FACULTY OF ADMINISTRATIVE SCIENCE AND POLICY STUDIES

DIPLOMA PUBLIC ADMINISTRATION

PAD 253 (AM1104A)
TOPIC: Describe efforts of Malaysian government in developing and encouraging
quality culture in its public organisation.

PREPARED BY:

NO GROUP MEMBERS STUDENT ID

1 NOOR NAJMI BIN BOLHANUDDIN 2022971155

2 MAHDI MUZHAFAR BIN YATIM MUSTHAPA 2022312861

3 MOHAMAD ADDHA BIN UDIN 2022761109

4 MUHAMMAD ASRI FAKHRI BIN KEDERI 2022326549

5 SHAH FARHIZAN IKHMA BIN ABDULLAH 2022767819

PREPARED FOR: SIR ABANG ZULHILMI ABANG BOKHARI

DATE SUBMISSION: 3 DECEMBER 2023

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TABLE OF CONTENT

Contents
1.0 INTRODUCTION................................................................................................................1
2.0 CHARACTERISTIC QUALITY CULTURE........................................................................2
3.0 ESSENTIAL BEHAVIOUR TO MAINTAIN QUALITY CULTURE.....................................7
4.0 EFFORTS OF MALAYSIAN GOVERNMENT IN DEVELOPING AND ENCOURAGING
QUALITY CULTURE IN ITS PUBLIC ORGANIZATION.........................................................9
5.0 CHALLENGES................................................................................................................13
5.1 RECOMMENDATION..................................................................................................14
6.0 CONCLUSION.................................................................................................................15
7.0 REFERENCES.................................................................................................................16

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1.0 INTRODUCTION
Quality culture is an organization’s value system that practices excellent work
cultures which leads to the establishment and continual improvement of quality. It
continuously promotes quality by integrating quality values, traditions, procedures, and
expectations of its public. The announcement of the Excellent Work Culture by
Malaysia's Prime Minister in 1989 marked the beginning of efforts to create a strong
quality culture in the public sector. The movement creates the groundwork for instilling
quality principles in a work culture that appreciates excellence. The Development
Administration Circular (DAC) No.1 Year 1992, titled "Guidelines on Total Quality
Management for The Civil Service," was established in 1992 to describe more clearly the
way of procedure and work process evaluation, as well as continuous improvement, to
consolidate the movement. The DAC served as a guideline for government entities on
how to provide quality services to the people. Quality culture is an attitude and set of
values employed by a company to improve the levels of quality in its service. This may
be to improve the quality of relationships with customers, improve communication
between employees or just to improve the attitude of employees. The best way to
establish and maintain a positive quality culture is through regular training and
educational sessions. It is also the pattern of such collective behaviours and
assumptions that are taught to new organizational members as a way of perceiving, and
even thinking and feeling. Organizational culture affects the way people and groups
interact with each other, with clients, and with stakeholders. Furthermore, changing the
organizational routine or culture is difficult since it requires a strong desire and the
support of the surroundings. Thus, cultural barriers are one of the hurdles in establishing
good quality management. The qualification efforts have just a minor impact on the
businesses. Participation, dedication, and drives for quality culture grow stagnant along
the quality efforts, and so the quality objectives are unable to be achieved effectively at
the end of the day. Malaysia has embarked on a journey that places quality at the
forefront of its organizational fabric, elevating standards and reinforcing a commitment to
excellence across diverse sectors by blending international best practices, tailored
frameworks, and a dedicated focus on improving service delivery and efficiency.

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2.0 CHARACTERISTIC QUALITY CULTURE

Quality Control (QC) is the set of values within an organization that facilitates the
creation and ongoing enhancement of excellent work cultures. Through the integration of
quality values, customs, practices, and public expectations, it consistently promotes
excellence.

People orientation holds a central position in the field of public sector quality
management. This denotes a deliberate dedication to meeting the various needs and
desires of the public. Interestingly, the public sector sets itself apart by attempting to be
inclusive and accessible to all facets of society rather than restricting its services to
populations. Through the integration of innovative approaches, e-services, and
comprehensive methodologies like Total Quality Management (TQM), the public sector
has experienced a transformative journey over time. Improving responsiveness,
efficiency, and service delivery is the main objective of these initiatives. The public sector
strives to consistently enhance its procedures and results by adopting TQM principles,
guaranteeing that the services it offers closely correspond to the changing needs and
demands of the people it serves. This all-encompassing strategy, which includes
innovations and the use of e-services, demonstrates a dedication to flexibility and
responsiveness in fulfilling the changing demands of the populace, thus promoting a
culture of ongoing development and citizen-centred governance.

