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Total Quality Management (TQM). EVOC 509. With Contributions From Don Bertucci, Chaffey JUHSD And True Colors True Colors Store

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total quality management tqm
Total Quality Management (TQM)

EVOC 509

With Contributions


Don Bertucci, Chaffey JUHSD


True Colors

True Colors Store

Objectives: By the end of this lesson given information, activities and tools, scholars will be able to:
  • Describe problem solving modalities and models
  • Discuss how applying modalities and models promote effective management
  • Develop good working relationships with staff based upon strengths and weaknesses
  • Discuss and apply effective management decisions through critical thinking skills
  • Apply models and modalities to solve staff problems and resolve staff conflicts
  • Develop an action plan for crisis management, emergencies and complaints
  • Discuss and apply Total Quality Management (TQM) techniques in school operation
  • Use resources for more information and tools about management modalities and models
total quality management tqm3
Total Quality Management (TQM)
  • TQM is built upon meeting staff needs
  • An administrator who focuses more on meeting staff needs than on making their jobs easier build loyalty
  • A loyal staff will comply with management requests in a positive manner even if the task is a “necessary evil”
management is a journey not a destination
Management is a journey, not a destination
  • Evaluate the teacher needs
    • Individual needs
    • Collective needs
  • Evaluate how to meet the needs
  • Evaluate how effectively needs were met through established feedback procedures
  • Re-evaluate needs based on performance outcomes
what is your management style
What Is Your Management Style?


Keirsy Temperament Sorter II



  • Review the four True Color cards
  • Place them in order of “most like you” to “least like you.”
  • Assess the results to identify your style
  • Is one color prevalent?
  • Are you a combination?
  • Is one color non-applicable?
  • How will the result impact your management of each of the colors?

Reference: True Colors

True Colors Store

Showing Our True Colors, Mary Miscisin



  • Review the four True Color cards
  • Place them in order of most like to least like you
  • Identify and record your
    • Strengths
    • Values
    • Needs
    • Joys
  • True Colors Personality Test
  • Reference: True Colors Solutions

Reference: Become A Facilitator/Trainer



With a Bright Green By:

  • Recognizing their need for independence
  • Valuing their abstract thinking
  • Helping them with day-to-day details
  • Preserving their privacy to think and read
  • Accepting their lack of romantic gestures
  • Realizing their stress comes from the fear of appearing foolish
  • Allowing them to be self critical
  • Understanding they esteem themselves by being competent
  • Praising with ingenuity
  • Reference: Meaning Behind the Colors


With a Bright Orange By:

  • Recognizing their need for freedom
  • Valuing their playfulness
  • Helping them to think before they act
  • Spontaneously playing with them
  • Realizing their stress comes from lack of excitement
  • Reinforcing their optimism
  • Praising their skills
  • Responding to their generosity
  • Reference: Meaning Behind the Colors


With a Bright Blue By:

  • Making romantic gestures
  • Having intimate talks
  • Recognizing their need to contribute
  • Providing a caring atmosphere
  • Expressing your feelings
  • Being open and responsive
  • Reference: Meaning Behind the Colors


With a Bright Gold By:

  • Caring about their need for security
  • Doing some reasonable planning
  • Praising their responsible actions
  • Remembering sentimental moments
  • Acknowledging their stability
  • Responding to important dates
  • Reference: Meaning Behind the Colors

Keirsy Temperament Sorter II

Take the Keirsy Temperament Sorter

  • Review the four personality types
  • What is the best way to work with each personality type?
  • Which personality type are you?
  • Compare your personality type with your True Color
  • How will the result impact your management of each of the four types?

As Abstract Cooperators, Idealists speak mostly of what they hope for and imagine might be possible for people, and they want to act in good conscience, always trying to reach their goals without compromising their personal code of ethics.

More about Idealists (Click Here)


As Concrete Utilitarians, Artisans speak mostly about what they see right in front of them, about what they can get their hands on, and they will do whatever works, whatever gives them a quick, effective payoff, even if they have to bend the rules.

More about Artisans (Click Here)


As Abstract Utilitarians, Rationals speak mostly of what new problems intrigue them and what new solutions they envision, and always pragmatic, they act as efficiently as possible to achieve their objectives, ignoring arbitrary rules and conventions if need be.

More about Rationals (Click Here)


As Concrete Cooperators, Guardians speak mostly of their duties and responsibilities, of what they can keep an eye on and take good care of, and they're careful to obey the laws, follow the rules, and respect the rights of others.

More about Guardians (Click Here)

how does this help us work with people
How does this help us work with people?
  • Compare the Keirsey Personality Types with the True Colors Personality Types
  • In what ways is your personality type compatible with the other personality types?
  • In what ways is your personality type diametrically opposed to the other personality types?
  • Are there shades or your personality in any of the other personality types?
some effective strategies
Some Effective Strategies

Isolate and Identify the Problem - Clarify the issue

Avoid generalizations

Be specific

The real problem may not be the complaint

Address the problem

Do not attack the person

Avoid intimate words (you) and say (it, them)

Empathize - Use echo technique to understand points-of-view

Address, don’t avoid emotions - Emotions generate barriers

Adopt non-threatening open posture/expressions

Ask Question, don’t give orders

Use contracts, involve them in solutions and accountability

Regardless and Nevertheless are powerful words


Total Quality Management






considerations and compliance
Considerations and Compliance
  • Politics - Internal and External
  • Working with School Site Staff
  • Working within District Guidelines
  • Multi-Site Supervision
    • Performance Evaluations
    • Unity/Morale
    • Communication
    • Recognition
    • Support
develop an action plan
Develop an Action Plan

Based on the information from True Colors and the Keirsey Temperament Sorter II, how would you develop an effective working relationship with each of the following problematic personality types?

