Quality Management for Organizational Excellence Lecture/Presentation Notes

1
Quality Managementfor Organizational
ExcellenceLecture/Presentation Notes

• By
• Dr. David L. Goetsch and Stanley Davis
• Based on the book
• Quality Management for Organizational Excellence
  (Sixth Edition)

2
FourQuality Management, Ethics, and Corporate
Social Responsibility

• MAJOR TOPICS
• Definition and Overview of Ethics
• Trust and Total Quality
• Values and Total Quality
• Integrity and Total Quality
• Responsibility and Total Quality
• Managers Role in Ethics
• Organizations Role in Ethics

3
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• Handling Ethical Dilemmas
• Ethics Training and Codes of Business Conduct
• Models for Making Ethical Decisions
• Beliefs versus Behavior Why the Disparity?
• Ethical Dilemmas Cases
• Corporate Social Responsibility Defined

4
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• Ethics is about doing the right thing within a
  moral framework. The most common impediment to
  ethical conduct is human nature because people
  tend to behave according to perceived personal
  interest.

5
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• Trust is a critical element of ethics, which, in
  turn, makes ethics critical in total quality.
  Many of the fundamental elements of total quality
  depend on trust and ethical behavior, including
  communication, interpersonal relations, conflict
  management, problem solving, teamwork, employee
  involvement and empowerment, and customer focus.
  Trust can be built by being loyal to those not
  present, keeping promises, and sincerely
  apologizing when necessary.

6
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• Values are those core beliefs that guide our
  behavior. Individuals and organizations apply
  their knowledge and skills most willingly to
  efforts in which they believe. Managers should
  work to establish an environment in which values
  that lead to ethical behavior and values that
  lead to peak performance are the same.
• Integrity requires honesty, but it is more than
  just honest. Integrity is a combination of
  honesty and dependability. People with integrity
  can be counted on to do the right thing, do it
  correctly, and do it on time.

7
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• Accepting responsibility is part of ethical
  behavior. People who pass blame are not behaving
  ethically. In a total quality setting, people
  are responsible for their performance. When
  speaking of their organization, ethical people
  say, we instead of they.
• Managers play a key role in ethics in an
  organization. They are responsible for setting
  an example of ethical behavior, helping employees
  make ethical choices, and helping employees
  follow through and behave ethically after making
  an ethical choice. In carrying out these
  responsibilities, managers can use the best-ratio
  approach, black-and-white approach, and
  full-potential approach.

8
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• The organizations role in fostering ethical
  behavior includes creating an ethical environment
  and setting an ethical example. Key in creating
  an ethical environment is having a comprehensive
  ethics policy. Key in setting an example is
  following the policy, expecting all employees to
  follow the policy, and rewarding those who do.
• In handling ethical dilemmas, managers should
  select the option that is most likely to build
  trust, integrity, and a sense of responsibility
  and that is most likely to pass the various
  ethics tests (i.e., front-page, morning-after,
  etc.).

9
FourQuality Management, Ethics, and Corporate
Social Responsibility(Continued)

• People who believe in ethical values will
  sometimes make unethical decisions because of
  self-interest, self-protection, conflicting
  values, or because they see the benefits as being
  intangible or deferred.
• Key elements of corporate social responsibility
  include the ethical aspects of the following
  issues human rights, safety and health, business
  practice, governance, environmental engagement,
  consumer relations, marketplace activities,
  community involvement and social development.