Leslie A. Toombs’s research while affiliated with The University of Texas of the Permian Basin and other places

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Publications (11)


Figure 1: The 5 P's Paradigm Source: Pryor, M. G., White, J. C., and Toombs, L. A. (1998), Strategic quality management: A strategic, systems approach to continuous improvement, Thomson Learning: Mason, OH.
Figure 2: 5 P's Model of Strategy Implementation
Figure 5: A Conceptual View Defining People as Part of the 5P's Model
Strategic Implementation as a Core Competency The 5P's Model
  • Article
  • Full-text available

December 2019

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30,807 Reads

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93 Citations

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Leslie A Toombs

Whereas strategy formation has received robust examination in the literature, explicit guidance toward strategy implementation has been meager. Unfortunately, most strategic planning efforts fail during this crucial phase wasting significant resources already invested. Because of the abysmal success rates in plan realization, we suggest that the systematic strategy implementation requires a more integrative methodology. While it is feasible to theoretically separate the academic domains of strategic management, operations management, organizational behavior, etc., such an approach is not pragmatic for organizational leaders charged with conceptual execution. These leaders would benefit from a more inclusive framework so that strategic implementation, as opposed to the myopic focus on strategy formulation, might emerge as a core competency. Based upon this premise, we integrate theory and research from supposed disparate business disciplines to offer the 5P's model, a universal, comprehensive representation of effective strategy implementation.

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Figure 2 5P's Strategic Leadership Model 
Organizational implosion - A threat to long-term viability

January 2014

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2,396 Reads

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7 Citations

Academy of Strategic Management Journal

The concept of organizational implosion is not yet an integral part of the literature on management, organizations, or leadership although problematic internal organizational scenarios have been addressed in the literature for many years. When an organization implodes, many of the stakeholders may initially be surprised. However, upon review of the organization in the period leading up to the implosion, it would be evident that there were many demolition charges (seeds of destruction) in place throughout the organization. Perhaps some of these seeds of destruction could exist in the short term. However, in the long term, they would eventually cause the organization to implode, to collapse from within. This article discusses various types of organizational issues that can function as demolition charges and suggests ways to eradicate them or at least minimize their impact.



Strategic quality management: The role of process ownership, management and improvement

June 2011

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109 Reads

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12 Citations

International Journal of Business Excellence

This article discusses process management concepts that are essential to improvement initiatives such as strategic quality management, total quality management, Six Sigma, and lean manufacturing. One critical element to understand is 'process' because processes must be documented, and process owners must be identified before processes can be validated, managed and improved. A key concept is the role that process stakeholders play in the improvement of processes. Another vital concept is the relevance of empowerment to process ownership and improvement. The concept of value and its importance to customers is also discussed. The question is asked (and answered): ''What must people do in order to improve processes?'' Finally, measurement and baselines are discussed, and examples of processes, process owners, measurements and suggestions for improvement are provided.




The impact of ostrich managers on strategic management

January 2010

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333 Reads

Academy of Strategic Management Journal

This article describes the differences between ostrich (non-strategic) managers and strategists. It also provides a "Quick Test" to determine the extent to which one is an ostrich manager and discusses options for moving from ostrich manager to strategist. In addition, the article reminds us that ostrich managers hide from the present and fail to contemplate the future while strategists seek to understand the present and use it as a foundation for confronting and/or inventing the future.


MANAGEMENT MODELS AND QUALITY INITIATIVES IN SMALL BUSINESS

75 Reads

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2 Citations

In order to improve their organizations and their operations, small business leaders should utilize various management models and standards in addition to quality initiatives and tools. In fact, they should integrate quality initiatives into the strategic management of their organizations. Management models suggested in this paper for use by small business leaders, et al were The Strategic Management Model, The 5 P's Model, and The Malcolm Baldrige National Quality Award Criteria. In addition to the management models, three standards discussed were: ISO 9000 and ISO 14000, which were developed by the International Organization for Standardization, and The Small Business Standard, developed and distributed by the Institute for Quality Assurance.


Figure 2 The 5P's Model  
What Management and Quality Theories Are Best for Small Businesses?

909 Reads

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14 Citations

Understanding and using management models, standards, and assessment tools, in conjunction with quality concepts and tools, can help ensure that businesses and other organizations survive and flourish over the long term. The use of quality initiatives will help businesses: (1) Document and improve processes; (2) Understand customer requirements and ensure that their products and services meet those requirements; and (3) Streamline relationships between internal customers and suppliers and employees of the business and external customers and suppliers. However, implementing a quality initiative stops short of managing a business from a strategic, systems perspective that can be accomplished using various management models, quality award criteria, and standards. This paper proposes that organizations should use a model which integrates quality concepts and strategic management concepts into a powerful systemic structure called the 5P's Model. The authors suggest that this model is especially effective for small businesses since they are not as complex as larger organizations. In other words, they can more easily develop and align their respective Purposes, Principles, Processes, People, and Performance which are the elements of the 5P's Model.


