27
Part Three

Methodology and Instrument Development

The objective of the study is to evaluate and explore the need of effective leadership practices in
Contemporary management practices in international market. The market selected for the study
is the banking sector in UK. In this way, the aim of the study is to evaluate the implementation of
the effective leadership practices in the UK banking sector. There are various aspects are
required to be considered during the study regarding the implementation of the effective
leadership practices for achieving the objective of the research. The methodology is based on the
consideration of the input from colleagues, expert guidance and review of the literature. The data
is collected by use of the questionnaire which were designed in English language on original
basis but further they translation conducted for converting the questionnaire into Arabic language
because Arabic is the UK official language and then the questionnaire were distributed to the
respondents. During the study, the -administered questionnaires were used as structured and
standardized for collecting the data through the survey method which is one of the primary
source of the information. As the study was based on the individuals’ perceptions so this is the
reason that the individual is considered as the unit of analysis. After the consideration of
important aspects of the study the 384 usable questionnaires were selected and the distribution of
the questionnaires was carried to the study sample which was based on the 64% of the distributed
questionnaires.

Population and Sample

The selected sample for the research study was 22 Commercial banks and the study target
population was based on the employees of the banks working in the banks of UK. Total numbers
of the employees who are working in the banks are 14036 employees (Association of Banks in
UK, 2010). 600 employees were selected as sample of the study. The method of the selection of
the sample was random.

Measurement and Operationalization of Variables

For achievement of the objectives of the research the empirical analysis is conducted which was
based consideration of the operationalization of constructs based on theoretical prospects and the

28
model was proposed model of quality management. Previous studies are considered for
identifying the measurement statements of each construct (E.g., Saraph et al., 1989, Ahire et al.,
1996; Powell, 1995; Flynn et al., 1994, 1995). The model dimensions will be measured by
considering the Five-point Likert’s scales.

The Constructs regarding the quality management practices in the context of Operationalization
are showing in the Table 1. The previous literature are used for considering the
Operationalization of QMPs. six main dimensions will have used for operationalization of the
QM practices and these will process management, supplier quality, employee relation, customer
focus, strategic planning and leadership.

Table 1: Operationalization of the constructs QM

Data Analysis and Research Findings

The data will be analyzed by use of the SPSS (Statistical Package for the Social Sciences). The
violations in respect of the linearity, equality of variances and normality will be checked by
conduction of the Preliminary analysis. All the assumptions have been fulfilled by the sample
data and the conduction of the parametric tests is required for achiving the objective.

29
Reliability Analysis
The previously used items in the researches have been used by the researcher regarding the
validity of the instrument and the people such as professionals and the academics are contacted
for seeking opinion from them based on their expertise in respect area. Reliability of the
measurement is measure by one of the most used statistics named as Cronbach’s coefficient
alpha value scale. The test results are showing in the table 2.

Table 2: Reliability analysis

The results of the analysis of the reliability shows that Cronbach’s alpha value for the
independent variables is more than 0.89 which shows the reliability of the constructs regarding
the performance of the company. 0.874 is the alpha value of the variable which is dependent
regarding the performance. As the values are in the range which is acceptable so in this way the
reliability of the constructs is consider regarding the performance measurement.

Descriptive Statistics for Quality Management Variables

The Descriptive Statistics Results are showing in the table 3 and it the QM and leadership
practices related detentions are also showing in the table 3. The range of the mean of the QM
dimensions resulted is rom (4.05) to (4.20). It has been seen in the results that (4.20) is the
highest mean belong to the Top management and (4.05) is the west mean belongs to the Process
management. The (5) is the maximum score and (3) is the minimum score.

30
 Table 3: overall QM dimensions and Results of descriptive statistics

Important aspect regarding the study of the mean is that during the study it has been revealed that
there are different opinions have been given by most of the respondents. Although the level of
the opinions variations was small and this is the reason that the standard deviation was less than
1.

