Professional Documents
Culture Documents
Quality Culture - Ch. 6
Quality Culture - Ch. 6
Quality Culture - Ch. 6
Major Topics
Understanding What a Quality Culture Is Quality Culture vs. Traditional Cultures Activating Cultural Change Changing Leaders to activate Cultural Change Laying the Groundwork for a Quality Culture Learning What a Quality Culture looks like Countering Resistance to Culture Change Establishing a Quality Culture Maintaining a Quality Culture
Organizational Culture.
An organizational culture has the following elements: Business Improvement Organizational Values Cultural Role Models Organizational Rites, Rituals and Customs Cultural Transmitters A quality culture is: An organizational value system that results in an environment that
will differ significantly from those with a traditional culture in the following areas:
Operating Philosophy Objectives Management Approach Attitude towards Customers Problem-Solving Approach Supplier Relationship Performance-Improvement Approach
creating a quality culture is to invite failure. Several primary reasons cultural change must either precede or at least parallel the implementation of total quality are:
Change can not occur in a hostile environment
management is accustomed to. (Hence the need to first change the organizations culture before introducing the idea of quality management) Moving to Total Quality takes time (its long term) In a conversion to Total Quality, positive results are rarely achieved in the short run. It can be difficult to overcome the past (past failures can influence employees decision to accept the idea) Employees might remember earlier fads and gimmicks and characterize total quality as being just the latest one.
organization will ever face. Leadership from the top is essential. Sometimes, an organizations culture simply cannot be changed without a change in leadership. Senior Executives who fail to comprehend the need to change, who fail to create a sense of urgency when needed and who fail to follow through the changes they initiated are poor candidates to lead an organization through a major culture change. Culture change requires support, ideas, and leadership from employees at all levels.
building. According to Peter Scholtes, Management should begin by developing an understanding of laws of organizational change. They are: Understand the History behind the Current Culture Dont Tamper with Systems Improve Them Be prepared to Listen and Observe Involve Everyone Affected by Change in Making It
organization should: Know the laws of organizational change Understand the characteristics of organizations that have strong quality cultures.
change in an organization.
falls to its advocates. Begin with a new advocacy Paradigm The first step is to adopt a facilitating paradigm. Understand Concerns of Potential Resisters Understand the concerns of resisters like fear, loss of control, uncertainty and more work. Implement Change Promoting Strategies Involve Potential Resisters, Avoid Surprises, Move slowly at first, Start Small and be flexible, create a positive environment, Incorporate the change, Respond Quickly and Positively, Work with Established leaders, Treat people with dignity & Respect, Be Constructive.
for any organization. It is even more challenging to maintain it over time. In order to maintain Quality Culture, organizations must foster the following behaviors: Maintain an awareness of Quality as a key cultural issue. Make sure that there is plenty of evidence of Managements leadership. Empower Employees and encourage self-development and self-initiative. Recognize and reward the behaviors that tend to nurture and maintain Quality Culture.