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BUSINESS DEVELOPMENT


QUALITY MANAGEMENT


Whether the subject is the management of quality or the quality of management the message is the same.


The principles of ISO9001 are almost universally valuable, but the value of ISO9001 implementation is almost universally ridiculed.


The subject of implementation, and the outrage of consultants selling overly bureaucratic compliance systems without a single care for the achievement of ownership throughout the team, is discussed at greater length in the workshop.


Let us concentrate on the positive first half of the statement in this short text. We are talking about Kotter’s steps 4 and 5. The delivery of a consistent quality performance depends upon the decisions that every individual takes when confronted with the variables of his/her operation. Any other concept of team performance is significantly less productive.


When every individual can take ownership of, and personally commit to the principles of quality management he or she is then able to implement them consistently in all the varying situations with which he/she is confronted. We call this initiative.


So what are the principles of ISO9001? 1 Understand our customers’ requirements


2 Create the environment to succeed 3 Involve the team fully to achieve objectives


4 Identify the activities & resource that make a process


5 Manage the processes that make a business system


6 turn experience into learning & improvement


7 Manage information to improve decisions


8 Create value together with our customers


It sounds good stuff doesn’t it? And so it is. However, I would guess that 95% of the individuals who work for businesses that have been sold ISO9001 have no familiarity with this set of principles. the oNLY chance of successfully implementing ISo9001 is if 100% of the individuals understand how these principles relate to their work experience, and are committed to applying them.


ENVIRONMENT


In our workshop on competence you will recall that the three constituents of organisational competence are Expertise, Equipment and Environment. one can see just how important it is for managers to create, maintain and develop the right work environment. Without the understanding of objectives and principles individuals in the team cannot volunteer their commitment, and without each individual’s commitment to perform a manager is consigned to the close supervision of everyone’s actions. These managers feel the need to monopolise the authority to make decisions because, in their view, no-one has earned the trust to be ‘let loose’.


The litmus test for a successful work environment is delegation.


DELEGATION When I think about


the good managers I have worked for (there have been some) and the bad managers (there have been more) there is one common factor… delegation. All of the good ones were successful delegators, and all the bad ones were awful delegators. Indeed there are very few shades between good and bad delegation.


What is the difference between a good delegator and a bad delegator?


For me the answer is authority. Think about it as it affects you. In order to succeed in achieving an objective you need to know that the responsibility is yours, and that you have the authority to take the necessary action. And there you have it, good ones delegate responsibility and authority, and bad ones delegate responsibility, but not authority.


Management is a function, a responsibility to execute the agenda.


Resist the temptation to mimic someone else’s style. Even if they have been hugely successful, they have got there by doing it tHEIR WAY. they may sell books by promoting style, but they won’t improve your chances of being a better manager by persuading you to adopt their style. There is only one successful style…YoURS, but the functions of good management are universal.


John Britton john@renewablesnetwork.co.uk FINAL THOUGHTS


McCrimmon and Kotter have clarified the subject of management for me. I urge you to read the books I have detailed. For those avid readers amongst you there is one other book in my list of ‘must reads’. Marcus Buckingham’s ‘First Break All the Rules’ sounds like a call to rebellion, but it really isn’t. It is challenging and thought provoking, anything less would be a waste of time.


www.windenergynetwork.co.uk


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