View the step-by-step solution to:

Example of Strategic Quality Management (SQM) Implementation Plan Outline Use all 15 items in your plan. You may include additional items in an

Strategic Quality Management (SQM) Implementation Plan -- Individual Assignment – 25% of grade. This SQM plan may be for a religious organization, a city, A&M-Commerce, a manufacturing or engineering organization, the organization for which you work, etc. This is an organization-wide (i.e., company-wide, university-wide, etc.) plan for the implementation of a Strategic Quality Management Initiative. NOTE: This is NOT a Management 527 or Marketing 521 Case, a research paper, or a plan for implementing an IT system, an HR system, etc. It is an organization-wide QUALITY plan. Citations are not required for SQM plan. Double space. Use 1-inch margins, 12 point, and Times New Roman font. NO title page. Put your name in the upper right hand corner of the first page of the plan. Textbook is the primary resource for this. The required outline is in Document Sharing. You may add items, but DO NOT omit items on the outline. Use headings based on items required in outline. Approximate length is 10 to 12 pages (appendices extra). If the plan is for the organization for which you are employed & you need to exceed page limit, email me. I want what’s best for your organization.

Additional Documents attached. Any questions, feel free to email me!

Example of Strategic Quality Management (SQM) Implementation Plan Outline Use all 15 items in your plan. You may include additional items in an appendix. I. What is the organization of which you are the CEO--Superintendent of a school district? CEO of a hospital? Plant Manager? University president? CEO of Wal-Mart, Costco, or Dollar Tree? Etc.? II. How, and to what extent is this organization involved in and impacted by globalization? How should it be involved in globalization? III. Consensus of Leadership Team to Implement SQM IV. Assessment of Culture (Conducive to SQM? Changes Needed?) V. Assessment of Existing Improvement Initiatives (ISO 9000 or other ISO standards? TQM? SPC? Lean Manufacturing? JIT Six Sigma? Other initiative? Or some initiative that is unique to your industry or organization?) VI. Use of Strategic Management Model and its elements – Also, how will you integrate your quality Initiative into the Strategic Management of the Organization? VII. Five P’s Strategic Leadership Model - Use (and Alignment) of Five P’s—Plan how you will use and Align 5P’s? VIII. How and why are the concept and application of ethics crucial to the implementation of a strategic quality management initiative? IX. Training (What training will you do? Who will do it? Who will receive the training? Examples are: Quality Theory and Tools, Six Sigma, Lean, Kaizen, Leadership, etc. You choose the type of training based on your knowledge of what you think you and your people will need.) X. Communication (How will people in your organization know you are implementing SQM, what their respective roles are, etc.?) XI. Teams (Will you have teams? What types? How will you activate them, use them, energize them for the long term, etc.?) XII. Empowerment (How will you use empowerment?) XIII. Process Documentation, Ownership, Management, and Improvement (How will you manage and streamline processes? Examples are listed.) a. List Processes and Who Owns Each on Departmental Calendar b. Develop a Checklist (Process Flowchart, Process Map, etc.) for each process c. Prioritize Processes d. Streamline Processes (e.g., Eliminate non-value-added items, etc.) e. Document Process Changes XIV. Quality Awards (How will you use Quality Award Criteria? For what quality awards will you apply? Why?) XV. Benchmarking (Which organizations will you benchmark? Why? How will you use the results?) XVI. Measurement of SQM Success (Key performance indicators--KPI’s, etc.) XVII. How will you use the quality management and related management and business theories that you included in your individual and/or team research papers? XVIII. Lessons Learned from Successes & Failures – How will you use successes and failures as the foundation for future success? XIX. Publicity/Visibility of Success – How and why will you publicize successes? XX. Conclusion – How will you ensure long-term continuous improvement in your organization? Revised 2013
Background image of page 1
Internal & External Assessment s Visio n Goals & Objectives Strategy Formulatio n Strategy Implementatio n (Deployment) Measurement & Feedbac k Strategic Management Model Mission Why the Organization Exists. What the Organization Wants to Be. High Level Desired Results. Specific, Measurable Outcomes Necessary to Make the Vision a Reality. The Plan of How & When to Achieve the Goals & Objectives. This Includes Strategies, Tactics, & Action Plans. Who will do what when? How are we doing? Are We Getting Better or Worse? What Modifications and Improvements Are Necessary? Internal Strengths & Weaknesses External Opportunities & Threats (SWOT) Use Quality Criteria for Self-Assessment and Improvement. Implement Teams Don’t forget Core Competencies & Critical Success Factors . Leadership Competencies & Core Values [email protected]
Background image of page 1
Strategic Implementation as a Core Competency The 5P&s Model Mildred Golden Pryor, Donna Anderson, Leslie A Toombs and John H Humphreys Abstract Whereas strategy formation has received robust examination in the literature, explicit guidance toward strategy implementation has been meager. Unfortunately, most strategic planning efforts fail during this crucial phase wasting significant resources already invested. Because of the abysmal success rates in plan realization, we suggest that the systematic strategy implementation requires a more integrative methodology. While it is feasible to theoretically separate the academic domains of strategic management, operations management, organizational behavior, etc., such an approach is not pragmatic for organizational leaders charged with conceptual execution. These leaders would benefit from a more inclusive framework so that strategic implementation, as opposed to the myopic focus on strategy formulation, might emerge as a core competency. Based upon this premise, we integrate theory and research from supposed disparate business disciplines to offer the 5P&s model, a universal, comprehensive representation of effective strategy implementation. Keywords: Strategy Implementation, Core Competency, 5 P&s Model Mildred Golden