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TOPIC 10:
SUSTAINING A TOTAL
QUALITY ORGANISATION
1. Organisational Culture &
Performance Excellence
2. Learning Organisation
3. Key Forces in Future Quality
Management

Learning Objectives

 Able to explain on the relationship

between organisational culture &
performance excellence.
 Able to evaluate the different aspect of
learning organisation.
 Able to identify the key forces that can
affect on the future quality management.

10.1 Organisational Culture

& Performance
Excellence
 Organisational culture:
● An organisation’s value system & its collection of
guiding principles (Evans & Lindsay, 2005).
● The everyday manifestation of its underlying values
& traditions (Goestch & Davis, 2006).

 Understanding organisational culture is important to

ensure the success of the TQ implementation: Believe in
the principles of TQ.

 As TQ practices are used routinely within an

organisation, its people learn to believe in the
principles, & cultural changes (towards quality) can
occur.

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10.1.1 Changing Organisational

Culture

Strategic Change Process Change

Theme of Shift in organisational Adjustment of
change direction organisational process
Driving force Usually environmental Usually internal forces
forces
Typical Strategic planning Self-assessment of
antecedent process management system
Area of Typically widespread Often narrow – division /
organisational function
changes
Examples • Entering new markets • Improving info systems
• Mergers & acquisitions • Establishing guidelines

 Performance excellence is definitely

differed with a traditional management
culture – must understand what needs
change.
 A culture of performance excellence:

A premium is
Acknowledge
placed on
performance of
excellence in
the employees
performance

Strategic Management
outcomes drive commitment &
the work leadership

 Changing to TQ requires viewing quality efforts as a

journey, as well as the ability to develop into a
“learning organisation”: i.e. understand the steps
involved in TQ & consider the organisation as a
dynamic entity.

 Fostering five (5) critical behaviours to develop a

positive quality culture is required:

Create & maintain an awareness of quality

Provide evidence of management’s leadership

Encourage self-development and empowerment

Keep employee involved

Provide recognition & rewards

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10.2 Learning Organisation

 Psychologists suggest that individuals go

thru’ 4 stages of learning:
1. Unconscious incompetence
2. Conscious incompetence
3. Conscious competence
4. Unconscious competence

 Both culture & the organisational

structure should be designed to support
the established direction in which the
organization is moving & modified
whenever that direction changes
significantly.

 An organisation that is continually expanding

its capacity to create its future; a group of
people working together collectively to
enhance their capacities to create results they
really care about (Peter Senge, et. al., 1990)

 A company that facilitates the learning of its

members and continuously transforms itself
(Pedler, Burgogyne & Burdell, 1997)

 Organisations need to maintain knowledge about

new products and processes, understand what is
happening in the outside environment and
produce creative solutions using the knowledge
and skills of all within the organisation (Argyris,
1999)

 LO is crucial – to position companies in current

changing environment; need to learn how to
improvise its products, services, people & system

 The foundation for improvement – understanding

why changes are successful through feedback
between practices & results, which leads to new
goals & approaches

 2 types of learning in organisation:

1. Adaptive – Occurs only as a result of adapting
what has been learned. E.g. use TQ principles
for strategic planning & daily operations.
2. Generative – Generate new inputs to be shared
& learned by others. Leaders must develop the
capability to integrate creative thinking and
problem solving throughout the organisation.

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10.2.1 LO’s Key Activities

1. Systematic problem solving

2. Experimentation with new
approaches
3. Learning from own experiences &
history
4. Learning from experiences & best
practices of others
5. Transferring knowledge quickly &
efficiently throughout the
organisation

10.3 Key Forces in Future

Quality Management
Global responsibility
Consumer awareness
Globalisation
Increasing rate of change
Workforce of the future
Aging population
21st century quality
Innovation

Q is not a unit / department

but it is an attitude!

&

Q starts from WITHIN &

that’s US!

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END OF TOPIC 10