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Quality Culture

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To understand a Quality Culture, one must first understand a Organizational Culture. ... A quality culture is: ... Moving to Total Quality takes time ... – PowerPoint PPT presentation

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Title: Quality Culture


1
Quality Culture
  • Course Instructor
  • Dr. Syed M. Ahmed, Ph.D.
  • College of Engineering Computing
  • Florida International University, Miami, Florida

2
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

3
Understanding What a Quality Culture Is
  • To understand a Quality Culture, one must first
    understand a 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 is conducive to the
    establishment and continual improvement of
    Quality.

4
Quality Culture vs. Traditional Cultures
  • Organizations that develop and maintain a quality
    culture 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

5
Activating Cultural Change
  • To attempt the implementation of total quality
    without 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
  • Total Quality approach might be radically
    different from what the management is accustomed
    to.
  • Moving to Total Quality takes time
  • In a conversion to Total Quality, positive
    results are rarely achieved in the short run.
  • It can be difficult to overcome the past
  • Employees might remember earlier fads and
    gimmicks and characterize total quality as being
    just the latest one.

6
Changing Leaders to Activate Cultural Change
  • Cultural change is one of the most difficult
    challenges an 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.

7
Laying the Groundwork for a Quality Culture
  • Establishing a Quality Culture is lot like
    constructing a 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

8
Learning What a Quality Culture looks like
  • Part of laying the groundwork for a quality
    culture is understanding what one looks like.
  • Any Executive team that hope to change the
    culture of its organization should
  • Know the laws of organizational change
  • Understand the characteristics of organizations
    that have strong quality cultures.

9
Countering Resistance to Culture Change - 1
  • Change is Resisted in any Organization.
  • Continuous Improvement means Continuous Change.
  • Why Change is Difficult?
  • Juran describes organizational change as
  • Clash between Cultures

Fig 1. Two separate organizational Cultures
relating to change
10
Countering Resistance to Culture Change - 2
  • There are different perceptions to the same
    proposed change in an organization.

Fig 2. Different Perceptions of Same change
11
Countering Resistance to Culture Change - 3
  • How to Facilitate Change?
  • The responsibility to facilitate change
    necessarily 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.

Fig 3. Steps in Facilitating Change
12
Establishing a Quality Culture - 1
  • Establishing a quality culture involves specific
    planning and activities for business or
    department.
  • Phases of Emotional Transition

Fig 4. Emotional Transition
13
Establishing a Quality Culture - 2
  • Steps in Conversion to Quality
  • Identify the Changes needed
  • Put the Planned Changes in Writing
  • Develop a Plan for Making the Changes
  • Understand the Emotional Transition Process
  • Identify Key People and Make Them Advocates
  • Take a Hearts and Minds Approach
  • Apply Courtship Strategies

14
Maintaining a Quality Culture
  • Establishing Quality Culture is a challenging
    undertaking 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.

15
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