Module IV

HRD climate; work culture; Quality of work life (QWL) and management of change; TQM
and HRD strategies; HRD in strategic organization

HRD
Human resource development is the process of helping people to acquire expertise. In an
organizational context, it is the process by which organizations help their employees in a
continuous and planned way in order to:
1. acquire or sharpen the abilities required to perform various functions associated with their
present or expected future roles;
2. develop their general skills as individuals, discover and utilize their inner potential for their
own and/or organizational development purposes;
3. develop an organizational culture in which supervisor-subordinate relationships, teamwork
and collaboration among sub-units are strong and contribute to the professional well-being,
motivation, and pride of employees.
Human resource development process is facilitated by mechanisms (instruments or sub
systems) such as :
Performance appraisal, training, organizational development (OD) feedback and counselling,
career development, potential development, job rotation and rewards.

Analysis of the definitions further shows that there are three aspects in human resource
development:

i) Helps and motivates organizational employees

ii) Helps acquisition, development and moulding of various aspects of human resources
iii) Contributes to the organizational, group, individual and social goals.

These three aspects can further be classified into the following factors:
1.Enabling factors
a) Organizational structure and climate,
b) Human resource development climate,
c) Human resource development knowledge and skills of management
d) Resource planning, recruitment and selection
2. Techniques or methods, to acquire, develop and mould human resources.
a) Performance appraisal and potential appraisal
b) Career planning and development, training
c) Management development
d) Social and cultural programmes
e) Workers participation in management
f) Quality circles

3. The resultant contribution of the HRD process to the goals of the organization, group,
individuals and society.

HRD Climate
The term ‘climate’ is used to, designate the quality of the internal environment which
conditions in turn the quality of cooperation, the development of the individual, the extent of
member’s dedication or commitment to organisational purpose, and the efficiency with which
the purpose becomes translated into results.
Climate is the atmosphere in which individuals help, judge, reward, constrain and find out
about each other. It influences morale and the’ attitudes of the individual toward his work and
his environment.
The Human Resource Development climate of an organisation plays a very important role
in ensuring the competency, motivation and development of its employees. The Human
Resource Development climate is both a means to an end as well as an end in itself. Both the
formal and informal structure combines to create what is called organisational climate.
HRD climate as a conceptual linkage between organizations and individuals that intervenes
between specific situation attributes or events and individual perceptions, attitudes
and behaviour.
Pritchard and Marasick define HRD climate as a relatively enduring quality of an
organization’s internal environment, distinguishing it from other organizations, which:
(a) results from the behaviour and practice of members of the organization especially in
top management
(b) is perceived by members of the organization
(c) serves as a basis for interpreting the situation and
(d) acts as a source of pressure for directing activity.
The elements of HRD climate can be grouped into three-broad categories;
(1) General climate
(2) HRD culture and
(3) Human Resource Development mechanisms.
A general supportive climate is important for HRD if it has to be implemented effectively.
Such supportive climate consist of not only top management, line management’s commitment
but good personnel policies and positive attitudes towards development.
HRD culture is essential for facilitating HRD climate. The HRD culture deals with the
extent to which Openness, Confrontation, Trust, Autonomy, Proactivity, Authenticity,
Collaboration and Experimentation (OCTAPACE) are valued and promoted in the
organization.
OCTAPAC culture is essential for facilitating HRD. Openness is there when employees
feel free to discuss their ideas, activities and feelings with each other. Confrontation is
bringing out problems and issues into the open with a view to solving them rather than hiding
them for fear of hurting or getting hurt. Trust is taking people at their face value and
believing what they say. Autonomy is giving freedom to let people work independently with
responsibility. Proactivity is encouraging employees to take initiative and risks.
Authenticity is the tendency on the part of people to do what they say. Collaboration is to
accept interdependencies, to be helpful to each other and work as teams.
The effective performance of this human resource depends on the type of HRD climate that
prevails in the organization; if it is good then the employee’s performance will be high, but if
it is average or poor then the performance will be low.
Successful implementation of HRD involves an integrated look at HRD and efforts to use as
many HRD mechanisms as possible. These mechanisms include: performance appraisal,
potential appraisal, career planning, performance rewards, feedback and counseling, training,
employee welfare for quality work life, job-rotation, etc.
WHAT CONTRIBUTES OF HRD CLIMATE?
1) Top Management Style and Philosophy: A developmental style, a belief in the capability
of people, a participative approach, openness and receptivity to suggestions from the
subordinates are some of the dimensions that contribute to the creation of a positive HRD
climate.
2) Personnel Policies: Personnel policies that show high concern for employees, that
emphasise equity and objectivity in appraisals, policies that emphasise sufficient resource
allocation for welfare and developmental activities, policies that emphasis a collaborative
attitude and trust among the people go a long way in creating the HRD climate.
3) HRD Instruments and Systems: A number of HRD instruments have been found to
generate a good HRD climate. Particularly open systems of appraisal with emphasis of
counselling career development systems, informal training mechanisms, potential
development systems etc. contribute to HRD climate.
4) Self-renewal Mechanisms: Organisations that have built in self renewal mechanisms are
likely to generate a positive HRD climate.
5) Attitudes of Personnel and HRD staff: A helpful and supportive attitude on the part of
HRD and personnel people plays a very critical role in generating the HRD climate. If the
personnel behaviour of any of these agents is not supportive, the HRD climate is likely to be
vitiated.
6) Commitment of Line Managers: The commitment of line managers to the development
of their subordinates is a very important determiner of HRD climate. If line managers are
willing to spend a part of their subordinates, it is likely to have a positive impact.