Correlation Analysis and Multiple Regressions Analysis

The correlation coefficient is one of the most valuable tool regarding the measurement of the
relationship in between the variables. The main concern of the conduction of the correlation
analysis is to evaluate and identify that whether the relationship is existed among the variables
and it also help in assessing the direction and magnitude of the variables of the study (Saunders
et al., 2007; Hair et al., 1998). the multiple regression was conducted for identifying the
influential prospect of the relationship of the variable with each other. According to the
theoretical explanation given by the Hair et al. (1998); Saunders et al. (2007) and Sekaran (2003)
multiple regressions is one of the statistical techniques with the help of which the level of the
variance is predicted in single dependent variable which is created because of diverse
independent variables. Relationship related most important variables are specify by the multiple
regressions while in contrast to it the relationship existence is indicated by the correlation.

31
Test Hypothesis
The main concern of the hypotheses of the study is that to identify and find out the answers of
the questions which were selected for the study. Multiple regressions and correlations during the
study were used for testing the hypothesis and the main concern behind the test of the hypothesis
is to determine the level of the relationship in between the organizational performance and the
quality management dimensions.

32
Part Four

Discussion and Analysis

Pre-bureaucratic structures
Crucial point regarding the entrepreneurial (Pre-bureaucratic) structure is that the tasks
standardization is lacking in this structure. Small organizations use this structure on common
basis. As there are different small tasks in the small companies which are resolve by this
structure. This structure has centralized form. All the main decisions are taken by the strategic
leader and one by one communication is use for conveying the decisions. As important thing
regarding this structure is that it helps to manage and control the growth and development so this
is the reason that this structure is useful for new businesses. Charismatic domination and
traditional domination are two important aspects on which these are based. Classification of
authority of Max Weber's tripartite is usually link to this form of the structure. It has been
evaluated by the Bureaucratic structures Weber (1948) that the bureaucratic structure of fully
developed form contrast and compare the companies in the analogous way as the non-
mechanical modes of production are compare with the machine. When strictly bureaucratic
administration is implementing in the company than personal costs, reduction of friction and of
material, strict subordination, unambiguity, speed and Precision could be raised to the optimum
point.

There is certain level of the standardization in the Bureaucratic structures. This form of the
structures usually adopts the tall structure and it is considered as suitable for all larger and the
complex companies. Critical point of consideration of this structure is that tension in between
non-bureaucratic and the bureaucratic structures is rebounded in Burns and Stalker's divisions in
between the organic structures and mechanistic structures. The hierarchical structure and the
responsibilities and roles are clearly defined by Weberian characteristics of bureaucracy.

Post-bureaucratic
In respect of the organizational literature there are two senses based on which the term post
bureaucratic could be used. One of them is more specific and other is generic. A range of ideas
are described by the generic form of the post bureaucratic which have been developed since the

33
1980s and under this form Weber's ideal type bureaucracy is consider comparing themselves.
Matrix management and the total quality management are two important aspects which are
included in these. core tenets of Bureaucracy are not left behind by none of these. Important
context is since the rules are still bounded in the companies, legal type and the authority are still
Weber's rational and Hierarchies still exist. It has been argued by the Heckscher that rather than a
fundamental shift which is away from the bureaucracy these lines are cleaned up bureaucracies.
The essence of bureaucratic control have been discussed by the conduction of the study by the
Gideon Kunda on culture management .It has been evaluated by him that on principle basis the
enforcement of rules and regulations, codification and formalization does not change. It has been
seen that the focus of the companies is converting to the organization's culture from the
organizational structure.

The Post-Bureaucratic Organization theory developed by another theorist of smaller group. The
study was based on the conduction of the detailed analysis on the companies’ in which there is
no bureaucratic form of the structures. The post-bureaucratic organization which is considered as
ideal type by the Charles Heckscher in which the consensus and dialogue are considered
regarding the decision-making process rather than to focus on the command and the authority for
decisions. He also argued that rather than a hierarchy the company is consider as network and
another important prospect considered was that rather than the decision-making rules there are
meta-decision-making rules.

