Leadership and Management

BBM8-ADDU
REVISION GUIDE 1,4,5,6,7,9

TOPIC 1

1. Differentiate between leadership and Management.

Management is the process of deciding what to do and then getting it done through the effective use of
resources. Leadership is the process of getting people to do their best to achieve a desired result. It
involves developing and communicating a vision for the future, motivating people and gaining their
engagement.

2. What is the main purpose of management?

 The primary function of management in profit-making firms is to satisfy a range of stakeholders.
This means fulfilling the objective of all the stakeholders.
 In the public sector, management is there to ensure that the services the community requires are
delivered effectively.
 In the voluntary sector, it ensures that the purposes of the charity are achieved and also to keep the
faith of the community and donors.

3. What are some of the characteristics of a manager? Explain each in detail with examples.
 An Ability to Teach: Good managers exhibit mastery over their trade knowledge and demonstrate a
willingness to continuously learn and grow their trade. A great manager has the ability to concentrate
their skill sets into ways that are teachable and digestible. As your managers grow in capability and
knowledge, you'll want them to be able to share their expertise with more junior team members. A
manager that can effectively and confidently train their reports only makes the team operate stronger
as a whole. 
 Relatability: A good manager will serve as a representative for your department within your
organization. A great manager will proactively work with other members of the company to build
relationships and find ways to strategically partner together. Great managers know their audiences
and know how best to interact with each one.  Whether it's a direct report, a vendor or your
company's CEO, great managers are comfortable and capable of professionally expressing
themselves in each situation. Conflicts at work are inevitable at every level, but it is your manager's
job to mediate these among the mid and lower ranks of your team.
  Emotional Intelligence: Great managers possess a self-awareness of their role that allows them to
know exactly how their role and their team operate in the greater organizational structure. Great
managers can provide recommendations and ideas that address the needs of all levels of the team.
Knowing when and how to delegate is crucial for team success. Very often some managers take on
more workload than is necessary with an "it'd take me longer to show you" mindset. This not only
hurts their stress levels but positions the team's productivity focus on one individual. This results in a
localization of production and keeps the manager from managing-- reviewing deliverables, working
towards macro-level strategies and nurturing direct reports. Along with technical skills, emotional
intelligence is highly important to maximize a manager's efficiency. It has been stated many times
that employees do not quit jobs, but managers. A great manager can interface with a variety of
personalities and seamlessly balance the roles of teacher, supervisor, and partner with their reports.
Effective strategies in workload and stress management help ensure that even when the manager is
feeling the pressure that they won't impart that negativity onto the rest of the team. 