Example for Positive HRD Climate

A positive human resource development climate can be seen in the global company
Microsoft. Microsoft's HR development climate is focused on continuous learning and career
development for its employees.
Microsoft offers a wide range of employee training and development programs, including
mentorship opportunities, leadership development programs, and career development plans.
The company also encourages employees to learn new skills and technologies by providing
resources such as online courses, coding challenges, and technical webinars.
Moreover, Microsoft prioritizes a growth mindset and actively encourages employees to take
on new challenges and explore different career paths. The company provides opportunities
for job rotation, giving employees a chance to work in different departments and gain a
broader perspective on the organization.
The positive HR development climate at Microsoft has resulted in high employee
engagement and retention rates. By investing in its employees' growth and development,
Microsoft has created a culture of learning and innovation, where employees feel valued and
supported.
Work Culture
What is work culture ?
Work culture is a concept which deals in the study of:
 Beliefs, thought processes, attitudes of the employees.
 Ideologies and principles of the organization.
It is the work culture which decides the way employees interact with each other and how an
organization functions.
In layman’s language work culture refers to the mentality of the employees which further
decides the ambience of the organization.
An organization is said to have a strong work culture when the employees follow the
organization’s rules and regulations and adhere to the existing guidelines. However there are
certain organizations where employees are reluctant to follow the instructions and are made
to work only by strict procedures. Such organizations have a weak culture.
Characteristics of a Healthy work Culture
 A healthy work culture leads to satisfied employees and an increased productivity.
 Employees must be cordial with each other. One must respect his fellow worker.
Backbiting is considered strictly unprofessional and must be avoided for a healthy
work culture. One gains nothing out of conflicts and nasty politics at work.
 Each employee should be treated as one. Partiality leads to demotivated employees
and eventually an unhealthy work culture. Employees should be judged only by their
work and nothing else. Personal relationships should take a backseat at the workplace.
Don’t favour anyone just because he is your relative.
 Appreciating the top performers is important. Praise the employees to expect good
work from them every time. Give them a pat on their back. Let them feel
indispensable for their organization. Don’t criticize the ones who have not performed
well, instead ask them to pull up their socks for the next time. Give them one more
opportunity rather than firing them immediately.
 Encourage discussions at the workplace. Employees must discuss issues among
themselves to reach to better conclusions. Each one should have the liberty to express
his views. The team leaders and managers must interact with the subordinates
frequently. Transparency is essential at all levels for better relationships among
employees and a healthy work culture. Manipulating information and data tampering
is a strict no no at the workplace. Let information flow in its desired form.
 Organization must have employee friendly policies and practical guidelines.
Expecting an employee to work till late night on his birthday is simply impractical.
Rules and regulations should be made to benefit the employees. Employees must
maintain the decorum of the organization. Discipline is important at the workplace.
 The “Hitler approach” does not fit in the current scenario. Bosses should be more
like mentors to the employees. The team leaders should be a source of inspiration for
the subordinates. The superiors are expected to provide a sense of direction to the
employees and guide them whenever needed. The team members should have an easy
access to their boss’s cabin.
 Promote team building activities to bind the employees together. Conduct training
programs, workshops, seminars and presentations to upgrade the existing skills of the
employees. Prepare them for the tough times. They should be ready under any odd
circumstances or change in the work culture.
What is a positive work culture?
Simply put, a positive work culture is one that prioritizes the well-being of employees,
offers support at all levels within the organization, and has policies in place that
encourage respect, trust, empathy, and support.
 A 2011 study by Cameron et al. found that a positive work culture contains six
elements:

 Treating colleagues as friends, caring for them, and being interested in their
wellbeing.
 Supporting colleagues and offering compassion and kindness in times of need.
 Forgiving mistakes and not assigning blame.
 Working to inspire each other.
 Finding and emphasizing meaningful aspects of the work.
 Prioritizing trust, respect, gratitude, and integrity.
Benefits:
There are a multitude of studies that demonstrate that a positive work culture directly leads to
better health for employees, reduces turnover, increases loyalty, and promotes better
job performance.
Toxic Work culture
A toxic work culture is one that contains dysfunctional behavior, drama, infighting, poor
communication, power struggles, and low morale. It also does not prioritize employee well-
being through actions and policies. There are common issues that toxic workplaces may
experience:
1. Low morale
2. Lack of clarity
Toxic workplaces can demonstrate a lack of clarity regarding roles, responsibilities, chain of
command, and hierarchy.
3. Interpersonal drama
Gossip, cliques, passive-aggression, and workplace bullying all fall under the drama
umbrella.
4. Fear of failure
5. High employee turnover
There are various types of work culture that can be found in organizations, and some of
the most common ones include:
1. Hierarchical Culture: This type of culture is characterized by a clear chain of
command and a formal structure where decision-making power is concentrated at the
top. This culture is often seen in large, bureaucratic organizations.

Here's an example of hierarchical work culture:

At a large corporation, the CEO sits at the top of the hierarchy, followed by the executive
team, middle managers, and entry-level employees. Each level reports to the one above it and
is responsible for carrying out the directives of those in higher positions. Communication
typically flows from the top down, with the CEO making decisions that are then
communicated to the executive team, who pass them on to middle managers, and so on.
2. Clan Culture: This type of culture emphasizes collaboration and teamwork, and there
is a strong sense of community within the organization. This culture often promotes a
family-like atmosphere where employees work together towards a common goal.
Here's an example of clan work culture
At a small family-owned business, the employees all know each other well and often
socialize outside of work. The owner of the business is seen as the patriarch or matriarch of
the clan, and decisions are made through a collaborative process involving all employees.
Everyone in the company is encouraged to contribute their ideas and suggestions, and the
focus is on building a strong sense of community and loyalty.
3. Market Culture: In this type of culture, the focus is on results and achieving goals.
There is a high level of competition and a strong emphasis on winning. This culture is
often found in sales-oriented organizations.
Here's an example of market work culture
At a large sales-focused corporation, employees are divided into teams that compete against
each other to meet sales goals. The focus is on individual achievement, and the company
rewards top performers with bonuses, promotions, and other incentives. The culture is fast-
paced and results-driven, with little emphasis on building strong relationships among
employees.
4. Adhocracy Culture: This type of culture is characterized by creativity and
innovation, and there is a high degree of flexibility and adaptability. This culture often
encourages risk-taking and experimentation, and employees are empowered to make
decisions.
Here's an example of adhocracy work culture
At a startup company, employees are given a lot of autonomy and are encouraged to take
risks and come up with new ideas. The company is constantly experimenting and trying new
things, and there is a strong emphasis on innovation and creativity. There is no set hierarchy,
and decisions are often made collaboratively among the team members who are most
involved in a particular project.
5. Bureaucratic Culture: This type of culture emphasizes rules and procedures, and
there is a strong focus on following established processes. This culture is often found
in government organizations or large corporations with many rules and regulations.