It has been evaluated by the consensus model that this form of the horizontal decision-making
process is used when community and non-profit company is running, housing cooperatives and
similar form of other cooperatives. The main thing regarding this is that the confidence and the
motivation of the employees is increases because the company can empower the employees with
this. There are different theories which have been presented regarding the way by which the
companies reduce the level of the complexity and adopt the engender organizational and
leadership practices with consideration of the simple structures. There is different studied shave
been conducted for example Miner et al. (2000) evaluated that how the development of the
product and how attractive outcome could be achieved by the companies with consideration of
the simple structure. Regarding the leadership practices it has been seen that simple structure

34
help the leaders of the company to take proper decisions in the companies. The dynamic
environments have been considered by the Jan Rivkin and Sigglekow, and Nelson in which they
study the importance of the strategy and the structure for the decision making of the leadership
management.

There are certain specialized tasks in the company which the management and the employees
perform in the functional structure in the company. The leadership practices in the functional
structure could be implement in better way because the leader of the company have more control
on the performance of the employees and the managers. This form of the structure is based on
the division of company on functional basis such as the production department of the company in
which the production managers and leaders manage and control the performance of the
employees.

It has been seen that functional structure based company can develop and produce high quality
products and services for the customers because f effective control of the leaders of the
departments. It has been seen that in the functional structure the specialization and the
coordination are centralized which help the leaders of the company to produce and develop
limited but efficient products and services.

Another form of the structure is called as the divisional structure and it is also called as the
product structure. When this form of the structure is adopted by the companies than the different
functions of the company is divided into different divisions. All essential functions and the
resources in each division are included based on which the activities by the leaders of the
division and the employees are carry out. one form of the divisional structure is the product
based and other is based on the geographical basis. The leadership practices in the divisional
structure are based on the credibility of the leaders of the division because the leaders have the
authority to implement the strategies according to their own way of operations.

The structure in which both the product and functions structure are included is called as the
matrix structure. As both the functional and the divisional structure are included in the matrix
structure so it is important to note that this form of the structure is used by the companies which
are larger and complex structures. There are different teams of the employees who work on

35
different tasks and activities of the company. The leadership practices in the matrix structure are
implement according to the level of the needs and demands.

Weak/Functional Matrix: When there is one manage or leader on specific project who have
limited level of the authority regarding the functional aspects of the project is consider as the
weak functional matric structure. The control regarding the areas of the project and the resources
are under the manager or leader of the project.

Balanced/Functional Matrix: The balanced matric structure is that structure in which the
balanced of the responsibilities is maintained for example the authorities and the responsibilities
are equally distributed in between the functional managers and the project manager. Projectized
and the functional companies could gain best aspects by using this structure.

Strong/Project Matrix: a Structure in which the leaders of the project or managers have the
responsibility to manage whole the project is called as strong matric structure. For example,
guidelines are given by the functional manager according to need.

Organizational circle: moving back to flat

It has been seen that the small companies usually used the flat structure in the companies. With
the passage of time when the growth of the company occurs than the company become more
hierarchical and complex which create a need for the company to expand the structure with
creation of more departments and more authority levels.

In the past, it has been seen that it was considered as the most prevalent structure. In modern
time, it has been seen that this form of the structure is following by the companies in the China
and this structure is also following most of the governmental organizations in different countries
of the world. Hierarchical and top-heavy typical bureaucracy is using by the Shell Group. There
are different regions of the company in which there are different and multiple levels of the
command. This is the reason that the Shell have the capability to develop and grow the business
and policies according to the level of the market changes. Restructuring into a matrix is created
because of the failure of this structure.

36
It has been seen that with the passage of the time the changes of the structure of the companies
occurred because of changes occurring in the needs and the demands of the people. The more
demanding customers, competition and the globalization are three important reasons on the
behalf of which the company’s structure has become virtual, more fluid, less hierarchical and
more flat.

H 1: Among the performance of the company and the leadership and Quality management a
positive relationship and meaningful relationship existed.

The results of the study have been showed in the table 4.