4. What are some of the characteristics of a leader? Explain each in detail with examples.
 Intelligence: In addition to having high IQ, effective leaders tend to have high emotional
intelligence (EQ). People with high EQ demonstrate a high level of self-awareness, motivation,
empathy, and social skills.
 Extraversion: extraversion is related to leadership. Extraverts are sociable, assertive, and energetic
people. They enjoy interacting with others in their environment and demonstrate self-confidence.
they are both dominant and sociable in their environment, they emerge as leaders in a wide variety of
situations
 Conscientiousness: Conscientious people are organized, take initiative, and demonstrate
persistence in their endeavors.
 openness to experience: those who demonstrate originality, creativity, and are open to trying new
things—tend to emerge as leaders and tend to be effective as leaders
 Self-Esteem: The degree to which people are at peace with themselves and have an overall positive
assessment of their self-worth and capabilities seems to be relevant to whether they will be viewed
as a leader. Leaders with high self-esteem support their subordinates more, and when punishment
needs to be administered, they punish more effectively.
 Integrity Research also shows that people who are effective as leaders tend to have a moral compass
and demonstrate honesty and integrity
5. ‘A commonly coined phrase tells us that leadership is doing the right thing and management is
doing things right’. Discuss this statement with relevant examples.
 Leadership in managing an organization mainly deals with setting the right direction for the
organization. In other words it includes not only determining the objectives and goals to accomplish
but also showing the right path to achieve them. This is nothing but being effective. In other words,
according to Peter Drucker’s word, doing right things. Management mainly deals with the carrying
out of all organizational activities and ensuring that the end results or goals are achieved with
minimum wastage of organizational resources. This is nothing but making sure that with the
minimum usage of physical, HR, financial and informational resources to accomplish a task within
the set time. This is nothing but being efficient, in other words doing things right. For any
organization to succeed in today’s global competitive environment, most important requirement is
nothing but good leadership, to establish the vision, mission and strategies. But to achieve these
mission and to realize the goals, good management of the available scarce organizational resources
is also very important. Thus efficiency and effectiveness can be related to two sides of the same
coin. Because one cannot substitute the other, but doing right things (effectiveness) and doing things
right (efficiency) are complementing each other. Thus leadership ensures effectiveness and
management make sure that you are efficient.
6. Explain different types of leaders (leadership styles).
Coercive – demands compliance (use in a crisis or with problem people).
Autocratic – The phrase most illustrative of an autocratic leadership style is "Do as I say." Generally, an
autocratic leader believes that he or she is the smartest person at the table and knows more than others.
They make all the decisions with little input from team members.
Authoritative Style -- The phrase most indicative of this style of leadership (also known as "visionary")
is "Follow me." The authoritative leadership style is the mark of confident leaders who map the way and
set expectations, while engaging and energizing followers along the way.
Affiliative – creates harmony (use to heal wounds and to motivate people under stress). the affiliative
leadership approach is one where the leader gets up close and personal with people. A leader practicing
this style pays attention to and supports the emotional needs of team members.
Democratic – forges consensus (use to build agreement and get
contributions). Democratic leaders are more likely to ask "What do you think?" They share information
with employees about anything that affects their work responsibilities. They also seek employees'
opinions before approving a final decision.
Pacesetting – sets high standards (use to get fast results from a
 motivated team). "Do as I do!" is the phrase most indicative of leaders who utilize the pacesetting style.
This style describes a very driven leader who sets the pace as in racing. Pacesetters set the bar high and
push their team members to run hard and fast to the finish line.
Coaching – develops people (to improve performance and develop
strengths). Leaders who use a coaching style open their hearts and doors for people. They believe that
everyone has power within themselves. A coaching leader gives people a little direction to help them tap
into their ability to achieve all that they're capable of.

7. There are number of leadership theories, explain ANY THREE theories.

 Trait Theories: Trait theory assume that people inherit certain qualities and traits that make them
better suited to leadership. Trait theories often identify a particular personality or behavioral
characteristics shared by leaders. For example, traits like extroversion, self-confidence, and courage
are all traits that could potentially be linked to great leaders. If particular traits are key features of
leadership, then how do we explain people who possess those qualities but are not leaders? This
question is one of the difficulties in using trait theories to explain leadership. There are plenty of
people who possess the personality traits associated with leadership, yet many of these people never
seek out positions of leadership. There are also people who lack some of the key traits often
associated with effective leadership yet still excel at leading groups.
 Contingency Theories: Contingency theories of leadership focus on particular variables related to
the environment that might determine which particular style of leadership is best suited for the
situation. According to this theory, no leadership style is best in all situations. Leadership
researchers White and Hodgson suggest that truly effective leadership is not just about the qualities
of the leader, it is about striking the right balance between behaviors, needs, and context. Good
leaders are able to assess the needs of their followers, take stock of the situation, and then adjust
their behaviors accordingly. Success depends on a number of variables including the leadership
style, qualities of the followers, and aspects of the situation.
 Situational Theories: Situational theories propose that leaders choose the best course of action
based upon situational variables. Different styles of leadership may be more appropriate for certain
types of decision-making. For example, in a situation where the leader is the most knowledgeable
and experienced member of a group, an authoritarian style might be most appropriate. In other
instances where group members are skilled experts, a democratic style would be more effective.
 Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders
are made, not born. Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this
leadership theory focuses on the actions of leaders, not on mental qualities or internal states.
According to this theory, people can learn to become leaders through teaching and observation.
TOPIC 4

1. What is the main aim of organizational design?

 clarify the overall purposes of the organization – the strategic goals which govern what it does and
how it functions;
 define how work should be organized to achieve that purpose, including the use of technology and
other work processes;
 define as precisely as possible the key activities involved in carrying out the work;
 group these activities logically together to avoid unnecessary overlap or duplication;
 provide for the integration of activities and the achievement of cooperative effort and teamwork;
 build flexibility into the system so that organizational arrangements can adapt quickly to new
situations and challenges;
 provide for the rapid communication of information throughout the organization;
 define the role and function of each organizational unit so that all concerned know how it plays its
part in achieving the overall purpose;
 clarify individual roles, accountabilities and authorities;
 take account of individual needs and aspirations;
 design jobs to make the best use of the skills and capacities of the job holders and to provide them
with high levels of intrinsic motivation;
 plan and implement organization development activities to ensure that the various processes within
the organization operate
 set up teams and project groups as required to be responsible for specific processing, development,
professional or administrative activities or for the conduct of projects.