Although profit-making is not the main goal, a market-driven approach is crucial in

determining the services offered. This market orientation is propelled by the wide range
of clients that the public sector serves, each with unique requirements and expectations.
In contrast to a profit-driven organization, the public sector bases the quality of its
services on the expectations and evaluations of its diverse customer base rather than
internal organizational standards. This customer-centric viewpoint recognizes that the
public sector functions in a dynamic environment where the kind and extent of services
offered are determined by the needs and preferences of the populace. As a result, the
public sector takes an adaptable posture, matching its offerings to the needs of the
market it caters to. The public sector aspires to improve its effectiveness and relevance
by giving priority to responding to the various needs of its clients. It also represents a
dedication to providing services that are worthwhile and aligned with the expectations of
the various communities it serves.

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 In any organization, recognition plays a critical role in inspiring workers and eliciting
their highest level of commitment to the mission of the company. Employee
accomplishments and efforts should be recognized and valued because this fosters a
positive work environment and serves as a strong motivator for continued high
performance. More than just acknowledging individual or group achievements,
recognition is an essential tool for promoting desired behaviours and fostering a sense of
pride and value in the contributions made to the success of the company. Organizations
can cultivate a work environment where employees feel valued and are more committed
to their jobs by implementing a recognition culture. Through the development of an
engaged and driven workforce committed to accomplishing common objectives, this
positive reinforcement not only raises employee morale but also improves organizational
effectiveness. Essentially, acknowledgment serves as a pillar for fostering a positive
work environment where motivated staff members continually give their all.

Other than that, for the characteristic of quality culture is accountability 'Good
governance' can only be realized when accountability is smoothly incorporated into
management procedures. Accountability is the cornerstone, the essential component
that not only directs efficient governance but also is essential to the accomplishment of
quality management goals. It serves as a compass, encouraging people and groups to
assume accountability for their positions and duties inside the company. Accountability is
not just a fancy word used in organizations it's a powerful driver of honesty, decency,
and moral behaviour. People who are held responsible for their choices and behaviours
naturally cultivate a culture of credibility and trust. Thus, a strong basis for quality
management programs is created, guaranteeing that objectives are pursued with
assiduity and honesty. Accountability is not an afterthought in the context of quality
management rather, it is a driving force behind the execution and accomplishment of
goals. To increase overall effectiveness, it serves as a dynamic agent for continuous
improvement, encouraging people to evaluate their methods, draw lessons from their
mistakes, and improve procedures iteratively. When accountability is incorporated into
management procedures, people are no longer only spectators but actively contribute to
the success of the company. Accountability fosters a shared responsibility for the
success of quality management initiatives across the entire organization, extending
beyond hierarchical structures. Accountability acts as a link between the
conceptualization of quality management and its application in real world settings. It

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guarantees that the concepts of excellent management and good governance are firmly
embedded in the company culture by converting well-meaning ideas into concrete acts.
Accountability emerges as a guiding light as organization navigate the complexities of
modern governance, pointing the ship in the direction of its goals and upholding its
commitment to quality.

Furthermore, the characteristic for quality cultures is responsibility. Transparency is a

key component of quality management in the public sector, demonstrating a dedication
to accountability and transparency. It is among the most well-known and crucial aspects
of good governance. Transparency is crucial to building credibility and trust with
stakeholders in the field of quality management. Public sector organizations exhibit an
openness to information sharing, transparency in decision-making, and a commitment to
accountability that aligns with the fundamentals of quality management. For public sector
organizations, transparency is a vital tool for establishing and preserving public trust. Not
only does this improve citizens' comprehension, but it also gives them the ability to
actively engage in the democratic process when they have access to clear and
understandable information about the decisions, actions, and performance of public
entities. By allowing stakeholders to evaluate the efficacy and efficiency of public
services, transparent practices support a continuous improvement culture in the public
sector. Transparency in quality management is more than just sharing information; it's
about communicating in a proactive manner. Transparent public sector organizations
actively interact with stakeholders, soliciting feedback, resolving issues, and explaining
the reasoning behind choices. In addition to improving decision-making quality, this
interactive transparency promotes inclusivity and teamwork. Transparency in quality
management is essential to good governance in the public sector and goes beyond
simple procedural requirements. Public sector organizations can establish trust and
credibility by providing easily accessible and comprehensible information and by actively
interacting with stakeholders. This will ensure that their dedication to quality is not only
evident but also deeply ingrained in the culture of transparent and accountable
governance.

