You are on page 1of 25

Chapter 3:

Quality Culture

Quality Culture

On changing the culture, Dont ever take a fence down until you know the reason why it was put up.. G.K. Chesterton

Objectives:
Understanding What a Quality Culture Is How to Activate Cultural Change How to Change Leaders to Activate Cultural Change Learn the Groundwork for A Quality Culture Learn how to Counter Resistance to Cultural Change How to Establish a Quality Culture

Introduction
One of the greatest obstacles faced by organizations attempting to implement total quality is the Cultural barrier. Many organizations do an excellent job of committing to total quality, involving employees in all aspects of planning and implementation, and providing the training needed to ensure that employees have the necessary skills, only to have their efforts fall flat

The Culprit, no effort has been made to change the organizatio culture.

Understanding What a Quality Culture Is


Understand the concept of Organizational Culture*

*It is the everyday manifestation of its underlying values and traditions. It shows up in how employees behave on job, their expectations of the organization and each other, and what is considered normal in terms of how employees approach their jobs.
(Ex. In a Store or Restaurant)

An Organizations Culture has the Following Elements: Business Environment Organizational Values Cultural Role Models Organizational Rites, Rituals, and Customs Cultural Transmitters

If an Organizations Culture is its Value System as manifested in organizational behavior, what is a Quality Culture?

A Quality Culture is an organizational value system that results in an environment that is conducive to the establishment and continual improvement of quality. It consists of values, traditions, procedures, and expectations that promote Quality.

How Are Organizational Culture Created?


Factors: The Value Systems of executive level decisions makers are often reflected in their organizational culture. How managers treat employees and how employees at all levels interact on a personal basis Expectations The stories passed along from employee to employee Commitment to Quality cannot be faked. Employees know when management is just going through the motions. Changing an organizations culture requires total commitment and a sustained effort at all levels of the organization.

Activating Cultural Change


To attempt the implementation of Total Quality without creating a Quality Culture is to invite Failure. Successful total quality requires cultural change.

Reasons why cultural change must be parallel to the implementation of Total Quality:
Change Cannot Occur in a Hostile Environment ( managers not agree with employee empowerment. Employee fight for promotions) Moving to Total Quality Takes Time It can be Difficult to Overcome the Past

Changing Leaders to Activate Change


In creating a Cultural Change (which is difficult to achieve), Leadership from the Top is essential. Sometimes an organizations culture simply cannot be changed without a change in leadership. Questions that can be used by senior executives for self assessment and if theres a need in leadership change: 1. Are the current leaders knowledgeable of the need to change? 2. Are they able to articulate a vision for the new organization? 3. Have the current leaders set the tone for change and established an organizational-wide sense of urgency? 4. Do the current leaders willing to remove all obstacles to cultural change? 5. Are they known of following through on change initiatives? 6. Are they willing to empower employees at all levels of the organization to make cultural change?

LAYING THE GROUNDWORK FOR A QUALITY CULTURE


According to Peter Scholtes, quality culture should begin by developing an understanding of what he calls the laws of organizational change:

> Understanding 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

LEARNING WHAT A QUALITY CULTURE LOOKS LIKE


Part of laying the groundwork for a quality culture is understanding what one looks like.
If a picture of a company with a strong Quality Culture could be taped to an organizations wall for all employees to see, it would have the following characteristics:
Widely shared philosophy of management Emphasis on the importance of human resources to the organization Ceremonies to celebrate organizational events Recognition and rewards for successful employees Informal rules of behavior Strong value system High standard performance Definite organizational character

COUNTERING RESISTANCE TO CULTURAL CHANGE


Change is resisted in any organization and resistance to change is normal organizational behavior. (just like a biological organism).

Continuous Improvement means Continuous Change.

To ensure Continuous Improvement, one must be able to facilitate Continuous Change.

WHY CHANGE IS DIFFICULT?

Joseph Juran describes organization change as a Clash Between Cultures.

Advocates of Change Desired Change Benefits of Change

Resisters of Change Desired Status Quo Consequences of Change

WHY CHANGE IS DIFFICULT?

