Assess the current state of organisational excellence and total quality against a structured set of criteria rather than impressions.
Organisational Excellence and Total Quality Management
An applied course in organisational excellence and total quality built around the decisions practitioners actually face.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in organisational excellence and total quality is earned separately. The hardest part of total quality is rarely deciding — it is holding the decision when it becomes unpopular. The most reliable predictor of sound the practice within organisational leadership is whether anyone reviews it when nothing has gone wrong. Discussion is anchored to worked examples of organisational excellence and total quality rather than to abstract argument. It suits anyone whose decisions touch the wider organisational leadership agenda, in large organisations and small ones alike. The programme converts total quality from an area of general awareness into a set of repeatable practices. The outcome is a practitioner who can hold a position on organisational excellence and total quality and revise it on evidence. A common pattern is strong design of total quality paired with weak follow-through. It ends with a prioritised list of changes to this aspect of organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
Build a register of the risks attaching to total quality and keep it current.
Hold difficult conversations about organisational excellence and total quality early, while they are still small.
Delegate responsibility for total quality without losing sight of the outcome.
Judge when to escalate organisational excellence and total quality and when to absorb it.
Recognise early indicators that total quality is drifting away from its intended design.
Develop successors capable of running organisational excellence and total quality without you.
Who Should Attend
Managers of geographically distributed teams handling organisational excellence and total quality.
Executives leading multi-function programmes involving total quality.
Team leaders responsible for daily delivery of organisational excellence and total quality.
Department heads accountable for the results of total quality.
Newly appointed managers taking on organisational excellence and total quality for the first time.
Board members and non-executives overseeing total quality.
Course Modules
Organisational excellence and total quality: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Closing out organisational excellence and total quality and capturing what was learned
- Name the person accountable for each part of organisational excellence and total quality, not the committee.
- Build the internal briefing that explains total quality to those affected.
- Set out the decisions in organisational excellence and total quality that require sign-off and by whom.
- Identify the conversation about total quality you have been postponing, and schedule it.
Session 2Deciding on total quality when the information will never be complete
- Establish who is informed, consulted and accountable in organisational excellence and total quality.
- Identify your successor for total quality and the gap they need to close.
- State the outcome expected from organisational excellence and total quality in a single sentence anyone can repeat.
- Test the procedure for total quality against a realistic scenario.
Total quality: delegation, trust and accountability
2 sessions · 8 pointsSession 1Applying the standard on total quality to your best performer
- Set the review interval for organisational excellence and total quality and who attends.
- Anticipate the objections total quality will raise and prepare the answers.
- Assess the workload organisational excellence and total quality adds and what you will remove to make room.
- Agree what will be standardised in total quality and what will not.
Session 2Where total quality typically breaks, and why
- Define acceptance criteria for organisational excellence and total quality in advance.
- Recognise publicly one person whose work on total quality went unnoticed.
- Estimate the resource organisational excellence and total quality requires to run as designed.
- Decide the point at which you would escalate total quality.
Total quality: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Getting other functions to support total quality
- Test whether the team can explain organisational excellence and total quality in their own words.
- Confirm that those complying with total quality understand why it exists.
- Decide what will be stopped to create capacity for organisational excellence and total quality.
- Set the decision rights on total quality: who decides, who is consulted, who is told.
Session 2Saying the thing about organisational excellence and total quality that nobody wants to say
- Confirm that reporting on organisational excellence and total quality reaches the people who can act.
- Define the trigger that would require total quality to be redesigned.
- Rank the weaknesses in organisational excellence and total quality by consequence rather than by ease of fixing.
- Prepare how you will respond when total quality is challenged publicly.
Total quality: setting direction people can act on
2 sessions · 8 pointsSession 1What your team concludes from how you handle total quality
- Decide what you will delegate on organisational excellence and total quality and what you will not, and say why.
- Ask the team what they think is wrong with the plan for total quality.
- Confirm that the people affected by organisational excellence and total quality heard it from you first.
- Agree the smallest change to total quality that would be visibly useful.
Session 2Building someone who can run total quality without you
- Give one piece of specific feedback on organisational excellence and total quality within the week.
- Set the review point at which total quality will be reconsidered.
- Set escalation thresholds for organisational excellence and total quality that work out of hours.
- Identify which function can quietly block total quality and address it directly.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.