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 Besides that, the characteristic of quality culture is Continual improvement Within the
framework of quality management in the public sector, continuous improvement is a
fundamental and everlasting goal. When it comes to public goods and services, the
dedication to continuous improvement is not just an occasional undertaking but a
fundamental component of the organizational culture. Governments are making
concerted efforts to guarantee that the public sector does more than just deliver services;
rather, they are pursuing exceeding customer satisfaction as a constant and essential
goal. This commitment to ongoing improvement is indicative of a dynamic approach to
quality management in which results, services, and processes are routinely reviewed
and improved. The public sector recognizes that societal expectations and needs change
over time, necessitating a proactive approach to meet and exceed these shifting
demands. The public sector positions itself as an organization that is dedicated to a
continuous process of optimization and refinement rather than being satisfied with the
current situation by ingraining the concept of continuous improvement. In the public
sector, a customer-centric approach is highlighted by the emphasis on exceeding
customer satisfaction. The government strives to go above and beyond the call of duty to
provide its constituents with an experience that is both positive and meaningful. This
strategy not only improves the Caliber of public services but also helps to strengthen
public confidence in the government's capacity to address the wide range and changing
needs of the populace. In public sector quality management, continuous improvement is
a permanent goal that denotes a dedication to flexibility, responsiveness, and the
unwavering pursuit of excellence. The public sector positions itself as an organization
committed to offering services that go above and beyond the call of duty, encouraging a
culture of innovation and continuous improvement for the benefit of the communities it
serves. It does this by working to not only meet but also surpass customer satisfaction.

Other than that, the characteristics of quality culture is Employees are both involved
and empowered. Employees in an organization with a strong quality culture are not just
participants; they are essential members who have a voice and a say in how the
business succeeds. The notion of involvement extends beyond ordinary duties; it
represents a work environment in which staff members actively participate in decision-
making procedures, problem-solving endeavours, and efforts to enhance quality.
Because they understand their place in the organization, employees are more committed
and feel like they own the company. Employee autonomy and decision-making power
that directly affects their work and the general calibre of organizational procedures is

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what is meant by empowerment, which goes beyond simple employee involvement.
Knowing that their efforts are appreciated and that they are free to put creative ideas into
practice gives empowered employees a sense of agency and accountability.
Empowerment fosters a culture of continuous improvement by utilizing the varied skills
and viewpoints of the workforce in addition to improving job satisfaction. Communication
lines are open, and a collaborative atmosphere is fostered in organizations where
workers are empowered and involved. Workers are encouraged to speak up, express
their concerns, and actively participate in decision-making. By working together, we can
make sure that a wide range of viewpoints are considered, which results in better
informed and practical solutions. A positive work culture is facilitated by this dual
emphasis on empowerment and involvement. Knowing that their efforts count and that
they are essential to the success of the company gives workers a sense of pride and
purpose. Consequently, a common dedication to accomplishing the organization's quality
objectives, enhanced productivity, and creativity are all sparked by this positive work
culture. When staff members feel empowered and involved, quality culture flourishes. It
fosters an atmosphere in which people actively shape the direction the organization is
taking rather than merely carrying out their assigned tasks. In addition to raising
employee satisfaction, this inclusive and empowering approach creates the groundwork
for long-term success and innovation in the pursuit of quality excellence.

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3.0 ESSENTIAL BEHAVIOUR TO MAINTAIN QUALITY
CULTURE

Quality assurance (QA) is a cultural as well as a technical procedure. It entails developing

and maintaining a common attitude, values, and behaviors that promote quality standards
and continual improvement. Creating and sustaining a quality culture in your firm can provide
numerous benefits, including higher customer satisfaction, decreased errors and costs,
improved innovation and cooperation, and improved reputation and trust. Here are some
best practices to think about.