Same Change, Different Perceptions:


P ro p o s e d C h a n g e P e rc e p tio n o f A d vo c a te s P e rc e p tio n o f R e s is te rs
T h re a t to jo b s e c u rity

A u to m a te p ro d u c tio n p ro c e s s eIm p ro v e p ro d u c tiv ity s In itia te E m p lo y e e in v o lv e m e n t/e m p o w e rm e n t

F o c u s m o re m e n ta l re s o u rc e s o n c o n tin u o u s L o s s o f a u th o rity im p ro v e m e n t

D is ru p tio n o f e s ta b lis h e d p u rc h E s ta b lis h a s u p p lie r p a rtn e rs h ip u tu a lly b e n e fic ia l b u s in e s s a llia n c e s M n e tw o rk s . E s ta b lis h a n e m p lo y e e e d u c a tio n ren k n o w le d g a e a b le , m o re h ig h ly s k ille d Moa d C o s t to o m u c h tra in in g p ro g ra m w o rk fo rc e J o in a m a n u fa c tu rin g n e tw o rk

E n h a n c e d c o m p e titiv e n e s s , s h a re d c oC o m p e tito rs w ill ta k e a d v a n ta g e s ts , a n d s h a re d re s o u rc e s w h a t th e y le a rn e d fro m u s .

HOW TO FACILITATE CHANGE?

Step 1

Begin with a new advocacy paradigm

Step 2

Understand the concerns of potential resisters

Step 3

Implement changemonitoring strategies

1) Begin with a new advocacy paradigm


Juran Summarizes the traditional paradigm of change as follows: Advocates of change tend to focus solely on expected results and benefits. Advocates are often unaware of how proposed change will be perceived by potential resisters. Advocates are often impatient with the concers of resisters.

1) Begin with a new advocacy paradigm


If change is to happen, advocates must begin with a different paradigm. Ask the following questions?

Who will be affected by this change and how? How will the change be perceived by those it affects? How can the concerns of those affected be alleviated?

2) Understand Concerns of Potential


Resisters
People resist change for the following reasons: FEAR people fear the unknown, some assumed and compounded by rumors LOSS OF CONTROL people value having sense of control over their lives. There is a security in control. UNCERTAINTY people would like to know where they stand MORE WORK

3) Implement change-promoting strategies


Involve Potential Resisters those affected by change will have to take ownership of the change or it will fail. Let those affected give their views, involve them in planning to take ownership. Avoid Surprises predictability is important to people. Change is unpredictable. Bring potential resisters into the process from the outset. Move Slowly at First let the potential resisters evaluate the proposed change, express their concerns, weigh the expected benefits, and find ways to alleviate problems. Take time and do not rush things.

3) Implement change-promoting strategies


Start Small and Be Flexible advocates should start small and are flexible enough to revise strategies that are not working as planned. Create a Positive Environment the environment in which change takes place is determined by reward and recognition systems and examples set by managers. Incorporate the Change change will be more readily accepted if it can be incorporated into the existing organizational culture.

3) Implement change-promoting strategies


Provide a Quid a Pro Quo required something, give something. Respond Quickly and Positively when potential resisters raise questions, advocates should respond quickly and positively. Work with Established Leaders the support of leaders is critical. The best way to get their support is to involve them in planning for the change from the outset. Treat People with Dignity and Respect dignity and respect is fundamental to all aspects of total quality. Be Constructive Change is made for the sake of continual improvement.

ESTABLISHING A QUALITY CULTURE


Establishing a quality culture involves specific planning and activities for every business or department.

7. recovery 2. denial 3. realization 6. understanding 5. rebuilding

dn Mf o e a S i t t

1. shock 4. acceptance

Time

STEPS IN THE CONVERSION TO QUALITY


1. Identify the change needed. - is there an open communication - is there an internal partnership - is there a continual improvement - is there employee involvement - is there a desire to satisfy the customers

2. Put the plan changes in writing 3. Develop a plan for making changes ( 4W-H) 4. Understanding the Emotional Transition Process

STEPS IN THE CONVERSION TO QUALITY


5. Identify key people and make them advocates 6. Take a Heart and Minds Approach 7. Apply courtship strategy 8. Support, Support, Support

You might also like