uirements. At the orgall irements are determined in the d heaningful fashion to

Question

uirements. At the orgall irements are determined in the d heaningful fashion to the workforce of the hospital scade goals. Action plans to Situational Lead reated, aligned, and communi orkforce. Goals and in-process and used to set direction Leadership in Action $2 A large pharmaceutical manufacturer was highly moti vated to meet quality challenges. It impleme ISO 9000-compatible quality system to ensure not cally reviewed and course cor 9000-com to ensure performance ly FDA compliance requirements, but also customer on complianc ecessary performance creates a rhythm satisfaction. As the manufacturing plants of the nization were audited by the internal audit divisio challenge, while others continued to struggle in bo Capability Determination/ the became apparent that some plants were meeti and Development System and rmance. Develop the quality and the regulatory aspects of producti oth This fact was evident in the reports of internal findin and in FDA inspection reports Stretch goals established in the t with the status quo prompts and innovate through As leaders For the most part, the manufacturing plants share consistent resources and face similar environments All were issued the responsibility of meeting th quality system through the same mechanism. All understood the consequence of n conforming, that is, of jeopardizing their manufactur rmance, scan the environment tional challenges, communication expectations of the a ce from the Advocate Health Care ing license as bound by the consent decree. The isr then became why some plants could successfully Senior Leadership Team and to all design and implement the requirements of the qualit at all organiza- system, whereas others could not and till cannot, that the overall intent of governance Although the plants are similar in many ways, they acked through measures and goals. differ in terms of leadership, as each plant has its own transparency and equity for all sta- CEO. The CEO, as the leader of his or her plant, has the eming Council committee oversight, responsibility of ensuring the successful implementation s and through the diverse composition of a quality system. The plants also differ in their orga review of metrics, the mission, nizational members, those who are to be led by the and Sandards of Behaviors CEO. The relationship between the leader and the orga nizational members is critical to a plant's ability to nitiatives, market share has implement an effective quality system, with effectiven tisfaction has exceeded the 90th per ?for multiple segments, and atisfaction reached the 97th percentile. spraked GSAM #1 in Illinois and #4 being a measure of how successfully a plant can comply ysician With FDA regulations and internal quality standards. Both plants have a similar culture that can be be described as conserving, reflecting a level of rig esponse to the external environment, but demonstra overall hospital care in 2010, one of organizational commitment. The strategy tü the leader in Plant A was a combination of m patient odera gh amounts of structuring actions, wit moderate amounts of inspiring actions, strategy used by Plant B's CEO was a c of moderate to low amounts of structurin with moderate to high amounts of inspi whereas the

Explanation / Answer

In any kind of business, it is the duty of the leader to align the business resources with the business strategy. The most challenging asset to handle is the human asset. The leader must be able to channelize the human capital and align them with the strategic objectives of business.

In plant A, the leader or the CEO was proactive in guiding the team, giving them structural actions and inspiring them to achieve their targets. The CEO of plant B was not that proactive. He was not that involved with the team; his interactions with the team were less. The CEO of plant B was not leading by example. He was not able to guide his team well. The CEO of plant A was a transformational leader. He was leading by example and was able to show direction to his team. As a result, plant A was doing exceptionally well over the other plants.

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