Management and Leadership Development - Essay Example

The benefits are vital for organizations as a whole, particularly in countries that are developing, where the level of quality is low and require increment in search for effective cooperation in the various organizations. In the due course of implementation, there are many difficulties that are faced by organizations and do fail to practice benefits that are expected from management implementation that is of quality. Relating this to the implementation issue, it is observed that the implementation process is a major determinant of success in the introduction of technology or methods in an organization (Collins, 2001).

It can be seen from these studies that acquisition of insights into the implementation process is vital, especially in trying to get a way of transforming the concept of quality management and practice from principles in the course of the organization. The transformation is referred to as implementation of quality management. In accordance, implementation research is required for the effectiveness of organizations. This report provides for operationalization of management and leadership development into practice in manufacturing companies, in Indonesia (Babbie, 2007).

Basing on development of concepts and different leadership frameworks, there will be a discussion on operationalization. The operationalization discussion takes into consideration the research raised as an expression that guides relevant subject observation of implementation of quality management. As it is comprised of facts that are observable, it can occur in an analysis level. If related to management implementation, it allows an individual to conceive an organization analysis level. It is mainly focused on how leadership and management of an organization are conceptualized.

Automotive Assembly Company (AAC) Implementation process From the time ownership was changed, three factors influenced management implementation process. Firstly, there was a change in the orientation of group that covered both investment decisions and encouragement of individuals’ use of the management system. Here, there was changes, in the in the management guidance for the group. Secondly, in 1997, a relationship of the joint nature with Itochu Corporation and Isuzu Ltd restructured the business pattern and this made AAC the only manufacture.

Thirdly, there was an economic, national crisis which made AAC to bring in an efficiency policy to satisfy the new requirement of customers. Being the largest Corporation in Indonesia, AAC had close relation with Japanese partners. This was an influence to the member countries as it introduced unique practices, norms and value (Effron and Ort, 2010). The many corporations they had with Japanese counterparts made them acquire knowledge from different perspectives. For the integration of the practice, value and norms, there was a development of system of management to unite and link resources, identities and capability.

This system was referred to as ATQC. There was also an introduction of quality control system by the group. The groups made a team put to practice and encourage companies adhere to the quality assurance. In 1994, AAC received their certification and got support from implementation group and was renewed in 1996. AAC transformed