1. Maintaining an awareness of quality as a key cultural issue.

The first step in developing a quality culture is defining what quality means for your
organization and how it will be measured. You must have a clear and compelling
vision of the desired outcomes, as well as specific and attainable goals that
correspond to your business strategy and customer expectations. You must also
communicate your quality vision and goals to all stakeholders, including employees,
customers, suppliers, and partners, and ensure their comprehension and support.
Besides that, one has to ‘communicate’ the quality culture that is practiced in the
organization and had been embedded it in its philosophies.

2. Make sure that there is plenty of evidence of management’s leadership.

The next step is to assign roles and responsibilities for quality assurance and
improvement across your organization. You must define who is responsible for
establishing, monitoring, and enforcing quality standards and policies, as well as who
oversees carrying out, reviewing, and reporting quality activities and results. You
must also provide adequate training, coaching, and feedback to your quality team
and other quality-related staff, as well as empower them to make decisions and take
actions that support quality goals. Managers must not only demonstrate their quality
practices, but also actively participate in the organization's quality efforts. Employees
must perceive them as "walking the talk" as well as "talking the talk."

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3. Implement quality processes and tools.
The third step is to put quality processes and tools in place that will allow you to plan,
execute, control, and improve your quality performance. To ensure quality at every
stage of your product or service lifecycle, you must adopt best practices and
methodologies that are appropriate for your organization's context, such as agile,
lean, or waterfall, and use appropriate tools and techniques, such as testing,
auditing, inspection, or review. You must also document and standardize your quality
processes and tools, making them available and transparent to all stakeholders.
Employees should be empowered to ensure that they can carry out their duties and
responsibilities effectively. Jobs assigned to them should encourage self-
development and self-initiative. This could be accomplished through input, feedback,
and teamwork within the organization.

4. Keep employees involved.

The fourth step is to track and compare your quality outcomes to your quality goals
and benchmarks. You must gather and analyse relevant data and metrics that reflect
your quality performance, such as defect rates, customer satisfaction, productivity, or
profitability, in order to identify strengths, weaknesses, opportunities, and threats.
The organizational structure should be modified to allow them to become directly
involved in the organization. They could be appointed as a member of the quality
council, with direct responsibility for quality matters in the organization.

5. Recognize and reward the good behaviours that tend to nurture and maintain
the quality culture of the organization.
The final step is giving a reward and a recognition to the members of the
organizations. Members of organizations may be much happier when their actions
and efforts are recognized by management. Recognition can take the form of public
acknowledgement, whereas rewards can take the form of monetary values or
benefits in kind.

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4.0 EFFORTS OF MALAYSIAN GOVERNMENT IN
DEVELOPING AND ENCOURAGING QUALITY CULTURE IN
ITS PUBLIC ORGANIZATION.

TOTAL QUALITY MANAGEMENT

Total quality management, or TQM, is a common management practice in which all

employees in a company continuously assess its production processes to increase customer
satisfaction and improve the manufacturing quality of goods and services. It entails giving
management training and applying analytical techniques to find and eliminate trouble spots
in company operations.

It is a productive management strategy that is frequently used in sectors like

manufacturing. The leaders set company objectives and instruct employees from various
departments on process standards as part of the quality improvement planning process.
TQM not only helps a company achieve customer expectations, but it also reduces resource
waste from little practices, which helps the company minimize operating costs.

Total quality management is a method that holds all employees, regardless of level,
responsible for assessing goods and services in accordance with industry standards and
client requirements. A firm or organization's entire operation is impacted by quality
assurance, which is emphasized as a shared duty by Total Quality Management. The eight
tenets of Total Quality Management (TQM) are process-centricity, systematic flow, staff
involvement, customer focus, fact-based decision-making, continuous efforts, and
relationship management.

PRINCIPLE OF TQM:

There a seven principle of total quality management which are customer focus,
employee involvement, integrated system, process centric approach, systematic flow,
continual efforts, and the last one is relationship management.