2. What is the main purpose of conducting organizational review (audit)?

It helps an organization accomplish its objectives by bringing a systematic, disciplined approached to
evaluate and improve the effectiveness of risk management, control, and governance processes. In other
words, organisational audit is referred to as an activity which is created to assist an organisation in
improving its operations by identifying the strengths and weaknesses of the organisation to achieve its
objectives.
3. What do you mean by job design?
Job design specifies the contents, methods and relationships of jobs in order to satisfy work
requirements for productivity, efficiency and quality, meet the personal needs of the job holder and thus
increase levels of employee engagement.

4. What is the purpose of job design?

The purpose of job design, or redesign, is to coordinate and optimise work processes to create value and
improve productivity.

5. Suppose you want to review your business. What are the main components involved in the
process? Explain the whole process in detail.
 An analysis, of the existing arrangements and the factors that may affect the organization now
and in the future.
 A diagnosis, of the problems and issues facing the organization and of what therefore needs to be
done to improve the way in which the organization is structured and functions.
 A plan to implement any revisions to the structure emerging from the diagnosis, possibly in
phases. The plan may include longer-term considerations about the structure and the type of
managers and employees who will be required to operate within it.
 Implementation of the plan.
TOPIC 5

1. Define organizational development.

• Organization development (OD) is about taking systematic steps to improve organizational capability. It
is concerned with process and people – how things get done by those who work in the organization.
2. Explain different strategies that can be used in organizational development.
OD strategies concentrate on how and what is done. They are concerned with system-wide change and
are developed as programmes with the following features:
 They are managed (or at least strongly supported) from the top, but may make use of third parties or
‘change agents’ to diagnose problems and to manage change by various kinds of planned activity or
‘intervention’.
 The plans for organization development are based upon a systematic analysis and diagnosis of the
strategies and circumstances of the organization and the changes and problems affecting it.
 They use behavioural science knowledge and aim to improve the way the organization copes in
times of change through such processes as interaction, communications, participation, planning and
conflict management.
 They focus on ways of ensuring that business and HR strategies are implemented and change is
managed effectively.
 In accordance with the views of Jack Welch quoted at the head of this chapter, they avoid
complexity and aim to build confidence.
a) Why do you think that organizational development is necessary for the business?
Most individuals are driven by the need of personal growth and development if the working
environment is supportive and challenging. Wort team at informal level has greater importance for job
satisfaction and the dynamics of such teams have greater impact on the behaviors of their members. OD
aim to improve the quality of working life of all members of the organization. Organizations can be
more effective if they learn to diagnose their own strengths and weaknesses. Managers often do not
know what is wrong and need special help in diagnosing problems.
 OD seeks to  identify operations that require a change within an entity. This process helps the
decision-makers come up with a management plan.
 Organizational development enables a company to continually improve its processes and offerings.
By helping make strategic choices in all activities that the organisation does, OD helps improve
efficiency.
 It is not just about increased efficiency. Doing those activities effectively is equally important as
well. Increased communication, interaction and feedback is one of the outcomes of OD
 OD helps in communicating a future vision thus pooling the required capability and potential
necessary for the achievement of the vision.
 OD also gives rise to innovation as one of the outcomes.
 OD gives rise to employee satisfaction. The process helps to reduce absenteeism and employee
turnover thus reducing the costs related to recruitment and retention of employees.
b) Explain different types of organizational development activities and recommend the best
method to be used.
1.Action research: systematically collecting data from people about process issues and feeding it
back in order to identify problems and their likely causes. This provides the basis for an action plan
to deal with the problem, which can be implemented cooperatively by the people involved. The
essential elements of action research are data collection, diagnosis, feedback, action planning, action
and evaluation.
2. Survey feedback: This is a variety of action research in which data are collected about the system
and then fed back to groups to analyse and interpret as the basis for preparing action plans. The
techniques of survey feedback include the use of attitude surveys and workshops to feed back results
and discuss implications.
3. Interventions: core structured activities involving clients and consultants. The activities can take
the form of action research, survey feedback or any of those mentioned in the following sections.
4. Process consultation: involves helping clients to generate and analyse information that they can
understand and, following a diagnosis, act upon. The information will relate to organizational
processes such as inter-group relations, interpersonal relations and communications. The job is to
‘help the organization to solve its own problems by making it aware of organizational processes, of
the consequences of these processes, and of the mechanisms by which they can be changed’.
5. Group dynamics: the processes that take place in groups that determine how they act and react in
different circumstances. Team-building interventions can deal with permanent work teams or those
set up to deal with projects or to solve particular problems. Interventions are directed towards an
analysis of the effectiveness of team processes
6. Inter-group conflict interventions: As developed by Blake et al (1964), these aim to improve
inter-group relations by getting groups to share their perceptions of one another and to analyse what
they have learnt about themselves and the other group. The groups involved meet each other to share
what they have learnt and to agree on the issues to be resolved and the actions required.
 7. Integrated strategic change: is a highly participative process conceived by Worley et al (1996).
The aim is to facilitate the implementation of strategic plans. The steps required are:

TOPIC 6

1. What is meant by change management?

Change management is the process of ensuring that an organization is ready for change and takes action
to ensure that change is accepted and implemented smoothly.
2. What are the different types of change a business organisation go through? Explain each type in
detail.
1. Incremental change is gradual change. It takes place in small steps. At the strategic level James
Quinn (1980) coined the phrase ‘logical incrementalism’ to describe how organizations develop their
change strategies. He suggested that organizations go through an iterative process that leads to
incremental commitments that enable the enterprise to experiment with, and learn about, an
otherwise unknowable future.
2. Transformational change: process of ensuring that an organization can develop and implement
major change programmes so that it responds strategically to new demands and continues to function
effectively in the dynamic environment in which it operates.
3. Strategic change: is concerned with broad, long-term and organization-wide issues. It is about
moving to a future state that has been defined generally in terms of strategic vision and scope. It will
cover the purpose and mission of the organization, its corporate philosophy on such matters as
growth, quality, innovation and values concerning people (employees and customers), and the
technologies employed.
4. Organizational change: deals with how organizations are structured and, in broad terms, how they
function. It involves identifying the need to reconsider the formal structure of organizations, which
Child (1977) has defined as comprising ‘all the tangible and regularly occurring features which help
to shape their members’ behaviour’.
5. Systems and processes: Changes to systems and processes affect operations and impact on working
arrangements and practices in the whole or part of an organization. They take place when operating
methods are revised, new technology is introduced or existing technology is modified.
6. Cultural change aims to change the existing culture of an organization. Organizational or corporate
culture is the system of values (what is regarded as important in organizational and individual
behaviour) and accepted ways of behaviour (norms) that strongly influence ‘the way things are done
around here’.
 7. Behavioural change involves taking steps to encourage people to be more effective by shaping or
modifying the ways in which they carry out their work.

3. There are certain reasons for an organisation to go through a cultural change in a large scale.
What are these reasons? Explain.
1. If the organization has strong values that do not fit a changing environment.
2. If the industry is very competitive and moves with lightning speed.
3. If the organization is mediocre or worse.
4. If the company is about to join the ranks of the very largest companies.
5. If the company is small but growing rapidly.
4. How changes happen? Explain the stages in detail.
1. Analysis of the here and now
2. Getting from here to there – managing the transition
3. Implementation – the transitional stage
4. Consolidation (holding the gains) – ensuring that the benefits resulting from the change
5. Explain ANY THREE change management models.
1. Kurt Lewin
Lewin’s Change Management Model is one of the most popular accepted, and effective change
management models. It helps companies better understand organizational and structured change.
This model consists of three main stages which are: unfreeze, change and refreeze.
Unfreezing – altering the present stable equilibrium, which supports existing behaviours and
attitudes. This process must take account of the inherent threats change presents to people and the
need to motivate those affected to attain the natural state of equilibrium by accepting change
Changing – developing new responses based on new information.
Re-freezing – stabilizing the change by introducing the new responses into the personalities of those
concerned.
Leaders should make sure that changes are adopted and used even after the change management
objectives have been achieved. 🧡 Why we like this model Lewin’s change management model
describes in a very simple way the main 3 stages that every change management process has to go
through: pre-change, during change and post-change. Because of its simplicity, many organizations
choose to follow this model when implementing change.

