CHAPTER

CHAPTER 88

QUALITY CULTURE AND

THE FUTURE OF QUALITY
MANAGEMENT IN THE PUBLIC
SECTOR

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

 8. Quality Culture in the Public
Sector
LEARNING OBJECTIVES:

After studying this chapter, you should be able to:

1.To define and understand the concept of quality culture.

2.To explain the establishment quality culture in the public
sector.
3.To elaborate on how to maintain quality culture in the
public
4.To explain the future challenges of quality management
in the public sector.

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

 8.0 Quality Culture in the Public Sector

Introduction
 It is not easy to change our routine. It requires a strong desire and
needs support from the environment.

 One of the challenges in implementing an effective quality

management is the cultural barrier.

 The quality efforts only provide minimal impacts to the

organizations. The participation, commitment, and drives towards
quality culture become stagnant along the quality efforts and thus
at the end of the day the objectives of quality are unable to
achieve effectively.

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 8.0 Quality Culture in the Public Sector

8.1 Definition of Quality Culture (in the public sector)

 It 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.

 Based on definition given, quality culture is considered as the

environment that supports the quality products or services
that are offered to the organizational public which exceeds
their needs and expectations.

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 8.0 Quality Culture in the Public Sector

8.3 Establishing a Quality Culture

Recommended strategies towards establishing quality culture in the
public sector :

a.Identify the attitudes, behaviors, processes and procedures that are

changed.

b.Put the planned changes in writing.

c.Develop a comprehensive plan for making the changes.

d.Make sure all change advocates (agents) are familiar with

emotional transition that people go through when confronted with
change.

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 8.0 Quality Culture in the Public Sector

8.3 Establishing a Quality Culture

e. Identify the key people in the organization who can either make
the conversion work or make sure it doesn’t work. Get the
indentified key people on the team (turn them into
advocates(agents)).

f. Take a hearts-and-minds approach when introducing the new

culture.

g. Apply courtship strategies to bring people along slowly but

steadily.

h. SUPPORT! SUPPORT!SUPPORT!

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 8.0 Quality Culture in the Public Sector

8.3 Establishing a Quality Culture

 The Malaysian government has introduced many
policies, programs, reforms to instill a quality culture
among the civil servants. For example :

a. Efforts to improve public service delivery, the

quality and productivity of the public sector.
b. Total Quality Management (TQM).
c. Quality Control Circle (QCC).

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 8.0 Quality Culture in the Public Sector

8.3 Establishing a Quality Culture

d. Quality Assurance Unit and
e. Clients’ Charter as to help and ensure the public
officials discharge their duties and responsibilities
in an efficient, effective and responsive manner.

 These efforts have gradually established quality

culture in the Malaysian Civil Service.

Slide 1-8
 8.0 Quality Culture in the Public Sector

8.4 Maintaining Quality Culture in the Public Sector

Behaviors that help to instill quality culture :

No. Behavior Explanation

1 Maintain an The managers should always exhibit
awareness of quality the best practices to their
as a key cultural subordinates. Besides that, one has
issue. to ‘communicate’ the quality culture
that is practiced in the organization
and had been embedded it in its
philosophies.

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 8.0 Quality Culture in the Public Sector

8.4 Maintaining Quality Culture in the Public Sector

No. Behavior Explanation

2 Make sure that Managers are not limited to exhibits
there is plenty of their quality practices but have to be
evidence of engaged actively in the quality efforts
management’s that are implemented in the
leadership. organization. They need to be
perceived by the employees as
“walking the talk” as well as talking the
talk.”

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 8.0 Quality Culture in the Public Sector

8.4 Maintaining Quality Culture in the Public Sector

No. Behavior Explanation

3 Empower Employees should be empowered in
employees and making sure that they are able to
courage self- discharge their duties and
development and responsibilities effectively.
self-initiative.
Jobs that are assigned to them shall
invite self-development and self-
initiative. This could be done through
inputs, feedbacks and teamwork in the
organization.

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 8.0 Quality Culture in the Public Sector

8.4 Maintaining Quality Culture in the Public Sector

No. Behavior Explanation

4 Keep employees The structure of the organization should
involved. be adjusted in order to allow them to
get directly involved in the organization.

They could be appointed as quality

council member who has direct
responsibility on quality matters in the
organization.

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 8.0 Quality Culture in the Public Sector

8.4 Maintaining Quality Culture in the Public Sector

No. Behavior Explanation

5 Recognize and reward Members of the organizations
the behaviors that tend could be much happier when their
to nurture and maintain behaviors and efforts are being
the quality culture. recognized by the management.

Recognition could be in a form of

public acknowledgment whereas
rewards could be given in the
form of monetary values or in
term of benefits in kind.

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 8.0 Future of Quality Management in
the Public Sector

8.5 The Challenges of QM in the Public Sector

a. The increasing global competition

b. The increasing customers’ expectations
c. Economic pressures
d. Resistance to change

Slide 1-14
 8.0 Future of Quality Management in
the Public Sector

a. The Increasing Global Competition

In the era of globalization, many forms of competitions

emerge domestically and internationally. One could not effort
to sustain its businesses’ operations without striving for the
best practices and meet the quality standards. As the public
sector is the catalyst of the economic development, it has to
uplift the quality and quantity of its public service delivery.
Failure to meet the needs and expectations of the customers
will give disadvantage to a country’s competitiveness in
businesses, industries and the like.