Customer focus

All organizations aim to fulfil the same goal, which is to satisfy customers by
providing high-quality goods and services. Thus, customer focus ranks first among the

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concepts of overall quality management. That implies the final output must satisfy the
requirements and demands of the clients.

Employee involvement

Organizations must foster an environment where workers feel empowered when

applying TQM. They take on the duty of evaluating the caliber of goods and services at their
tires in conjunction with management. Here, increasing employee morale through
organizational communication is essential.

Integrated system

An organization cannot apply a TQM strategy across its business processes without
an integrated system. Thus, implementing quality standards such as ISO 9000 standards
may contribute to the production of high-quality goods and services. It will also result in
achieving or beyond customer expectations.

Process centric approach

A product or service must go through several steps before it can be sold. It implies
that it is not only evaluated at the end but also tracked and evaluated at every stage of
production. Thinking based on processes is an indication of successful TQM.

Systematic flow

Strategic planning is the key to achieving both corporate goals and quality excellence
in TQM. Consequently, considering a systemic flow would guarantee that the goods and
services are going through each phase of the high-quality production process.

Continual efforts

Enhancing quality needs to be an ongoing undertaking. The manufacturing standards

would only gradually deteriorate if they were completed and then abandoned. Quality
checking must be done on a frequent basis by individuals at every level of the organization
for the TQM strategy to be successful.

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Relationships management

Maintaining good relationships with stakeholders, such as clients and staff, will
guarantee appropriate quality control methods and truthful criticism. Organizations can use
TQM to implement changes that are focused on results and create effective communication
with all of them.

THE DIFFERENCES BETWEEN TQM IN PUBLIC AND PRIVATE SECTOR:

1) Customer focus:
Due to their focus on profit and the fact that their clients are the ones who sustain
and grow their firm, private sector TQM organizations place a greater emphasis on
customer satisfaction than do public sector organizations. In the public sector, however,
customer satisfaction is prioritized to uphold the legitimacy of the government and foster
a positive reputation. For that reason, the government is represented by the public
sector.

2) Performance measurement:
An element of TQM deployment is performance measurement. Since the goods in
the private sector are physical, it is simple to measure performance there, but since the
goods in the public sector are intangible, it is more challenging.

3) Customization:
In the public sector, TQM primarily concentrates on personnel and information
technology (IT) while providing services to consumers. Workers need a great deal of
personalization because the public sector must cater to each customer's unique needs.
(Customize the service with your age, race, religion, occupation, etc. in mind). When it
comes to manufacturing, the private sector demands less customization because the
standard provider remains the same throughout the whole production process and the
goal is uniformity.

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4) Process focus:
While TQM in the public sector focuses from the start to the finish of the process as
services to the consumers are created and consumed concurrently, TQM in the private
sector focuses on the process to generate a quality product that is produced prior to
consumption.

EXAMPLE OF TQM
Example 1:
Plasto Toys manufactures plastic toys for kids. The brand managed to acquire a good
reputation in the market, and parents relied on it for quality products. However, the regular
environmental campaigns on plastic pollution affected the sale of the toys largely causing the
company to incur huge losses.

As a response to this, the company management and executives agreed to implement the
TQM approach for manufacturing toys using biodegradable plastics. The marketing
department started advertising and promoting how their toys are harmless to the
environment. In just a couple of months, Plasto Toys regained its original position in the
market.

Example 2:

This work talks about the “plan-do-check-act” cycle adopted by AtlantiCare, a healthcare
provider in New Jersey. It helps one understand TQM at a deeper level. With 5,000
employees spread across 25 locations, the firm implemented the TQM approach. It involved
everyone from every level to provide vital feedback about the healthcare products
manufactured. It led to the top-to-bottom improvement of the products as the concerned
human resources took part in the quality assurance process. They observed each product
from all perspectives, including customer service, people, process, workplace.

As soon as they implemented the TQM strategy, the healthcare unit initiated its orientation
and training program for the new employees. Also, it introduced a crash course to ensure
that they understand the company strategy for maintaining quality standards. This structured
approach boosted the company revenue, which rose from $280m to $650m. It further
indicated the increased level of satisfaction among the patients.

