LT7011 - Project & Quality Management

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Management

Help to Deliver A Session – Week 11 –

06/12/2023
The Role of Leadership in Promoting Quality
Management: A Study on the Chittagong City
Corporation, Bangladesh

Presented By –
Gayatri Shetty
Puneet Sharma
 Introduction to Quality Management

Leadership & Quality Management

Methodology & Data Collection

Table of Content Descriptive Analysis

Conclusion

Activity

References
What is Quality Management?

Defined by the Federal Quality Institute in the United States as ‘‘a

comprehensive customer-focused system ... to improve the
quality of products and services. It is a way of managing the
organization at all levels, top management to front-line to achieve
customer satisfaction by involving all employees and
continuously improving the work processes of the organization’’
(Brown et al., 1991).
Leadership & Quality Management – 5
Major Rules
Methodology & Data Collection

• Approach: Combined Quantitative and Qualitative

• Sources:
Chittagong City Corporation (CCC) Officials (Various Tiers)
City Councillors, NGO Representatives
Government Officials, City Dwellers
Research Methods:
• Quantitative: 250 Structured Questionnaires, 142 Responses

• Qualitative:
25 Face-to-Face Interviews
Open-ended Questionnaire
Inclusive Stakeholders: Residents, Teachers, Media, Suppliers
1. Gender Distribution: 83.8% Male , 16.2% Female
Challenges: Limited representation of women, particularly in
higher-ranking roles due to a male-dominant society.

2. Age Groups:
• Most populous age groups: 31-35 years & 26-30 years
• Additional age brackets: 41–45 years & Above 51 years
Educational Attainment (Table 1):

1. Postgraduate Studies: 54.9% of respondents

Reflects the requirement for higher qualifications in positions at CCC and similar urban government institutions.

2. Bachelor’s or Graduate Programs: 26.10% of respondents

3. Other Educational Backgrounds:

A. Higher Secondary Certificate (HSC): 12%
B. Medical Degrees: 3.5%
C. Engineering Degrees: 3.5%

4. Overall Observation: Majority of respondents exhibit strong educational backgrounds aligned with CCC's
operational needs.
Occupational Background (Figure 3):

1. Service Providers: 26.10% of participants

A. 16.2% CCC officials
B. 12% Teachers in schools and other organizations

2. Business Related:
A. Second-highest at 21.10%
Monthly Earnings (Figure 4):

1. Income Range: Tk. 21000-Tk. 30000:

A. Majority falls within this range
B. Reflects mid-level officer positions in CCC
and other agencies

2. No Earning Source:
A. 6.3% of respondents
B. Possible reasons: Still studying or retired
from self-employed jobs.
Role of Leadership in Quality Management in CCC

Participants assessed leadership roles on a scale from "Strongly

Disagree" to "Strongly Agree" (SD, PD, D, PA, SA) based on
Hakes' (2007) suggested themes.
1. Develop values, vision, mission, and ethics; be role models for a
culture of excellence.
2. Personally involve in configuring the organization’s management
system.
3. Interact with partners, customers, and representatives of society.
4. Reinforce a culture of excellence with the organization’s people.
5. Identify and champion organizational change
1. Empowerment and Autonomy:
• 30.3% disagree with CCC leaders encouraging employee
empowerment.
• 20.4% moderately agree with CCC leaders practicing employee
empowerment.
Insight: Leaders show limited interest in empowering employees,
with centralized decision-making highlighted in interviews.

2. Continuous Improvement Support:

• 31.7% strongly agree that CCC leaders actively participate and
support staff for process improvement.
• 16.2% disagree with the view that CCC leaders do not support
their staff.
Observation: Positive leadership participation and support for
continuous improvement noted in interviews with the ex-Mayor.
3. Training Initiative:
• 37.3% moderately disagree with CCC leaders providing
quality training to lower-level staff.
Challenge Identified: Lack of initiative in providing essential
training, hindering quality improvement efforts, as
emphasized by an interviewee.

4. Staff Attitude Toward City Dwellers:

• 31.7% moderately agree that CCC leaders ensure staff
understanding of residents' opinions on service quality.
Implication: CCC employees are aware of the
organization's image but room for improvement in
empowering subordinates.
1. Coordination with Internal Processes: 34.5% disagree with CCC leaders
maintaining coordination within departments. •

2. Leadership Initiatives (Item b): 31.7% moderately agree that CCC leadership
takes initiatives for staff performance improvement.

