Running head: ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 1
ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 2
Introduction
Numerous elements determine successful performance in an organization. A few of the
most important factor involves leadership, operations management, and human relations.
Characteristics of successful organizations seem to have selfless leaders, efficient operations, and
effective human resource departments. As reviewed in chapters 7-8 of Organizational
Management & Leadership by Anita Satterlee, human resource strategy and operations
management models are administrative and operational functions of management. In chapters 1-
2 of Resilient Leaders by Robert Dees, he speaks to the intrinsic qualities of leadership and the
selfless service of others. The three topics discussed in this paper will address operations
management processes, human resource management, and the intrinsic qualities of effective
leadership. While the concepts seem unrelated, they are all equally important and indispensable
for achieving organizational success.
Group Consensus
The first concept, operations management, focuses on the management of the production
process from the input of material to the output of products. The goal and focus of operations
management is finding efficiencies in the process that will produce the highest quality product
while controlling cost. The group considered operations management important because it is the
core of what a business does and directly effects the profitability of the organization. Operations
management has a component or connection to almost every factor within the production process
of an organization. Starting with materials, to manpower, to machines, and ultimately ending
with the final product. As a leader, the efficiency and cost-effectiveness of this process are vital
to organizational prosperity. It is leadership’s responsibility to utilize processes such as Toyota
Production System, or Six Sigma to maximize quality and profits for their organization. Toyota
ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 3
Production System, or sometimes referred to as “lean” manufacturing system, is one of the best
manufacturing systems in the world. This system has been copied by most manufacturing
industries and has been modified, customized, and applied to the service industry as well. Toyota
Production System is widely considered the best operations management system and is credited
for forging the alternative western term Lean production.[ CITATION Chi18 \l 1033 ] Another
extensively known and tremendously successful process for achieving greater efficiency and
effectiveness within an organization is Six Sigma. “Six Sigma is a data-driven process
improvement methodology used to achieve stable and predictable process results by reducing
process variations and defects.” [ CITATION Lau18 \l 1033 ] . Like the Toyota Production
System, Six Sigma requires an extensive education process, institutional commitment, and
experienced employees that understand how the organization works in order to make this process
beneficial. [ CITATION Gar17 \l 1033 ]
The second concept, human resource management, is the overarching administrative
approach to managing the human capital of an organization in such a way that the organization
achieves a competitive advantage. The human resource department acts as an advisor to senior
leadership in matters of recruitment, hiring, development, employee relations, and policies.
[ CITATION Ani18 \l 1033 ] A robust human resource management system is vital to a multitude
of functions across every organization. Effective human resource management can have a
substantial influence on employees’ performances and welfare throughout an organization. An
effective human resource management practice contributes to the creation and development of
embeddedness and the improvement of job performance. The results suggest that organizations
can proactively enhance both embeddedness and employee performance through implementing
effective human resource practices. [ CITATION Tia16 \l 1033 ]
ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 4
The final concept, leadership qualities, as reviewed in the first few chapters of the book
Resilient Leaders [ CITATION Rob13 \l 1033 ] examines several situations where the qualities
and attributes of leadership are evaluated and developed. One critical quality of leadership is the
importance of selfless service. [ CITATION Rob13 \l 1033 ] defines Servant Leadership as
“selfless service over time from a platform of character and competence.” A servant mentality in
leadership is difficult to overestimate; it is as least as important as technical competency.
[ CITATION Rob13 \l 1033 ] Another key concept discussed in the book is the importance of
crisis and how it defines the character of a leader. “Crises shine a bright, penetrating light on the
leader, revealing previously hidden weaknesses and strengths to self and others.” [ CITATION
Rob13 \l 1033 ] Crisis is essential for growth; it provokes the very best and worst qualities out of
leaders. Most importantly, it provides leaders with opportunities to learn, develop, and grow. The
theory of committing yourself to the service of others and exhibiting good character while under
the spotlight of crisis are easy concepts to understand. However, in moments of crisis and
scrutiny, the easiest things are often hardest to do.
Strategies
Any organization looking to stay relevant in today’s competitive global economy needs to
explore processes that can increase efficiencies, reduce product defects, increase profits, and
utilize effective operations management. For an organization to implement an operations
management system like the Toyota Production System or Six Sigma successfully, it is necessary
to integrate the technical aspects of the philosophy with the human factor. A holistic approach,
implemented in phases is necessary in order for an organization to systematically face the many
difficulties and pitfalls during the implementation process. To assist in the implementation
ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 5
process, leadership should consider using Kotter’s Eight-Stage Organizational Change process
because most organizations fail due to ineffective implementation. [ CITATION Ani18 \l 1033 ]
The objective of all organizations is to improve the performance of their employees. A
robust human resource management department (HR) will lead to a higher level of organizational
performance and better organizational citizenship behavior. Successful implementation of human
resource management begins with recruiting highly skilled and educated HR professionals, as
they will be the ones to oversee the HR department. Next, management should ensure processes
are in place to promote the effectiveness of human resource management. Finally, management
should evaluate the performance of the HR staff and the HR policies in place to gauge which
strategies are successful, and which strategies need to be improved.
Organizational success depends on effective leadership that possesses attributes,
characteristics, and beliefs consistent with the teaching of Jesus. Leadership has been proven to
have a significant impact on employee morale and development. To implement a servant
leadership philosophy within an organization, start by establishing continuity within the
leadership ranks. Design and ratify a covenant with the leadership team, produce a document
establishing a framework for expectations and behaviors, and make a concerted effort to develop
a stronger Leader-Member Exchange plan. As this leadership philosophy starts to take hold, a
change in organizational climate will occur. As sustainment efforts continue, organizational
culture will form where the servant mentality will be expected, and lesser behavior will not be
tolerated.
Biblical Integration
While reflecting on operations management, the desire for process and order should be an
intrinsic human desire. Many believe we should pursue order over chaos in every aspect of life in
ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 6
order to reflect God’s character. “But all things should be done decently and in order.” (1
Corinthians 14:40, English Standard Version) As revealed in this passage, the point isn’t just
about keeping things neat and tidy within a process, but more about doing our work in a way that
reflects God’s intent.
ORGANIZATIONAL MANAGEMENT AND LEADERSHIP 7
References
Chiarini, A. B. (2018). Lean production, toyota production system and kaizen philosophy: A
conceptual analysis from the perspective of zen buddhism. The TQM Journal, 30(4), 425-
438.
Dees, R. F. (2013). Resilient Leaders. San Diego: Creative Team Publishing.
García-Alcaraz, J. A.-S.-B.-M.-H. (2017). Role of human knowledge and communication on
operational benefits gained from six sigma. Sustainability, 9(10), 1721.
Laureani, A. &. (2018). Leadership - a critical success factor for the effective implementation of
lean six sigma. Total Quality Management & Business Excellence, 29(5-6), 502-523.
doi:10.1080/14783363.2016.1211480.
Satterlee, A. (2018). Organizational Management and Leadership: A Christian Perspective.
Raeleigh: Synergistics International Inc.
Tian, A. W. (2016). Staying and performing: How human resource management practices
increase job embeddedness and performance. Personnel Review, 45(5), 947-968.
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