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According to our MJF model, specific and distinct mentoring skills are demanded here if the quality professional is to be successful and effective.

1. Ability to influence others. Organizations tend to position their quality professionals in unenviable positions. Often these quality managers find themselves in "dotted-line" relationships with operational managers. Despite being charged with the success of multi-million dollar projects, often quality managers are only given minimal financial resources and have little direct control over operational managers to ensure compliance with quality initiatives. Hence, the most successful quality managers use strong interpersonal skills of persuasion and negotiation to get quality projects done.

2. Agenda Setting and Delay Tactics. Quality professionals find it difficult to ensure that issues concerning quality are slated on the corporate agenda. Often, operational managers do not fully understand the vital impact of quality drives, such as process improvement. For these reasons, senior management tends to question the worth or value of many quality programs.

3. Communication. Quality managers are the institutional researchers of an organization. Accordingly, they set up rigorous methodologies and use robust statistical programs to isolate, identify, and evaluate quality problems. For a quality manager to be successful, she or he must communicate in a clear and concise manner that is understandable to diverse parties--many of whom have no statistical background.

4. Business and Operational Knowledge. A major criticism against quality professionals is that they do not fully understand the business in which they attempt to apply quality solutions. This is not surprising since many quality managers are given only basic statistical training before entering an operations environment. For instance, at General Electric (GE), newly hired quality professionals only go through a two to four week statistical process control class before they are integrated into one of GE's core business areas. Quality managers cannot make well-grounded quality recommendations if they do not fully understand the nature and dynamics of that particular business.

Two Approaches that Blend Job Needs and Mentoring

We describe how two organizations use mentoring to improve quality. In addition to addressing MJF, we illustrate how Human Resource Management (HRM) plays a key role in fully integrating mentoring into large-scale quality initiatives.

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Q: What is an example of Contingency approach to management?
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