3. Interview Insights:
• Concern (Coordination)
• Leadership Commitment (Item b)
1. Leaders' Participation in Continuous Improvement: 37.3%
strongly agree that leaders actively participate in continuous
improvement processes.

2. Leaders' Collaboration with Other Partners: 39.4% moderately

agree that CCC leaders collaborate with partners to enhance service
quality and system management.

3. Interview Perspectives:
• Leadership Qualities
• Public Awareness and Cooperation
1. Communicative Culture (Item a): 30.3% strongly agree that
CCC leadership has created a strong communicative culture
throughout all organizational levels.

2. Leadership Commitment (Item b): 52.1% strongly agree that

the involvement of workers is achievable if leaders show
commitment by practicing what they preach.

3. Integration and Mobilization of Team Spirit (Item c): 38.7%

strongly agree that CCC leaders behave in a way that fosters
integration and mobilization of a strong team spirit.

4. Interview Insights: Communication Enhancement

1. Perceived Need for Change (Data Observation): CCC
leaders/managers recognize the necessity of policy and
strategy changes for continuous improvement and enhanced
staff performance.

2. Positive Attitudes towards Continuous Improvement

(Survey Findings):
• Majority Agreement (Strongly Agree): Respondents express
strong agreement that CCC leaders exhibit positive attitudes
toward continuous improvement and change
Identified Roles of CCC Leadership:

1. Positive Roles - Process Improvement and Dynamism ,

Integration and Institutionalization of Team Spirit, Diligence
and Hard Work
2. Areas of Concern (Negative Roles) - Lack of Personal
Quality for Staff Guidance , Absence of Quality Training
Promotion, Resistance to Empowerment and Autonomy ,
Resistance to Collaboration
Assessment of CCC Leadership
1. Strengths - Positive Roles in Continuous Improvement , Integration
and Team Spirit , Clarity of Objectives , Encouraging Employee Initiatives
2. Areas for Improvement - Weakness in Developing Mission, Vision,
Values, and Ethics , Limited Role Modeling for a Culture of Excellence ,
Lack of Personal Involvement in Management System , Challenges in
Quality Training Promotion , Resistance to Employee Empowerment and
Autonomy , Unwillingness to Decentralize Power , Limited Collaboration
with Other Agencies
Conclusion

While CCC leadership exhibits strengths in continuous

improvement, integration, and clarity of objectives, there are
notable weaknesses in developing organizational values,
promoting a culture of excellence, personal involvement in
management systems, and collaboration in certain areas.
Addressing these areas can contribute to a more
comprehensive and effective leadership approach.
Activity

• What leadership traits do you think are essential for ensuring

quality in a team or organization?
• How do these traits contribute to effective quality
management?
• Can you think of real-world examples where these traits have
positively impacted the quality of a product or service?
Some possible answers…

1. Attention to Detail, Communication Skills, Accountability and Adaptability

2. Minimizes errors and defects, reduces misunderstandings and aligns the team, cultivates a commitment to high standards,
enables adjustments to meet evolving quality needs
3. In software development, leaders emphasize meticulous attention to detail during coding, ensuring early detection and
correction of errors. Their effective communication skills streamline collaboration, reducing misunderstandings and aligning the
team toward quality objectives. Embracing a culture of accountability, leaders take responsibility for code quality, fostering a
commitment to high standards. The industry's success hinges on continuous adaptability, with teams promptly adjusting
strategies based on user feedback for ongoing quality improvement.
References

Brown, S., E. Gummesson, B. Edvardsson, & B. Gustavsson. (1991) ‘Service Quality Multidisciplinary and Multinational Perspectives’
Lexington, MA: Lexington Books.
Hakes, C. (2007) ‘The EFQM Excellence Model for Assessing Organizational Performance: A Management Guide’ Zaltbommel
Netherlands: VanHaren Publishing
Quddus, S.A. and Ahmed, N.U. (2017) ‘The Role of Leadership in Promoting Quality Management: A Study on the Chittagong City
Corporation, Bangladesh’, Intellectual Discourse, 25 (Special Is), pp. 677-703
Thank You