Develop an action plan for each problematic personality type.


Bulldozer / Attack Tanks

Traits/Methods - Threatening, bullying, loud, physically intimidating, argumentative, intrusive.

Goals - Dominance, control, winning.

Techniques to defuse - Don’t be intimidated. Keep eye contact, open posture, isolate and seat them close to you. Don’t react to trigger words. Clarify the problem and possible solutions.


Sniper/Guilt Master

Traits/Methods - Snide remarks, double meaning, rumors, labeling, quick to lay blame.

Goals - “Scoring” without being seen, shifting blame, lowering others self-esteem to elevate their own. Passive-aggressive behavior.

Techniques to defuse - Take away their camouflage. Ask what they mean, tell them how it made you feel. Clarify what you will not tolerate. Isolate them, tell them you intend them to confront them in the future, give them alternative ways to approach you.


Nay Sayers

Traits/Methods - “I can’t”, nothing works, never supplies solution, constant questioning of rules and procedures, brings up negatives in all proposals.

Goals - Avoidance, passive aggressive anger expressed toward authority figures.

Techniques to defuse - Challenge and identify their negativism. Ask them to identify positives. Put them in a responsible position.



Traits/Methods - Never satisfied, “yes-but’s”, repeated complaints, presents no-win situations. Rebuts all solutions, doesn’t take positive action, uses “never” and “always”, projects hopelessness.

Goals - Sympathy, attention, avoidance.

Techniques to defuse - Don’t apologize, ignore generalizing, ask for specifics. Write down problem solving steps, don’t allow tangents, involve them in the solution. Set accountability and review dates.


The Quiet

Traits/Methods - Indirect, passive, difficult to read, won’t give information or opinions. They hook you in to carrying the conversation.

Goals - Same as Indecisive: Avoidance, fear of failure or success, let others solve problems and take responsibility.

Techniques to defuse - Use active listening, open ended questions, go into a silent position and wait them out.


Know It All

Traits/Methods - Controls discussion, supplies solutions before asked. Answers their own questions, attacks and scorns other opinions. Quotes questionable sources for support of positions. Rigid

Goals - Dominance, control, adulation and attention.

Techniques to defuse - Feedback what they say, bring up challenges, ask question. Give them credit, reframe and modify.



Traits/Methods - Passive, dependent, agrees to anything, won’t make decisions or give honest opinions. Nods head a lot.

Goals - Acceptance, approval, avoidance.

Techniques to defuse - Tell them you appreciate honesty. Be directive.


The information in this slide show was compiled from the following references. All of the books cited were reading assignments in other EVOC courses at CSUSB. If you have not taken the other EVOC courses you should obtain and read the books listed. You are encouraged to add them to your reference library.

references cont
References Cont’

Mary Miscisin, (2001), Showing Our True Colors: A Fun, Easy Guide for Understanding and Appreciating Yourself and Others, True Colors, Inc., Publishing, Riverside, CA

ISBN 1-893320-23-5

True Colors on-line Personality Test,

True Colors Sample Report (PDF File)

references cont35
References Cont’

The Myers/Briggs Foundation

Take the Myers/Briggs Instrument

David Keirsey, (1998), Please Understand Me II: Temperament Character Intelligence, Matrix Books, Inc. ISBN 1-885705-02-06

Keirsey Temperament Sorter On-line

references cont36
References Cont’

Situational Leadership On-line

Kenneth Blanchard, Patricia Zigarmi, Drea Zigarmi (1985), Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership, William Morrow and Company, NY,

ISBN 0-688-03969-3

references cont37
References Cont’

Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew, (2000), The One Minute Manger Builds High Performing Teams: Excellence Through Team Building, William Morrow and Company, Inc., NY,

ISBN 0-688-17215-6

Kenneth Blanchard, Paul Hersey, (1988), Management of Organizational Behavior: Utilizing Human Resources, 5th Ed., Prentice Hall, Englewood Cliffs, NJ,

ISBN 0-13-551268-9

references cont38
References Cont’

Kenneth Blanchard, Spencer Johnson, (1983), The One Minute Manager, William Morrow and Company, Inc., NY, NY,


Spencer Johnson, (1998), Who Moved My Cheese, G.P. Putnam and Sons Publishing, NY, NY, ISBN 0-399-14446-3

references cont39
References Cont’

George J. Thompson, Ph.D., Jerry B. Jenkins, (1993), Verbal Judo: The Gentle Art of Persuasion, William Morrow and Company, Inc., NY, NY

ISBN 0-688-13786-5

Stephen R. Covey, (2004), The 8th Habit: From Effectiveness to Greatness, Free Press, Ny, Ny

ISBN 0-684-84665-9