Here's an example of bureaucratic work culture

At a government agency, employees are required to follow strict rules and procedures in their
daily work. There is a clear hierarchy, with decisions being made at the top and
communicated down to lower-level employees. There is a strong emphasis on efficiency and
compliance with regulations, and employees are expected to adhere to established processes.
6. Entrepreneurial Culture: In this type of culture, there is a strong emphasis on
innovation, creativity, and risk-taking. This culture often fosters an environment of
rapid growth and change, and employees are encouraged to be entrepreneurial and
think outside the box.
Here's an example of entrepreneurial work culture
At a startup company, employees are given a lot of autonomy and are encouraged to take
risks and come up with new ideas. The focus is on innovation and creativity, and there is a
strong sense of urgency to bring new products or services to market quickly. The company
may have a flat organizational structure, with little hierarchy, and decision-making may be
decentralized to empower employees at all levels to make decisions.

QULAITY OF WORK LIFE

Techniques used to improve QWL
1. Flexible Work Schedules: There should be flexibility in the work schedules of the
employees. Alternative work schedules for the employees can be flexi time, staggered hours,
compressed work week etc. Flexi time is a system of flexible working hours, staggered hours
schedule means that different groups of employees begin and end work a different intervals.
Compressed work week involves longer hours of work per day for fewer days per week.
2. Job Redesign: Job redesigning or job enrichment improves the quality of the jobs. It
attempts to provide a person with exciting, interesting, stimulating and challenging work. It
helps to satisfy the higher level needs of the employees.
3. Opportunity for Development/Career Development: Career development is very
important for ambitious and achievement oriented employees. If the employees are provided
with opportunities for their advancement and growth, they will be highly motivated and their
commitment to the organization will increase.
4. Autonomous Work Groups: Autonomous work groups are also called self managed work
teams. In such groups the employees are given freedom of decision making. They are
themselves responsible for planning, organizing and controlling the activities of their groups.
The groups are also responsible for their success or failures.
5. Employee’s Participation in Management: People in the organization should be allowed
to participate in the management decisions affecting their lives. Quality circles, Management
by objectives, suggestion system and other forms of employee’s participation in management
help to improve the Quality of Work Life.
6. Job Security: Employees want stability of employment. Adequate job security provided to
the employees will improve the Quality of Work Life to a large extent.
7. Equitable Justice: The principle of equitable administrative justice should be applied in
disciplinary actions, grievance procedures, promotions, transfers, work assignments etc.
Partiality and biasness at any stage can discourage the workers and affect the Quality of
Work Life.

Example of Quality of Work Life

A good example can be a company which provides good opportunities to an employee
making sure that these opportunities are as per the skill level and matches with the aspirations
as well. Also providing flexibility in work timings, perks like Work from home etc. adds to
the quality of life.
These days, companies provide insurance plans and also various types of leaves to support
the employee in the time of need or otherwise as well. These can keep employee secure in
terms of unexpected events. These are some of the examples through which quality of work
life is getting better.