2. Richard Beckhard
Setting goals and defining the future state or organizational conditions desired after the change.
 • Diagnosing the present condition in relation to these goals.
• Defining the transition state activities and commitments required to meet the future state.
• Developing strategies and action plans for managing this transition in the light of an analysis of the
factors likely to affect the introduction of change.
3. Keith Thurley (1979)
Directive – the imposition of change in crisis situations or when other methods have failed. This is
done by the exercise of managerial power without consultation.
Bargained – this approach recognizes that power is shared between the employer and the employed
and that change requires negotiation, compromise and agreement before being implemented.
Hearts and minds’ – an all-embracing thrust to change the attitudes, values and beliefs of the whole
workforce. This ‘normative’ approach seeks ‘commitment’ and ‘shared vision’ but does not
necessarily include involvement or participation.
Analytical – a theoretical approach to the change process using models of change such as those
described previously. It proceeds sequentially from the analysis and diagnosis of the situation,
through the setting of objectives, the design of the change process, the evaluation of the results and,
finally, the determination of the objectives for the next stage in the change process.
Action-based – this recognizes that the way managers behave in real life bears little resemblance to
the analytical, theoretical model. The distinction between managerial thought and managerial action
blurs in practice to the point of invisibility. What managers think is what they do. Real life therefore
often results in a ‘ready, aim, fire’ approach to change management.

6. Explain the steps needed for an effective change.

1. Mobilize commitment to change through the joint analysis of problems.
2. Develop a shared vision of how to organize and manage to achieve goals such as
competitiveness.
3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along.
4. Spread revitalization to all departments without pushing it from the top – don’t force the issue, let
each department find its own way to the new organization.
5. Institutionalize revitalization through formal policies, systems and structures.
6. Monitor and adjust strategies in response to problems in the revitalization process.
7. How would you cope with the resistance to change?
Resistance to change may never be overcome completely but it can be reduced through
involvement and communications.
Involvement in the change process gives people the chance to raise and resolve their concerns
and make suggestions about the form of the change and how it should be introduced.
 ‘to develop and communicate a clear image of the future’.
8. What are the drivers for change?
More proactively, the driver for change may be an innovatory strategic plan or a positive response to
environmental trends. Change may be inspired by an energetic and determined individual who wants to
get things done

TOPIC 7

1. What is meant by customer-centric culture?

Customer relations is concerned with all aspects of the ways in which an organization provides goods
and services to its external customers and looks after its internal customers.

2. How can you develop customer-centric culture?

A customer-centric culture is one in which everyone in the organization is aware of the importance of
delighting customers by providing high levels of service to them, and works cooperatively with
colleagues to achieve and exceed customer service standards.

3. Explain all the steps involved in creating customer-centric culture.

1. Articulate the core values for service excellence that will be adopted by the organization.
2. Communicate those values to all staff.
3. Live the values at top management level – how they lead is how others serve.
4. Implement programs of continuous improvement that provide for incremental but significant
enhancements to service levels.
5. Implement total quality management or Six Sigma programmes which provide for the achievement of
high levels of product and service quality.
6. Focus on internal as well as external customers.
7. Define the attitudes and behaviours expected of all those dealing with external and internal customers.
8. Select people with the right attitudes, train them in the customer service skills they need and empower
them to provide them with greater autonomy in relating to customers.
9. Monitor performance by reference to core customer service values and expected attitudes and
behaviour.
10. Recognize and reward high levels of customer service achieved by individuals and teams.
4. Michael Porter (1980) introduced a concept called value chain. What are the activities involved in
the value chain?
1. Inbound logistics – the reception, storage and internal transport of inputs to the product.
2. Operations –transformation of those inputs into product.
3. Outbound logistics – the collection, storage and distribution of the product to buyers.
4.Marketing and sales – persuading buyers to purchase the product and making it possible for them to do
so.
5. Service – the provision of service to enhance or maintain the value of the product.

5. What are customer relationship management (CRM) systems?

CRM (customer relationship management) systems are used by businesses to manage the information
they gather on their customers and so enhance the quality of their customer relationships.

