Quality culture:changing hearts, minds and attitudes chapter 5

1. Quality culture:changing hearts, minds and attitudeschapter 5

2. Chapter outline • Understanding what a quality culture is • Quality culture versus traditional cultures • Activating cultural change • Changing leaders to activate change • Laying the foundation for a quality culture • Learning what a quality culture looks like • Establishing a quality culture • Maintaining a quality culture

3. Understanding what a quality culture is • To understand what quality culture is one must understand the concept of ‘organizational culture’, which has following elements: • Business environment • Organizational values • Cultural role models • Organizational rites, rituals and customs • Cultural transmitters • (pg. no 115-116)

4. Quality culture versus traditional cultures • bases of differences between traditional and quality culture are as follows: • Operating philosophy • Objectives • Management approach • Attitude towards customers • Supplier relationships • Performance-improvement approach See page (117-119)

5. Activating cultural change • Change cannot occur in a hostile environment • Moving to total quality takes time • It can be difficult to overcome the past • See page (119)

6. Changing leaders to activate change • Questions need to be asked for assessment: • Are the current leaders fully knowledgeable of the need to change and the ramifications of not changing? • Are the current leaders able to articulate a vision for the new organization? • Have the current leaders set the tone for change and established an organization-wide sense of urgency? • Are the current leaders willing to remove all obstacles to cultural change? • Do the current leaders have a history of following through on change initiatives? • Are the current leaders willing to empower employees at all levels of the organization to make cultural change?

7. Laying the foundation for a quality culture • Understand • Assess • Plan • Expect • Model • Orient • Mentor • Train • Monitor • Reinforce and maintain • See page (121-122)

8. Learning what a quality culture looks like • 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 • Effective internal network for communicating the culture • Informal rules of behaviour • Strong value system • High standards of performance • Definite organizational character

9. Countering resistance to cultural change • 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 • Effective internal network for communicating the culture • Informal rules of behaviour • Strong value system • High standards of performance • Definite organizational character

10. Establishing a quality culture • Phases of emotional transition (fig6-4,pg 127) • Steps in the conversion to quality (pg128) 1) identify the changes needed 2) put the planned changes in writing 3) develop a plan for making the changes 4) understand the emotional transition process 5) identify key people and make them advocates 6) take a hearts-and minds approach 7) Apply courtship strategies 8) Support, support, support See page- 129-131

11. maintaining a quality culture • Maintain an awareness of quality as a key cultural issue • Evidence of management’s leadership • Empower employees • Keep employees involved • Recognise and reward See page (131) • Read critical thinking activity on page no. 133 • Read discussion assignment 6-1, pg. no 133