Management of Change
Management Organisational Change is a complex process. Change in organisation does not
occur instantaneously. It requires considerable planning and efforts on the part of
management.
Process of Managing Change include the following steps:-
1. Identifying need for change.
2. Define the elements to be changed.
3. Planning the change.
4. Assessing change forces.
5. implementation the change.
6. Follow-up and feed back
 1. Identifying the need for change: This step involves recognizing the need for change,
which could be due to a variety of factors such as changes in the market, changes in
technology, or changes in customer needs.
2. Define the elements to be changed: Once the need for change has been identified,
it's important to determine the specific elements that need to be changed. This could
include processes, systems, policies, or even organizational structure.
3. Planning the change: This step involves developing a detailed plan for implementing
the change, including timelines, milestones, and specific tasks or activities that need
to be completed. The change management team should be involved in this process,
and the plan should be communicated to all employees.
4. Assessing change forces: This step involves assessing the internal and external forces
that could impact the change, such as resistance from employees, changes in the
market, or regulatory changes.
5. Implementing the change: Once the plan has been developed and assessed, the
change can be implemented. This step involves executing the plan, monitoring
progress, and making adjustments as necessary.
6. Follow-up and feedback: After the change has been implemented, it's important to
evaluate its effectiveness and measure whether the expected outcomes have been
achieved. This evaluation can help identify areas for improvement and provide
insights for future changes. Feedback should be collected from employees, customers,
and other stakeholders to ensure that the change is meeting their needs and
expectations. Follow-up actions should also be taken to ensure that the change is
sustained over time.

There are several models in management of change that organizations can use to guide
their change management process. Here are some common models:

Lewin's Change Management Model:

This model, developed by Kurt Lewin, involves three stages: unfreezing, changing, and
refreezing. The unfreezing stage involves preparing the organization for change by
identifying the need for change and creating a sense of urgency. The changing stage involves
implementing the change, and the refreezing stage involves stabilizing the change to ensure it
becomes the new norm.
Kotter's 8-Step Change Model:
This model, developed by John Kotter, involves eight stages: creating a sense of urgency,
building a guiding coalition, forming a strategic vision, communicating the vision,
empowering others to act on the vision, creating short-term wins, consolidating gains and
producing more change, and anchoring new approaches in the organization's culture.

McKinsey 7-S Model:

This model, developed by McKinsey & Company, focuses on seven key areas that need to be
aligned to achieve successful change: strategy, structure, systems, shared values, skills, staff,
and style.

ADKAR Model:
This model, developed by Prosci, focuses on five key elements that individuals need to
successfully navigate change: awareness of the need for change, desire to participate in the
change, knowledge of how to change, ability to implement new skills and behaviors, and
reinforcement to sustain the change.
Bridges' Transition Model:
This model, developed by William Bridges, focuses on the psychological and emotional
aspects of change, and involves three stages: ending, neutral zone, and new beginning. The
ending stage involves letting go of the old ways, the neutral zone involves the uncertainty and
discomfort of the change, and the new beginning involves embracing the new ways.

HRD IN STRATEGIC ORGANIZATION

Developing Human Resource Strategies Human Resource Development strategy indicates the
desired course of action planned by an organization to achieve Human Resource
Development goals or Human Resource Development outcomes. The course of action may
deal with the choice of various means to achieve the desired goal and a plan for implementing
the chosen action. Fundamental changes in the business environment have created a sudden
shift in focus of Human Resource function.
These changes include:
• Rapid rate of change in business.
• Raising costs, increasing competitive pressures and margins
• Rapid technological change: increasing demand for new skill through resourcing, education
and retraining.
• Complex organization: product, geography, technologies, business function,
customers/markets
• Flatter, leaner and more flexible organization
• Changing demographics, limited labour availability
• Responding to external forces: legislation and regulation, litigation, union relations and
union avoidance, etc