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5.0 CHALLENGES

a. The Increasing Global Competition

- Numerous national and international competitions have emerged in the age of
globalization. Without trying to adhere to quality standards and best practices, one
could not expect to maintain the operations of their business. The public sector must
improve both the number and quality of public services it provides because it is the
engine of economic growth. A nation's competitiveness in commerce, industry, and
other domains will suffer if it is unable to satisfy the demands and expectations of its
customer base.

b. The Increasing Customers’ Expectation

- The needs of clients have changed due to the introduction of new trends,
globalization, and advanced IT. With this increase in demand, service providers must
guarantee that their offerings are of higher quality and capable of exceeding clients'
expectations and levels of satisfaction.

c. Economic pressures
- All business participants worldwide now have more business options thanks to the
idea of trade liberalization. To be competitive, every organization must both cut costs
and raise quality. To enable the private sector to assume a leading role in the
industries, the public sector must carry out its responsibilities with efficiency and
effectiveness. The ability of governmental agencies' services to satisfy the needs and
demands of their clients is a must.

d. Resistance to change
- Changes in numerous areas, such as perspectives, customs, abilities, and expertise,
particularly with the use of quality control. For instance, total quality management, or
TQM, is a management style that is founded on a set of essential quality concepts
and includes methods and processes that offer direction and structure to an

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 organization's management. It has been contended, meanwhile, that the political
climate and unfulfilled desires of an almost limitless consumer base within
government institutions pose obstacles to its execution.

5.1 RECOMMENDATION
a. Establish a clear vision and mission for quality management.
- Establishing a clear vision and mission for quality management in the public sector is
crucial for ensuring that government agencies provide efficient, effective, and
responsive services to their citizens. By defining a compelling vision and a well-
articulated mission, public sector organizations can align their efforts, motivate
employees, and drive continuous improvement initiatives that ultimately benefit the
public.

b. Get buy-in from leadership.

- Gaining buy-in from leadership is crucial for successfully implementing quality
management in the public sector. Leaders play a pivotal role in setting the tone,
allocating resources, and championing quality initiatives throughout the organization.

c. Create a culture of quality.

- Cultivating a culture of quality within the public sector is essential for ensuring that
government agencies deliver efficient, effective, and responsive services to their
citizens. By embedding quality principles and practices into the organization's DNA,
public sector entities can foster a continuous improvement mindset that drives
innovation, enhances service delivery, and ultimately improves the lives of its
citizens.

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6.0 CONCLUSION

In conclusion, attaining excellence, efficiency, and continuous improvement within an

organization, especially in the public sector, depends on the creation and upkeep of a quality
culture. Malaysia has shown a dedication to building a strong quality culture in its public
organizations through programmers like the Excellent Work Culture movement and the
application of Total Quality Management (TQM). This commitment entails process focus,
customization, performance measurement, customer centricity, and a commitment to
ongoing improvement. A quality culture people-oriented approach, market driven
methodology, systems of reward and recognition, accountability, openness, and continuous
improvement are all crucial elements in forming the structure of the organization. An
engaged and empowered workforce builds a positive work environment and a sense of pride
and ownership, which are further factors in the success of a quality culture. Maintaining an
awareness of quality as a crucial cultural issue, demonstrating leadership commitment,
putting quality processes and tools into place, involving staff, and praising and rewarding
excellent behaviors are all necessary behaviors to uphold a quality culture. Total Quality
Management (TQM) principles are being implemented as part of the Malaysian governments
efforts to foster a culture of quality in its public organizations. With its emphasis on the
customer, employee involvement, integrated system, process-centric approach, systematic
flow, ongoing efforts, and relationship management, Total Quality Management (TQM) has
been instrumental in improving services and products across multiple industries. The
effective adoption of a quality culture is hampered by issues like escalating global
competition, growing customer expectations, financial strains, and resistance to change.
Establishing a culture of quality, committing to continuous improvement, gaining support
from the leadership, and having clear vision and mission statements are all necessary to
overcome these obstacles. Establishing a clear vision and mission for quality management,
getting support from the leadership, fostering a culture of quality, and accepting continuous
improvement as an essential component of organizational culture are all critical when
suggesting future steps. These suggestions can help organizations, especially those in the

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public sector, manage obstacles, welcome change, and never stop aiming for service
delivery excellence.

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0_20

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