1. TQM leadership and employee involvement
Organized Quality of product and service associated with customer satisfaction are the key to any industry.
To attain these we require
An organized approach to management
An approach of managing total quality
Managing for effectiveness and competitiveness involving each and every activity person at all level in organization

2. TQM Axioms TQM culture needs following fundamentals
Commitment – never ending quality improvement and innovation
Scientific knowledge- proper tools and techniques for “technical” change
Involvement – all in one team for the social change
commitment
Scientific knowledge
Involvement

3. Leadership Characteristics of Quality leader
Customer first –primary importance to internal and external customers and their needs
Must listen to customers
Seek their opinion
Handle the complaints.
Value people – take care of developing people skill and capability. Monitor appraise and recognize people’s performance.
Build supplier partnership – Clarify quality to suppliers, audit their capabilities, give feedback, discuss improvements and encourage joint improvement action.
Empower people – train and coach people rather than directing and supervising them

4. Characteristics of Quality leader (Cont..)
5. Demonstrate involvement – continually demonstrate their commitment to quality.
6. Strive for excellence – continuous improvement rather than maintenance.
7. Explain and deploy policy – explain quality process to all involved
8. Improve communication – establish communication which are reliable and accessible to everyone
9. Promote teamwork – create involvement and active participation of everyone.
10. Benchmark continuously – learn from problems
11. Establish system – establish organisational system to support quality effort.
12. Encourage collaboration - Encourage collaboration rather than competition. Emphasize collaboration among functional areas and departments.

5. Quality Council
It is a team to provide overall direction for achieving the total quality culture.
The quality council composed of:
CEO
Senior managers of functional area – design, marketing ,finance, prodcution and quality
Coordinator or consultant.
Duties:
To establish core value and quality statement. Includes vision, mission and quality policy statement.
To establish strategic long term plan with goals.
To plan the training and education programmes.
To determine and monitor the cost of poor quality.
To perform and monitor the performance.
To establish recognition and reward system periodically.

6. Empowerment involvement
It’s the backbone of a TQM movement.
Important aspects of employee involvement:
Employee motivation
Employee empowerment
Recognition and reward schemes
Teams and team work, and
Performance appraisal.

7. Motivation
Scott has defined motivation as "Motivation means a process of stimulating people to action .to accomplish desired goals
Importance of Motivation
Improves employee involvement
Promotes job satisfaction
Helps in securing high level of performance and productivity
Creates a congenial working atmosphere in organization which promotes interpersonal cooperation.

8. Maslow's Hierarchy
In 1943 Abraham Maslow, one of the founding fathers of humanist approaches to management set out five fundamental human needs and their hierarchical nature. 
The five needs
Physiological needs are to do with the maintenance of the human body. If we are unwell, then little else matters until we recover.
Safety needs salary, insurance, job security
Belonging needs introduce our tribal nature. If we are helpful and kind to others they will want us as friends.
Esteem needs are for a higher position within a group. If people respect us, we have greater power.
Self-actualization needs are to 'become what we are capable of becoming', which would our greatest achievement.

9. Individual vs. organization

10. Hierarchy of needs five-stage model includes:
1. Biological and physiological needs - air, food, drink, shelter, warmth, sex, sleep.
2. Safety needs - protection from elements, security, order, law, stability, freedom from fear.
3. Love and belongingness needs - friendship, intimacy, trust and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work).
4. Esteem needs - which Maslow classified into two categories: (I) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige).
5. Self-actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. A desire “to become everything one is capable of becoming”

11. Herzberg’s Two-Factor Theory of Motivation
In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction.
According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.

12. Hygiene factors
Those job factors which are essential for existence of motivation at workplace. These factors are extrinsic to work and describe the job environment/scenario.
Hygiene factors include:
Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.
Company and administrative policies - The policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
Fringe benefits - The employees should be offered health care plans (mediclaim), benefits for the family members, etc.
Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained.
Job Security - The organization must provide job security to the employees.

13. Motivational factors-
These factors motivate the employees for a superior performance. They are called satisfiers. These are factors involved in performing the job. Employees find these factors basically rewarding.
Recognition - The employees should be praised and recognized for their accomplishments by the managers.
Sense of achievement - The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job.
Growth and promotional opportunities - There must be growth and advancement opportunities in an organization to motivate the employees to perform well.
Responsibility - The employees must hold themselves responsible for the work. The managers should give them ownership of the work.
Meaningfulness of the work - The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.

14. Employee empowerment Opposite of dependency or helplessness.
Acts from state of autonomy
A management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance.

15. Job enrichment Vs Job empowerment
Job enrichment gives more control and managerial access to perform tasks and responsibilities. 
Job empowerment focuses on expanding on the context of the job such as its interactions and interdependencies to other functions of the organization.
Principles for empowering employees:
Tell their responsibility
Give them authority equal to responsibility assigned
Set standards of excellence
Provide them training
Provide knowledge and information
Provide them with feedback on their performance
Trust them
Allow them to fail but guide them and counsel them when needed
Treat with dignity and respect.

16. Recognition & Reward
Recognition is defined as the public acknowledgment of superior performance of specific activities.
Reward is defined as benefits, such as increased salary, bonuses and promotion, which are conferred for generally superior performance with respect to goals (Juran and Gryna, 1993).
Public recognition is an important source of human motivation.

17. Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual.
Need for performance appraisal
To identify employees for salary revision, promotion etc.
To determine training and development needs.
To motivate employees.
To validate the selection procedures.
To make the supervisors more observant of their subordinates.

18. Process of performance appraisal
1.Establish performance standards. 2.Communicate performance. 3.Measure actual performance. 4.Compare with standards. 5.Discuss the appraisal with employees. 6. If necessary , take correction actions.

19. Types of rewards
Intrinsic rewards are mostly qualitative in nature and cannot be quantified for example more respect, recognition etc.
Whereas extrinsic rewards are more of a quantitative in nature.
Intrinsic rewards – related to feelings of accomplishment.
Extrinsic rewards – related to pay or compensation issues.
Intrinsic rewards
Extrinsic rewards
Non monetary form
Profit sharing
Involving in decision making process
Pay rise, bonuses, paid leaves, annual recreational plans 
Raise in public, correct in private
Fringe benefits
Feedback, Challenge praising, recognition