In this my present study, I elaborate different types of management, management staffs, types of managers and leaders along with their capacities of work and their roles in any organization or institute to achieve the desired goal with the help of employees. A study found that most of the CEOs of the 62 major US-based companies spent at least 10 percent of their time in quality enhancement efforts. The critical importance of employees' involvement in the quality process of an organization is based on the belief that the best process innovation ideas come from the people actually doing the job. Employee involvement in quality efforts can only come about when the employees know that the organization cares for them. Best companies do not just confine education and training to their shop floor employees and managers. Top executives are actively involved in the learning process themselves. Training is the key element of management system. For the smooth run of any organization we always need proper training for all employees including leadership authority.
Certain difficulties are inherent in the implementation of the improvement of the quality of service, particularly in the Design Management Department. There is often a difference on the issue of translating vision between senior management and Design Department for service improvement into effective, operational QI programs. Middle managers have a key role to play, but often they are overlooked which leads to undermining their efforts to improve the quality programs offered by senior management. This paper describes the first phase of a PhD research project to determine and develop the role of middle management in successful implementation of quality management programs. A framework for quality improvement implementation, including key issues of importance to middle managers regarding their proactive involvement in QI, is suggested. Finally, the initial implementation of the model in a company is discussed.
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