Strategic Human Resource Development practices

Strategic Human Resource Development Practice is a holistic framework encompassing
developmental fundamentals and initiatives. Strategic Human Resource Development
fundamentals are those components of Human Resource Development , which have to be
strong enough to ensure a congenial atmosphere in an organization for implementation of
Strategic Human Resource Development initiatives. There are similar to hygiene factors
suggested by Herzberg .
Strategic Human Resource Development fundamentals
• Compensation
• Working Condition
• Family Welfare
• Human Resource Development Department/function
Strategic Human Resource Development initiatives
• Training
• Performance Appraisal
• Job environment
• Career Planning
• Communication
• Involvement and Empowerment
Compensation
One of the important aspect is to establish equitable pay practices in an organization, because
this aspect have a great impact on morale, retention and ability to attract capable employees.
Compensation levels determine employee’s life style, status, self-worth and attitudes towards
the organization.
Working condition and family welfare
There are two factors responsible for the performance of the job.
1. Appropriate welfare provisions
2. Physical environment of work.
The changes in these two brings about a temporary improvement in morale, leading to
increased productivity. A well-maintained and designed office environment can promote
individual well being and productivity.
Functions of Human Resource department
The Human Resource function in organizations is continuing to grow in importance and
influence. Because it has the vast potential for using Human Resource to enhance
productivity, improve quality, spur innovations, contain costs and to satisfy customers.
Training
Training and development of employees is attracting more attention. The literature of recent
years has stressed the importance of trying training to strategic business planning.
Performance Appraisal
Performance appraisal is the cornerstone of an effective Human Resource system. It provides
the information needed to make fully informed strategic decisions by assessing the fit
between current Human Resource Systems· and those systems required by a change in
strategic direction. Performance measurement is crucial for business.
Job Enrichment
When certain competitive task is added to job content, it is termed as ‘‘job enrichment”.
Routine job and repetitive work become monotonous to workers.
Career Planning
Managing career rather than staffing job is now necessity in an organization. Changing
employee attitudes, tight labour markets, increased pressure to control employee retention
and productivity have stressed the time frame for considering actions affecting employee
careers. The one of the ideal way to career development is to integrate the needs of the
employee with the goals of job satisfaction and growth. The organization needs to tap the
creative potential of all its employees to a far greater extent than ever before.
Communication
Communication as an integral part of organization has increasing attention as to
communicating the various business information to various kinds to employees. The content
of communication has also varied widely and covered such issues as marketing, sales results,
future developments, company policy, and industrial relation.
Involvement and Empowerment
The main stress is to increase employee commitment to their work or to their organization in
order to facilitate workforce suitably. By creating an environment in which employees could
have greater control over their work, managers also assumed that worker would become more
committed to their jobs.
TQM
The reason quality has gained such prominence is that organizations have gained an
understanding of the high cost of poor quality. Quality affects all aspects of the organization
and has dramatic cost implications. The most obvious consequence occurs when poor quality
creates dissatisfied customers and eventually leads to loss of business.
However, quality has many other costs, which can be divided into two categories.
The first category consists of costs necessary for achieving high quality, which are called
quality control costs.
These are of two types: Prevention costs and Appraisal costs.
Prevention costs are all costs incurred in the process of preventing poor quality from
occurring. They include quality planning costs, such as the costs of developing and
implementing a quality plan. Also included are the costs of product and process design, from
collecting customer information to designing processes that achieve conformance to
specifications. Employee training in quality measurement is included as part of this cost, as
well as the costs of maintaining records of information and data related to quality.
Appraisal costs are incurred in the process of uncovering defects. They include the cost of
quality inspections, product testing, and performing audits to make sure that quality standards
are being met. Also included in this category are the costs of worker time spent measuring
quality and the cost of equipment used for quality appraisal.