Pryor Donna Anderson John H Humphreys Texas A&M University - Commerce Texas 75429 Leslie A Toombs The University of Texas at Permian Basin 4901 E. University Odessa, Texas 79762 While conceptual and analytical models of strategy formulation have continued to develop, such offerings within the realm of strategy execution have been meager at best. Without coherent, aligned implementation, however, &even the most superior strategy is useless± (Aaltonen and Ikavalko, 2002, p. 415). Accordingly, many scholars have bemoaned the lack of attention given to strategic implementation (Aaltonen and Ikavalko, 2002; Al Ghamdi, 1998; Alexander, 1985; Noble, 1999). Rightly so, as in the dynamic, hypercompetitive environment of today, savvy executives realize implementation is just as critical, if not more so, than the development of effective strategies (Atkinson, 2006; Higgins, 2005; Kaplan and Norton, 2001) and &that strategy execution will emerge as one of the critical sources of sustainable advantage in the twenty-first century± (Biglar, 2001, p. 3). Although we agree with this assessment, regrettably, recent data suggests the majority of implementation efforts are unsuccessful (Allio, 2005; Sterling, 2003). One reason for the dreadful success rate is the lack of an integrated viewpoint (Beer and Eisenstat, 2000; Raps, 2004). Reed and Buckley (1988) held the literature available tended to focus on specific subsidiary components within strategic implementation (e.g., strategic control, the role of human resources, organizational culture, middle-management commitment, etc.). To further obscure matters, this literature is explicated in a
Background image of page 01
4 Journal of Management Research multitude of academic and organizational disciplines (Neely, Mills, Platts, Gregory, and Richards, 1994; Noble, 1999). Atkinson (2006, p. 1444) summed up this predicament by saying what we have is &a lack of theoretical frameworks± and a &somewhat incoherent knowledge base± with &many important gaps remaining to be filled in.± Clearly, a comprehensive representation derived from these various implementation elements and perspectives is needed (Atkinson, 2006; Raps, 2004). Although such an integrated, conceptual model of strategy implementation has proven elusive, we propose a model toward advancing such a framework. We begin with a very brief discussion of the relationship and differentiation between strategy formulation and implementation in real-world organizations. Further, we demonstrate the critical role of strategic execution as a potential core competency of the firm and support our contention of the need for a more integrated conceptual model of strategy application. Next, taking perspectives from various specific implementation topics and functional disciplines, we offer and elucidate our comprehensive representation of strategic implementation. Finally, we conclude with our thoughts of implications and future efforts for those researching and applying strategy in organizational settings. Strategic Implementation Although we do not intend to minimize the importance of formulating effective strategies, the truth of the matter is that many organizations have developed &the know-how and insight to create the right strategy. Executing it, however, is another matter± (Zagotta and Robinson, 2002, p. 30). Unfortunately, implementation has too often been considered a &strategic afterthought± (Raps, 2004, p. 53), as most strategy textbooks describe implementation as an entity distinct from formulation, primarily focused on structure (Aaltonen and Ikavalko, 2002), even though the two must be interconnected (Pettigrew, 1987). Undoubtedly, many consider execution less &glamorous± than formulating vision (Humphreys, 2004) and strategic content (Atkinson, 2006, p. 1441, based on Alexander, 1985). In addition, too many in positions of organizational leadership seem to &get lulled into believing that a well- conceived strategy communicated to the organization equals implementation± (Beer and Eisenstat, 2000, p. 29). Experience, though, dictates otherwise as many carefully crafted strategies are simply never successfully implemented (Fauli and Fleming, 2005; Floyd and Wooldridge, 1992; Mintzberg, 1994; Sterling, 2003), because many firms find it difficult to bridge the knowing-doing gap (Pfeffer and Sutton, 2000). Of course, ineffective implementation can cripple the firm, as the needed strategy goes wanting even as the considerable energy and resources expended to develop the strategic planning skills and processes are wasted (Allio, 2005; Humphreys, in press; Raps, 2004). &Execution is at the core of business success and forms a foundation for applying the firm²s competence± (Joyce, 2005, p. 69). Thus, many have called for a more robust focus on implementation as an organizational core competency (Biglar, 2001; Fauli and Fleming, 2005; Joyce, Nohria, and Roberson, 2003). Implementation as a Core Competency Most executives have heard the anecdotal refrain ³ &effective implementation of an average strategy beats mediocre implementation of a great strategy every time± (Sterling, 2003, p. 27). More than a decade ago, Egelhoff (1993, p. 49) demonstrated an understanding of this premise by declaring, &More firms need to shift from relying on superior strategy to developing superior strategy implementation capabilities.± This advice was offered upon contrasting American firms, which typically pursued unique business strategies, with Japanese firms, many of which applied ubiquitous strategies but with world-class implementation. The author (Egelhoff, 1993) asserted the development of such capabilities could lead to a sustainable competitive advantage (Sashittal and Jassawalla, 1998) that could be applied across numerous business functions, the basic definition of core competency (Hamel and Prahalad, 1990).
Background image of page 02
Show entire document

Recently Asked Questions

Why Join Course Hero?

Course Hero has all the homework and study help you need to succeed! We’ve got course-specific notes, study guides, and practice tests along with expert tutors.


Educational Resources
  • -

    Study Documents

    Find the best study resources around, tagged to your specific courses. Share your own to gain free Course Hero access.

    Browse Documents
  • -

    Question & Answers

    Get one-on-one homework help from our expert tutors—available online 24/7. Ask your own questions or browse existing Q&A threads. Satisfaction guaranteed!

    Ask a Question