The results were evaluated by the conduction of the correlation analysis and it has been seen that
all the variables of the study are in positive relationship with each other and are in correlation.
The variables of the study include the process management, supplier quality, employee relation,
customer focus, strategic planning and top management. It has been identified by the results of
the analysis that four of the variables are highly positively correlated and these includes the
employee relation, customer focus, strategic planning and top management. Other two variables
are in weak positive correlation.

Table 4: Correlation test between OP and QM variables

It has been evaluated in this way that all these variables which are highly correlated with OP
have strong influence on the operational performance of the company. The impact of the four
variables has been evaluated by considering the way by which these variables are effecting the
performance of the banks. The hypothesized relationships are supported by the correlation
analysis result excepted supplier quality and process management.

37
As there are certain very significant variables regarding the relationship in between the variables
which have not been identified by the results of the study. For the identification of those the
conduction of the multiple regressions was considered in between the OP and the QM. The
importance of every independent variable has been identified by the conduction of Stepwise
Multiple Regression analysis.

The adjusted value of 0.8 of the R2 given in table 5 shows four in our model. It has been
evaluated that as a dependent variable 84.7% variance is existed. The significance measures have
been indicated in the Table 5 (F = 530.440; sig. =; Sig. = 0.000), which is clearly showing the
statistically significant of the model.

Independent variables are showing in the table 8 and in this table, there are four variables which
are showing that there is significant relationship among the operational performance of the
company and the four variables. It could be seen that in the regression equation supplier quality
and the process management are not included so in this way there was weak previous analysis.

The dependent variable could be explained by the arrangement of the data with the consideration
of the standardized beta (Beta-B-) coefficient. The (B=0. 356; sig. =0. 000; R2adj=0. 828) is the
calculated strongest contribution of the variable employee relation and this is showing the top
management and the customer focus with the variation of 82.8% in respect of the dependent
variable.

Table 5: Multiple regression analysis among and OP QM variables

38
B= 0.258; sig. =0. 000; R2adj=0. 791 (variable top management) which is in the relation with the
customer focus with variation of 79.1% by considering the dependent variable. (B= 0.249; sig.
=0. 000; R2adj=0. 739) (customer focus) is the third variable and by this it has been explained
that in the dependent variable the variation is 73.9%. B= 0.185; sig. =0. 000; R2adj=0. 847
(strategic planning) is the fourth and final variable and in these the dependent variable with
variation of the 84.7% is considered.

Table 6: Multiple regression analysis among and OP QM variables

39
Part Five

Conclusions
A systematic approach is used during the study for achieving the objective of the study which
was based on the evaluation and exploration of the leadership practices at international level. All
the important aspect regarding the topic which had been studies in the past have been considered
in the literature review portion of the study. Important thing regarding the study is that the results
of the study are capable to contribute to both the managerial perspectives and the theoretical
perspectives. In respect of the theoretical prospect the previous literature and the theories have
been conducted and empirical evidence has been provided in respect of support of the theories. a
significant relationship has been concluded form the managerial prospective, in between the
operational performance of the company and the leadership practices and the quality
management. It has been evaluated by the result that the focus of the managers and the leaders of
the company are to increase and enhance the performance of the company.

The research study was conducted on the banking sector in UK so the results are based on the
performance of the banks in the UK. It could be noted that it may be possible that the results
could be different for different sectors. All those issues are not included in the research study but
these are included in the further research.

Crucial point regarding the theoretical model of the study is that it could be extended by the
integration of the findings into the model. further research can be made with the conduction of
the empirically testing. more detailed models could also be built by the researchers by
considering the specific circumstances and situations. Instruments and sound theoretical models
would be the important aspects of the Future research.