The second category consists of the cost consequences of poor quality, which are called
quality failure costs.
These include External failure costs and Internal failure costs.
Internal failure costs are associated with discovering poor product quality before the
product reaches the customer site. One type of internal failure cost is rework, which is the
cost of correcting the defective item. Sometimes the item is so defective that it cannot be
corrected and must be thrown away.
External failure costs are associated with quality problems that occur at the customer site.
These costs can be particularly damaging because customer faith and loyalty can be difficult
to regain. They include everything from customer complaints, product returns, and repairs, to
warranty claims, recalls, and even litigation costs resulting from product liability issues. A
final component of this cost is lost sales and lost customers.

Customer Focus
The first feature of TQM is the company’s focus on its customers. Quality is defined as
meeting or exceeding customer expectations. The goal is to first identify and then meet
customer needs. TQM recognizes that a perfectly produced product has little value if it is not
what the customer wants. Therefore, we can say that quality is customer driven. However, it
is not always easy to determine what the customer wants, because tastes and preferences
change. Also, customer expectations often vary from one customer to the next.
For example, in the auto industry trends change relatively quickly, from small cars to sports
utility vehicles and back to small cars.
Continuous Improvement
Another concept of the TQM philosophy is the focus on continuous improvement. Traditional
systems operated on the assumption that once a company achieved a certain level of quality,
it was successful and needed no further improvements.
The Plan–Do–Study–Act Cycle The plan–do–study–act (PDSA) cycle describes the
activities a company needs to perform in order to incorporate continuous improvement in its
operation.
• Plan
The first step in the PDSA cycle is to plan. Managers must evaluate the current process and
make plans based on any problems they find. They need to document all current procedures,
collect data, and identify problems. This information should then be studied and used to
develop a plan for improvement as well as specific measures to evaluate performance.
• Do
The next step in the cycle is implementing the plan (do). During the implementation process
managers should document all changes made and collect data for evaluation.
• Study
The third step is to study the data collected in the previous phase. The data are evaluated to
see whether the plan is achieving the goals established in the plan phase.
• Act
The last phase of the cycle is to act on the basis of the results of the first Through various
phases. The best way to accomplish this is to communicate the results to other members in
the company and then implement the new procedure if it has been successful.

Employee Empowerment
TQM philosophy tries to empower all employees to seek out quality problems and correct
them. With the old concept of quality, employees were afraid to identify problems for fear
that they would be reprimanded. Often poor quality was passed on to someone else, in order
to make it “someone else’s problem.” The new concept of quality, TQM, provides incentives
for employees to identify quality problems. Employees are rewarded for uncovering quality
problems, not punished.
Team Approach
TQM stresses that quality is an organizational effort. To facilitate the solving of quality
problems, it places great emphasis on teamwork. The use of teams is based on the old adage
that “two heads are better than one.”Using techniques such as brainstorming, discussion, and
quality control tools, teams work regularly to correct problems. The contributions of teams
are considered vital to the success of the company. For this reason, companies set aside time
in the workday for team meetings.
Example for TQM
Let's say you want to improve your physical fitness. You can apply TQM principles to help
you achieve this goal:
1. Customer Feedback: You can gather feedback from yourself or from others who have
achieved their fitness goals. This feedback can help you identify areas where you need
to improve.
2. Employee Involvement: You can involve your friends, family or personal trainer in
your fitness journey. They can help you stay motivated and suggest ideas for
improving your fitness.
3. Continuous Improvement: You can track your progress and use statistical methods to
identify areas where you need to improve. This could be in terms of strength,
endurance, or body composition. You can then implement changes to your workout
routine or diet to improve your fitness.
4. Supplier Management: In the context of personal fitness, your suppliers could be your
gym, equipment or food providers. You can ensure that you are using high-quality
equipment and consuming healthy, nutritious food to support your fitness goals.
5. Training: You can attend fitness classes or hire a personal trainer to learn proper form
and technique, which will help you avoid injuries and improve your fitness results.
By applying TQM principles to your personal fitness goals, you can improve your overall
health and well-being, leading to a happier and more fulfilling life.

END