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 8.0 Future of Quality Management in
the Public Sector

b. The Increasing Customers’ Expectation

With the emergence of latest trends, globalization,

advanced IT , customers’ demands vary. With this
increase, the providers have to ensure that their
services are better quality and able to not only meet
but also and exceed customers’ expectations and
satisfaction.

Slide 1-16
 8.0 Future of Quality Management in
the Public Sector

c. Economic pressures

Under the notion of trade liberalization, it has opened

up the business opportunities to all business players
around the globe. Every organization has to improve
its quality as well as to reduce cost to remain
competitive. In order to facilitate the private sector as
key players in the industries, the public sector has to
discharge its roles and functions efficiently and
effectively. The public agencies have to make sure that
their services are able to meet the needs and demands
of its customers.

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 9.0 Future of Quality Management in
the Public Sector

d. Resistance to change

Change in many aspects ; attitudes, culture, skills,

knowledge especially in implementing quality management.
For example, Total Quality Management (TQM) is a
management approach based on a set of fundamental quality
principles which comes with techniques and procedures that
provide guidance and structure in the administration of an
organization. However, it was argued that the environment in
the government agencies with its political culture and the
unmet needs of a virtually unlimited demands of customers,
creates barriers in its implementation.

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 9.0 Future of Quality Management in
the Public Sector

8.6 Characteristics of QM in the Public Sector

People Quality management in the public sector focused

orientation to fulfill and satisfy the needs and demands of the
people at large. It does not limit its services to
certain groups of people. All this while, the public
sector has been integrating Total Quality
Management (TQM), innovations, e-services and
many more in order to improve its services.

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 8.0 Future of Quality Management in
the Public Sector

8.6 Characteristics of QM in the Public Sector

Market Although the primary goals of the public sector is not

driven making profit but it is driven by the market in its
services. This is due to its various types of customers
that expecting different levels and types of services. Its
quality of service is determined by the customers, and
not by the organization.

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 9.0 Future of Quality Management in
the Public Sector

8.6 Characteristics of QM in the Public Sector

Recognition Recognition is vital in every organization. This is
one of the mechanisms on how to motivate
employees to perform well and give their best
commitments to the organization.

Accountability The notion of ‘good governance’ might be

impossible to realize without integrating the
elements of accountability in the management
practices. It has been a critical part in ensuring
that the quality management will be able to be
implemented and achieve its goals effectively.

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 8.0 Future of Quality Management in
the Public Sector

8.6 Characteristics of QM in the Public Sector

Transparency Another feature of quality management in the
public sector is transparency. It is the best
known amongst the all core of characteristics of
good governance.

Continual Continual improvement over public goods and

improvement services is become the permanent objective in
the quality management in the public sector.
Government is striving to ensure that the public
sector does not only able to provide its services
but trying to exceed its customer’s satisfaction.

Slide 1-22
 End of Chapter 8

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Bismillahirahmanirrahim……..

Ya Allah, Ilhamkanlah daku supaya tetap bersyukur

akan nikmat Mu yang Engkau Kurniakan kepada ku
dan kepada ibubapaku dan supaya aku tetap
mengerjakan amal Soleh yang Engkau redhai, dan
jadikanlah sifat-sifat kebaikan meresap masuk ke
dalam Jiwa zuriat keturunan ku. Sesungguhnya
aku bertaubat kepadamu dan sesungguhnya aku
dari orang-orang Islam yang tunduk patuh kepada
Mu.
(Surah Al-Ahqaaf ayat 15)

Slide 1-24
“Quality is necessary for public education to
thrive in the future. We have a moral
imperative to use quality to make a
difference in the lives of our children”.

  Diane Rivers
(cited in Evans R. James &
Lindsay M. William, 2008)

Slide 1-25
FINAL EXAM REMINDERS!!!
1.UNDERSTAND INSTRUCTIONS VERY CAREFULLY.
2.WRITE NAME NEXT TO YOUR UiTM NO.
3.READ AND UNDERSTAND QUESTIONS VERY
CAREFULLY AND CLEARLY.
4.ANSWER ACCORDING TO REQUIREMENTS (NOT
MORE & NOT LESS).
5.SEPARATE DIFFERENT POINT/EXPLANATION
INTO DIFFERENT PARAGRAPH.
6.INCLUDE INTRODUCTION AND CONCLUSION
FOR A 25-MARK-QUESTIONS.
7.GIVE EXAMPLES THAT ARE RELATED TO PUBLIC
SECTOR/ORGANIZATIONS.
8.NEVER TEAR OFF ANY PAGE FROM THE
ANSWER BOOKLET!!!
Slide 1-26
 THE DU’A……

When ALLAH Is Accepting Duas.

May Ours Be Part Of Them.
When ALLAH Is Forgiving People,
May Ours Be Part Of Them.
When ALLAH Is Showering His Mercy
Down,
May They Land On Us.
And When The Believers Meet Their
Relatives & Friends In Jannat…
May We Be Among Them…

AMEEN…

May ALLAH ease your studies and

make you get thru your final exam with
flying colors! Ameen…..

Slide 1-27