Goofing off is in the eye of the beholder A case of trust, culture, and change

Bailey is the quality manager employed by Golden XYZ Factory. Over the past two years, she has worked to implement a quality management initiative and institutionalize quality as part of the company's culture. At the time of this case, the quality initiative has begun to take root, excitement is building throughout the organization, and employees are sending her suggestions for improvement in their respective job areas. While Bailey is pleased about the employees' building excitement, she is concerned about the willingness of the top leadership team to trust the employees to implement these initiatives. The leadership team members have received training in several areas including: (1) quality theories and tools; (2) leadership; (3) empowerment; and (4) change management. However, there still seems to be a lack of trust in the non-management employees' decision-making capabilities. One example of the lack of trust is the incident in the case where the Vice President of Production, Albert Jones, called a staff meeting because of his perception that when production employees are talking together during work, they are goofing off. He is not willing to believe that they could be discussing various improvement opportunities for the firm, and he demands that they be given demerits. This trust issue is blocking progress in implementing the employees' quality improvement suggestions. Bailey is worried that without the ability to harness the enthusiasm and make the suggested improvements, the non-management employees will lose their improvement momentum and things will return to "business as usual".


Citations (9)


... The status of organizations is enhanced by focusing their attention on expertise and skills to develop their capabilities, which leads learning of new skills, and diagnose what they can do in the future by realizing the organizational content and design that achieve better performance for the organization and distinguish it from its competitors (Hong and Stahle, 2005;Taneja et al., 2012). We believe that the importance of organizational renewal capabilities is evident in the trend toward building a permanent learning organization, adopting an open system with the environment, providing the business with a thorough grasp of the potential of its employees, paying attention to the knowledge that the employees carry, and converting it from tacit knowledge to apparent knowledge. ...

Reference:

Role of Investing in Human Resources in Enhancing the Organizational Renewal Capabilities of the Pharmaceutical Industry
Organizational Renewal: A Strategic Imperative
  • Citing Article
  • January 2012

Delhi Business Review

... Based on our professional experience of managing projects, we found the implementation strategies developed by Okumus (2003), Pryor et al. (2007), and Hrebiniak (2013) to be the most appropriate for studying the management of impact in research projects. They capture the complex nature of H2020 collaborative projects, and their structure corresponds well to the elements that play a role in the management of collaborative projects. ...

Strategic Implementation as a Core Competency The 5P's Model

... Robertson (2008) noted that strategy and ethics traditionally have had a symbiotic relationship, but they have begun to coalesce. Pryor et al. (2014) support the concept of strategy and ethics coalescence and note that it is management's job to ensure that their respective organizations have ethical foundations (i.e., core values, ethical cultures and work environments, ethical decision making and ethical actions). We suggest that leaders need to adopt a strategic leadership model that explicitly includes ethics as one of its elements that must be aligned in order for the organizational system to thrive. ...

Organizational implosion - A threat to long-term viability

Academy of Strategic Management Journal

... Conflict is a natural consequence of individuals' interaction, whether they are part of a family or part of a professional team. Therefore, conflict is inevitable when the human element is evolved (Hollins, 2016;Singleton et al., 2011). Conflict can affect interpersonal, employment and even intercultural relationships (Haraway & Haraway, 2005). ...

Workplace conflict: a strategic leadership imperative
  • Citing Article
  • January 2011

... This indicates the compassion as a source of initiating intrinsic motivation among the employees, which still needs to be tested empirically. Another support for compassion is advocated by (Pryor, Oyler, Humphreys, & Toombs, 2010) in terms of strengthening transformational leadership. According to this study, displaying compassion by leaders and superiors create trust among subordinates facilitating the transformational leadership to induce behavioral changes. ...

The people cried – a case of compassionate, transformational leadership

... Redundancy is the replication of work processes that are unnecessary (Pryor et al., 2011). In the food service setting, Tsaur and Yen (2019) define service redundancy as "the provision of excessive or unnecessary service that does not improve customer perception of service quality." ...

Strategic quality management: The role of process ownership, management and improvement
  • Citing Article
  • June 2011

International Journal of Business Excellence

... Making ensuring that a company enterprise achieves its desired goals is the major goal of implementing effective management in a SME. Because of this, Pryor et al. (2010) contend that before starting a firm, all small business owners and managers must be well-versed in the knowledge, skills, expertise, and background required to operate their enterprises efficiently. To help small business managers, understand the components of management and apply them to their operations, Pryor et al. (2010) proposed a strategic management model. ...

What Management and Quality Theories Are Best for Small Businesses?

... Many prior measures of school mental health quality also include items related to teaming, such as multidisciplinary collaboration and communication efforts within a school mental health team to coordinate referral processes, ensuring students receive needed services, and ensuring services are not duplicated (The National Assembly on School Based Health Weist et al., 2006). Yet, prior measures of school mental health quality did not explicitly address structures and functions of a high performing team (Iachini et al., 2013;Weist et al., 2012) or overall quality improvement efforts to advance teaming performance (Meltzer et al., 2010;Pryor et al., 2009). The primary purpose of the SMH-QA is to provide a tool for CSMHS teams to self-assess the strengths and needs of their system to inform quality improvement priorities and action plans. ...

Teaming as a strategic and tactical tool: An analysis with recommendations
  • Citing Article
  • March 2011

IEEE Engineering Management Review

... The 5 P's model is an improvement of the strategic management model (Pryor & Toombs, 2004) which comprises of only one of five elements necessary for an organization to be successful -Purpose. The other four elements are Principles, Processes, People, and Performance and are depicted in Figure1. ...

MANAGEMENT MODELS AND QUALITY INITIATIVES IN SMALL BUSINESS
  • Citing Article