|
|
| Leelanau County Sheriff's Office |
|
|
| Troy Police Department |
|
|
| East Lansing Police Department |
|
*MCOLES Approved Courses
Total Quality Leadership*
The organizations that implemented
Total Quality Management and/or ISO 2000 in the 90’s and stayed with it have reaped the rewards in: reduced costs, a
new sense of direction, increased commitment / implementation, greater worker loyalty, streamlined procedures, increased public
satisfaction and a more cooperative, productive work environment. Who wouldn’t want this? Below find MACNLOW’s
version of these techniques in Total Quality Leadership for law enforcement, the courts and township, city, and county government.
The total process takes from six months to one year to be put into place. Successful implementation of TQL hinges on careful
preparation.
|
| Ann Arbor Police Department 2007 |
TQ
I - Creating the Mission, the Vision and Values
First steps include:
1. Taking
stock of where your department is
2. Learning the elements of TQL
3. Setting the departmental vision, mission and goals
Participants TQ audit their workplace, learn the principles
of TQ, examine the eight important TQ values and beliefs and how they apply to their department and develop their departmental
mission, vision and values statements.
Faculty: Dr. "Mac" McKinnon,
MACNLOW CEO, Col. R.T. Davis (Ret.), former Director of the Michigan State Police and graduate of the 101st session of the
FBI National Academy and 11th session of the FBI National Executive Institute.
|
| Wyoming Police Department |
TQ II - Leading Organizational Change
Leading in Total Quality brings an exciting new way
of doing community and law enforcement business. The leadership team now examines the way in which it leads. Does it request
and model quality? Does it initiate “customer” feedback and utilize it for continuous improvement? Does it
share power in order to build greater commitment and implementation? Does it encourage union commitment? Participants leave
with ways to model quality, techniques for sharing professional power which build organizational power, trust and commitment,
a unique under-standing of organizational culture and methods for minimizing resistance to change.
Faculty: Dr. "Mac" McKinnon, MACNLOW CEO, Col.
R.T. Davis (Ret.), former Director of the Michigan State Police and graduate of the 101st session of the FBI National
Academy and 11th session of the FBI National Executive Institute.
TQ III - Delivering Exemplary Customer Service
Quality leaders
put a premium on what their “customers”, both internal and external, need. External “customers” of
city, county and state agencies require services that are knowledgeable, friendly, timely, dependable and professional. They
want their problems resolved. They want assurance that someone listens and someone cares. Internal customers want the same
thing from bosses and co-workers. Yet organizational research shows that nearly 80% of our internal problems arise from non-cooperative
behavior and misuse of power. Participants will learn how to obtain valid external customer feedback and use it to drive continuous
improvement and agency problem solving. They will gain an understanding of how meeting and exceeding customer needs, both
internally and externally builds loyalty, trust, support and productivity in the workplace. This enhances their ability to
work well with the public.
Faculty: Inspector
Dennis Mac Donell (MSP Ret.) and Trial Court Security Specialist with the Michigan Supreme Court, Director Debbie Crumbaugh,
Senior Management Executive for the Bureau of Organizational Support and Services within the Department of Community Health
and/or Dr. Murlene McKinnon, CEO of MACNLOW Associates
|
| Leelanau County Sheriff's Office |
TQ IV -
Problem Solving Teams
Problem Solving Teams (PSTs) drive the all important continuous
improvement of Total Quality Leadership. PSTs yield the results - the success stories you seek in your attempts
to build a quality organization. PSTs that are knowledgeable in particular areas of work, examine
problems and service quality issues (for example, drug houses, high traffic death areas, unsolved
crimes, public dissatisfaction with particular services of police or city, county or township
government), arrive at solutions, take action and then assess the results. Participants gain problem
solving skills, a practical understanding of how to function as a member of a high performance team, and the ability
to cause continuous improvement. Organizations gain better service delivery and a more satisfied
public. Faculty:
Dr. "Mac" McKinnon, MACNLOW CEO and Lt. Col. Timothy Yungfer
(MSP Ret.), a graduate of the 135th session of the FBI National Academy
|
| East Lansing Police Department |
TQ
V - Empowering Your Workforce
Middle management is strategic to the successful
functioning of Total Quality Leadership. Middle managers, the sergeants, lieutenants, captains
and their civilian equivalents learn to invite participation and use the minds and knowledge of
their employees. In this way, managers increase an organization’s capacity for higher level
decision making, greater productivity, enhanced employee morale and job satisfaction, and greater public responsiveness.
Participants leave with: increased management skills, methods for empowering employees, ways to
model performance behaviors for employees that encourage positive citizen response and the ability
to increase organizational morale.
Faculty: Inspector Dennis Mac Donell (MSP Ret.) and Trial Court Security Specialist with the Michigan
Supreme Court
*MCOLES Approved Courses
|
