4 days ago
Expert Analyzes Advances in Quality Management and Situational Leadership in Organizational Management
Two areas within the field of Management have undergone radical changes since the second half of the last century. The steps forward became significant to unite efforts for more appropriate management, even though these concepts are still subjects of discussion in both theoretical and practical fields. Thus, Quality Management and Leadership, within People Management, have started to play a central role.
Regarding the numbers that illustrate this, it is worth noting that global surveys clearly show organizations' interest in better days within the field of People Management. More than 70% of the organizations surveyed expressed a desire to invest more in what was once simply called Human Resources (HR). Of this total, more than 90% expressed interest in offering training beyond the strategic sectors, such as in the operational field.
In relation to Quality Management, the numbers for investments in this area of management are also encouraging. Estimates suggest that by the end of this decade, investments in this area will grow by around 10%.
The experience brought by Varun Rana is a perfect example of how the combination of these two disciplines has a lot to offer to the organizational field. It is a misconception to think that the concern with improving in these two aspects is only a reality in the private sector.
According to specialists in the field, such as Varun Rana, governments worldwide are increasingly recognizing the need for continuous improvement. This mentality applies both to the management of human resources and to the control of products and services delivered to citizens.
"Every project naturally has its leader, whether to calculate each step of the process or to execute those same steps later. Therefore, we can conclude that the entire team shares the same motivation as its leader or the one that the leader has instilled. In the same line of reasoning, quality control is present, regardless of the stage at which the control is entrusted. The final result of the product or service is a direct outcome of the inspiration instilled by those leading the ideas and executions, all shared through collective interaction."
Details of the Career
Varun Rana is a Quality Management Specialist with experience in manufacturing pharmaceutical and consumer products. He holds a postgraduate degree in Microbiology and has accumulated over 17 years of multifaceted work in leading this type of management.
In his home country, India, Varun Rana was awarded the Reckitt Benckiser Appreciation Certificate by the Senior Vice President of the South Asia region. He received this award for his contribution to the product launch project of Nurofen, a pediatric product. The collaboration was deemed significant, and the product launch was considered successful.
"Talking about quality control involves team engagement, in addition to the initial motivation already mentioned. Engagement is something more progressive, continuous in the process, and must go beyond motivation. This is yet another point that reinforces the interdependence of these two fields of Management: People Management and Quality Management. You cannot improve the external image of your brand without first getting your own employees to buy into the idea and embrace the project. Therefore, leadership plays a fundamental role when discussing and studying the processes aimed at achieving quality," added the expert.
While quality management understood that meeting its goals would improve the company's image and strengthen its competitiveness, the advances in People Management have also left a legacy. In recent decades, there has been a better understanding and implementation of the situational leader concept.
In practice, project leaders like Varun Rana explain that leadership models have become more flexible, shaped by each situation, work context, and strategically defined objectives. Another important point is that the merging of ideas has made teamwork truly collective, not just in name, in cases where the leader understood the best path to achieve quality.
"The figure of the current leader also paves the way for a more participative routine. Of course, this does not represent the image of a negligent leader who delegates responsibilities haphazardly. However, the quality of the work environment is fully linked to the quality of the final result. And a leader needs to know the best ways to put this into action. Or, at most, the maximum tolerable moment to go back and correct. These are no longer secret formulas, but they remain challenging."
Quality as the Main Motto
The expert serves as the quality compliance lead for the Reckitt LCC site in the United States. With nearly two decades of experience, he ensures the promotion of a quality culture based on science and risk analysis, in a flexible, innovative, and customer-oriented way. Key elements of his career include transforming the site from a local supply platform to a global supply platform, aimed at securing and maintaining regulatory approvals. To reach this level, he led diverse teams and also spearheaded capacity building and mentoring of teams aligned with the business vision and mission.
To highlight this experience, it is important to note that Quality Management in areas like healthcare, where Varun Rana has much of his career, is based on even more stringent control standards. Tools for applying and evaluating methods depend heavily on the project's style, with examples including the Ishikawa Cause-and-Effect Diagram, the PDCA Cycle, and the Pareto Diagram. However, these tools could fill entire chapters on their own.