6. A complete CRM system contains four distinct sub-processes that feed into each other in a loop.
Explain each of these sub-processes in detail. Provide examples.
1. Data gathering – customer data is gathered and organized by segment. Data on customer purchasing
patterns and complaints is particularly important.
2. Data analysis and value identification – the segmented data are analysed to provide information on
customer motivations and behaviour.
3. Value delivery – the new insights obtained by the analysis are used to indicate where changes to
the marketing mix (product, price, promotion and place) are required.
4. Monitoring, feedback and control – ensuring that the changes are viable and make overall
strategic sense.
TOPIC 9

1. What are the main aims of continuous improvement in a business?

By developing operational and business processes that ensure that customer expectations are fully met,
indeed exceeded.
It is also necessary to ensure that the organization is profitable or is fulfilling its purpose effectively.
The more detailed aims are to improve the quality and reliability of products or services and their
customer appeal, enhance operational systems, improve service levels and delivery reliability, and
reduce costs and lead times.

2. What are the factors that are required for continuous improvement?
a. Leadership: leadership and direction and ensures that their vision for continuous improvement is
conveyed to everyone in the organization.
b. Shared organizational values: values are based on the belief that the achievement of customer
satisfaction is crucial and that continuous improvement programmes are the best way to achieve
this aim. Some values are Respect for people, Trusting people, Cooperation and Openness.
c. Structure: A more flexible, team-based structure is likely to foster cooperation and ensure that
the collective wisdom of a number of people is brought to bear on problems.
d. Process: Process is concerned with ‘the way things get done around here’.
e. Comprehensive people development: require people with the knowledge and skills needed to
analyse opportunities and problems, innovate and reach practical solutions.
High-performance culture: A high-performance culture is conducive to continuous improvement.

3. What are the components involved in the framework for continuous improvement? Explain each
in detail.
A) Strategy: Clear strategic goals need to be set for continuous improvement, providing ‘signposted
destinations’. These goals should be communicated across the whole organization and translated into
specific targets for teams and individual workers.
 B) Culture: The culture should support CI and develop quality awareness. This means defining and
communicating values about the need to persist in making incremental improvements to quality as
perceived by customers, and about autonomy and empowerment

C) Infrastructure: includes open management systems, cross-functional management and structures,

teamworking, two-way communication processes, joint decision-making and employee autonomy
and participation. This framework depends largely on trust: ‘Managers have to trust their workers if
they are going to grant them greater responsibility and authority.
D) Process: include individual problemseeking activities, problem-solving groups, suggestion schemes
and company-wide campaigns to promote continuous improvement. It has to be encouraged and
facilitated by management action.
E) Tools: is enhanced by the use of the various problem-solving tools available for individuals and
groups. These include Pareto diagrams and cause and effect diagrams, and various statistical tools
such as control charts and scatter diagrams. Benchmarking is another important tool used to establish
standards for continuous improvement. Groups can use brainstorming techniques to develop ideas.

4. What are the steps involved in making a strategy for continuous improvement? Explain in detail.
The strategy is produced in six steps:
 Establish corporate objectives; ( Identify the target process, Organize and empower an
improvement team, Describe the issues, concerns or opportunity, Collect current performance
data, Create a process map)
 determine the effects of current practices: ( Identify the process customers and suppliers,
Define the process inputs and outputs, Define the process requirements Identify wastes and
value-added activities ,Generate a list of potential improvements)
 Identify problems and their causes; (
 Decide on actions;
 Prepare a programme for implementation
 Define resources required, including the infrastructure.
5. Explain the various approaches used for continuous improvement.
 The strategy for continuous improvement: needs to be formulated to provide a sense of purpose
and direction. It will be concerned with how the organization intends to improve quality,
processes and customer service.
 The strategy is produced in six steps:
1. establish corporate objectives;
2. determine the effects of current practices;
3. identify problems and their causes;
4. decide on actions;
5. prepare a programme for implementation; and
6. define resources required, including the infrastructure.

 The infrastructure for continuous improvement: consists of the creation of an infrastructure of

involvement processes including suggestion schemes and improvement groups and the
development of tools and assessment procedures.

 Applications for continuous improvement: the process of continuous improvement involves

empowerment. Individuals and teams are empowered to investigate opportunities, solve
problems, produce ideas and solutions, and take action.