The behavior of the people at working environment is determine by considering different

elements. It has been evaluated that the culture and the structure are two important aspect s of the
company regarding which the employees and the managers have been shaped. The structure and
the culture of the companies play significant role in respect of the creation and development of
the communication in between the employees working in the banks. It has been concluded that
there are certain factors outside environment which create influence on the leader and the

40
mangers of the banks to perform their activities. This is the reason that the implementation of the
leadership practices is consider as very important for the success of the banks and companies of
other sectors. Perceptions and the needs of the employees in the banks could be evaluated and
identified by the managers and the leader with the consideration of the effective communication
system in the banks. There are different tools and methods of conducting the communication
with among the managers and the employees of the banks.

An individual brings with them an attitude that affects their own and the state of the work
environment. While it is necessary to understand the meaning of the state, it is necessary to
understand the meaning of the condition, for example, if a man must struggle with his co-
workers, the resulting inefficient behavior can adversely affect his benefit throughout the day.
The most important thing regarding the managers and the leaders is that to understand that what
the attitude and the behavior of the employees means. So, in this way it is very important that the
issues and the problems of the employees must be resolved by the managers and the leaders of
the company for ensuring the effective leadership practices implementation in the banks and the
companies. The leaders and the managers of the banks should know their employees about
applying the best techniques that will achieve the best results applicable to the organization and
the agent.

It has been seen that the belief system is one of the important aspect based on which the people
behave so this is the reason that the diversity is supporting by the companies around the world.
As the culture and the background of different employees is different so it is very important for
the managers and the leaders of the banks and the companies to reduce the level of the conflicts
arising because of the difference of the cultured the belief of the employees. Diversity at working
environment is consider as one of the most important aspects for the success of the banks and the
companies because the leadership management and the managers with the help of Diversity
maintain the best-qualified employee and most effective workers in the company. Knowing how
to work with people of different races, institutions, age, and types of identity can be problematic.
All things considered, most organizations operate on a large scale to ensure that the work
environment is different, and that better and better staff is ready. Organizations should ensure
that they focus on the needs of all employees is consider by the management and consider

41
appropriate diversity within those requirements. An important part of keeping up with several
compelling workplaces is to make sure that employees within the organization are focused on
helping others succeed. This approach makes and understands how inconsistencies assume a
certain role in the overall success of the banks or company. Offering a diverse variety is an
impressive approach to empowering employees to understand each other's differences, and this
type of communication can alleviate fear and pressure in the work environment.

42
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47
Personal Learning Statement
This research provided an opportunity to improve my potential and ability which will definitely
be of great help in future studies. Though this research I have been able to improve my
communication skills, interpersonal skills and presentation skills. At the start, I faced many
challenges and thought that it’s impossible for me to complete the research however my
commitment towards the research helped me in overcoming the issues. Literature review and
analyzing the data collected have provided me with new information and have broadened my
point of views. This research project has changed my way of thinking as well as my personality
in a positive way. I now focus more on critical thinking instead of just focusing on a single point.
I am sure these improvements will help in professional life.

In this research study different research methods have been used. Through this research I have
learned how to make logical arguments and then use these arguments to develop links between
different methodologies and variables. I also learn the way to make effective strategies to make
my research more compatible and use effective learning approaches. After completing this
research I have gained confidence and I am also sure that I can easily carry out further research
in an more effective and efficient manner.

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Appendix (Questionnaire)
The Questionnaire is based on different variables and responses of all questions is based on
YES / NO

Leadership:

 Does your organization accept the quality responsibility?

 Does your organization evaluates and assesses the strategic management on quality?
 Does your organization participate in efforts for quality improvement?
 Does your organization have comprehensive quality planning?

Strategic Planning:

 Does your organization have structured process for establishing long-range quality goals?
 Does quality level is adhered by the management while making strategic planning?

Customer Focus

 Does your organization involve customer perceptions in designing products and services?
 Does level of Customer Satisfaction is adhered by the management while making
strategic decision?

Employee Relations

 Does your organization involve employee’s perception in strategic planning and decision
making processes?
 Does your organization have open employee participations in quality circles?
 Does employees are rewarded for their superior performance?

Process Management

 Does the management clearly rely on inspection?

 Does clarity of process boundaries, ownership and steps are recognized?
 Does your organization take steps for preventive maintenance?

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