Total Quality Management

Developing a Quality Culture Prepared by: Padamvir Singh Arjun Singh

Quality Culture (general concepts)

Creating a quality culture within an organization is increasingly recognized as one of the primary conditions for the successful implementation of Total Quality Management. culture represents the way in which members of a business group control their behavior in order to communicate with each other and with other groups in that society. many organizations are not even aware of their own culture or its distinct characteristics. These cultures are influenced by the culture of the country and the nature of its business of the organization
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Quality Culture (general concepts)

Peters and Waterman (1982) in their book In Search of Excellence, where they said without exception, the dominance and coherence of culture within these organizations proved to be the essential quality of success. In some studies it has been suggested that organizations with adaptive cultures, geared to satisfy the changing demands of customers, employees and shareholders can outperform organizations without such culture. Companies with sound culture can increase their sales three times more than the organization without a sound culture. Therefore a successful company needs more than just sound business strategy, it needs a culture to support the strategy.
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Quality Culture (Definition)

Culture is the pattern of shared beliefs and values that provides the members of an organization rules of behavior or accepted norms for conducting operations. It is the philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together and are shared by employees. Main components:
Behaviors based on people interactions. Norms resulting from working groups. Dominant values adopted by the organization. Rules of the game for getting on. The climate. Any organization needs a vision framework that includes its guiding philosophy, core values and beliefs and a purpose these should be combined into a mission.
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Quality Culture (Viewpoints of the founders)

The acknowledged experts agree on the need for a cultural or value system transformation:
Deming calls for a transformation of the American management style. Feigenbaum suggests a pervasive improvement throughout the organization. According to Crosby, Quality is the result of a carefully constructed culture, it has to be the fabric of the organization.
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Quality Culture

Successful organizations have a central core culture around which the rest of the company revolves. It is important for the organization to have a sound basis of core values into which management and other employees will be drawn. Without this central core, the energy of members of the organization will dissipate as they develop plans, make decisions, communicate, and carry on operations without a fundamental criteria of relevance to guide them.

Creating TQM Culture

From Traditional Culture Hierarchical style Top down information flow

Inward quality focus Functional focus Short-term planning Episodic improvements

Top down initiatives Manage and delegate Direct Counsel Functional and narrow scope of jobs Enforcement Fire fighting with few individuals/group

To TQM Culture Participative style Top down, lateral and upward information flow Customer defined quality focus Process focus A vision for the future Comprehensive/Continuous improvements All staff involved and engaged Lead and Coach Empower Ownership and participation Integrated functions

Promoting mutual trust Team initiatives group focussing on continuous improvement

Corporate Culture (Definition)

The concept of corporate culture has been used in recent years to develop and understand the concept of culture in connection with the study of organizations. Culture or civilization, taken in its wide ethnographic sense, is that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by man as a member of society. Corporate culture can be defined as a set of commonly held attitudes, values, and beliefs that guide the behavior of an organization's members (Martin, 1985). Culture reflects assumptions about clients, employees, mission, products, activities and assumptions that have worked well in the past and which get translated into norms of behavior, expectations about what is legitimate, desirable ways of thinking and acting. These are the focus of its capacity for evolution and change (Laurent, 1990).
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Factors Influencing Culture

Steps for Creating TQM Culture

Management accountability and a deep sense of responsibility & commitment towards employees is the starting point. Total people involvement and empowerment Communication Training to employees Management thoughts and action towards delighting its customers Removing organisational boundaries and internal competition Using fact based decision making Use of Kaizen
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Changing the culture

TQM is concerned with moving the focus of control from outside the individual to within, the objective being to make everyone accountable for their own performance, and to get them committed to attaining quality in a highly motivated fashion. Changing the Culture
The culture of an organisation is formed by the beliefs, behaviours, norms, dominant values, rules, and climate in the organisation. Each Organisation needs a vision (Guiding Philosophy). Everyone within the organisation has a role and must do their work towards the common goals and objectives. TQM is concerned with moving the focus of control from the outside to the inside of individuals and so everyone is accountable for her/his performance.

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Changing the culture

The guiding philosophy drives the organization and is shaped by the leaders through their thoughts and actions. The core values and beliefs represent the organizations basic principles about what is important in business, its conduct, its social responsibility and its response to changes in the environment. The purpose of the organization should be a development from the core values and beliefs and should quickly and clearly convey how the organization is to fulfill its role.

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Resistance to cultural change

People are afraid that the change will affect their way of functioning.
People perceive that they will lose their control over things. There is a personal uncertainty that they will not be able to live up to the expectations of others. The change may mean more work for them. There may be past resentments against management. They think that TQM will die its natural death after sometime like several other concepts.

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Resistance to cultural change

There is an attitude that TQM will go away if I ignore it. They are unwilling to take ownership and feel committed. They think it is somebody elses responsibility. They have the attitude first you change, then I will. They think that others will find out that what I have been doing over the years is wrong. I could be penalized for my misdeeds.
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ORGANIZATIONAL CULTURE & TECHNOLOGY

Introduction
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Culture: The way things are done here Determines modes of operating, goals, values, attitudes, beliefsetc. It is stable, invisible, takes place at all parts of an organization Technology is not enough, culture must adapt to it.
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ORGANIZATIONAL CULTURE & TECHNOLOGY (cont.)

Examples of various corporate cultures: - Wal-Mart (strong customer service culture) - Enron and WorldCom (rapid growth and risk taking culture)

The golden example with a good org. culture and technology: - Southwest Airlines (planes with low maintenance-inventorytraining costs, employee loyalty, customer satisfactionetc.)
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ORGANIZATIONAL CULTURE & TECHNOLOGY (cont.)

Effects of Technology on Organizational Culture:

Culture supporting;
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Job enhancement Job deskilling Power structures Frequent change Visionary Leadership Motivation Rewarding Systems Training Flexibility/Adaptability Organic Structure
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ORGANIZATIONAL CULTURE & TECHNOLOGY (cont.)

The Misuse of Internet at Work: Managing requires a balance of technology & culture;

Reward Productivity
Encourage Training and Goal Setting Hire Efficiently Lead by Example

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