Transcript Quality Management Slides

MGMT 19105
Quality
Management
Geoff
Higgins
MGMT 19105
Quality Management
The Course
 Exam
Preparation
 Weekly
summaries.
 Assignment
1
 Organisation?
 Progress?
 Ask
for help early!
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Higgins
MGMT 19105
Quality Management
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Module 3 – Quality & Ethics
TRUST

Achieving quality through the efforts of people either
involves supervising them relentlessly; or it involves
trusting them.

Employees who trust management are more likely to
commit themselves to the organisation’s goals.

There is either a virtuous or a vicious cycle at
work…

Trusting invites trust and commitment.
Geoff  Suspicion invites grudging acceptance or rebellion.
Higgins
MGMT 19105
Quality Management
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Module 3 – Quality & Values
Common TQM Values

Meeting or exceeding customer needs.

Respecting employees and management.

Participation in problem solving.
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Rigorous data collection and analysis.

Simple presentation of information.
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Higgins
MGMT 19105
Quality Management
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Week 4
Quality and
Organisational
Culture
Geoff
Higgins
MGMT 19105
Quality Management
Module Objectives
1. Define organisational culture with regard
to quality;
2. Understand and explain the difficulty of
‘creating’ culture change;
3. Identify a process that can contribute to
the establishment of a pro-quality culture;
and
4. Describe the influence of leaders with
regard to organisational culture.
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Higgins
MGMT 19105
Quality Management
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Readings
Study Guide Module 4
Textbook
Goetsch & Davis 2006
Chapter 6. Quality Culture: Changing Hearts, Minds, and Attitudes
Electronic journal articles
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McManus, K 2003, ‘The challenge of changing culture’.
Walters, J 2005, ‘Fostering a culture of deep inquiry and listening’.
Scott, T, Mannion, R, Davies, HTO and Marshall, MN 2003
‘Implementing culture change in health care: theory and practice’.
Lloyd, J 2005, ‘How to build a high-performance facility
management organisation’.
Geoff
Higgins
MGMT 19105
Quality Management
(Available on Proquest)
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Organisational Culture
Small Group
You are a senior manager, and are
interested in creating a quality
organisation. You have heard that the
right sort of organisational culture is
critical in a quality organisation.
Q. What does ‘organisational culture’
mean?
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Higgins
MGMT 19105
Quality Management
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Organisational Culture
The common behaviour and internalised
codes of conduct that guide people's daily
actions.
(Rao et al 1996, page 445)
Every organisation has one. [It] is the
everyday manifestation of it underlying
values and traditions.
Geoff
Higgins
MGMT 19105
Quality Management
(Goetsch & Davis, 2006)
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Organisational Culture
Basic assumptions – explains how we think and feel.
Values
– tells us what is important.
Norms
– unwritten rules of behaviour.
Artefacts
– physical things representing
culture.
Cummings and Huse (1989, p. 421)
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Higgins
MGMT 19105
Quality Management
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Creating Culture or
Encouraging Culture Change?

Goetsch and Davis (2006) use the word ‘create’ when
considering the achievement of an appropriate culture
regarding quality.

The author of the Study Guide is concerned that culture
‘exists’, it is not ‘created’.

McManus (2005, electronic journal article) uses the term
‘shift’ for influencing organisational culture; and suggests
that culture must be a topic in all leadership discussions.
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Higgins
MGMT 19105
Quality Management
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The TQM Culture
“The most important aspect of organisational
change is that the ongoing capacity to
satisfy, and where necessary, delight
customers requires the organisation to be
imbued with the attitudes, values and mores
of a 'quality' organisation.”
Ken Dooley, Senior Lecturer, CQU
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Higgins
MGMT 19105
Quality Management
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TQM & Culture
Small Group
You are still a senior manager interested in
creating a quality organisation. You
have heard about TQM, and the unique
culture of a TQM organisation.
Q. Describe the culture of a TQM
organisation.
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Higgins
MGMT 19105
Quality Management
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Quality Culture
Tony Daniels, Managing Director, Tubemakers:
'We need to radically restructure our approach to
business in general and Total Quality Management in
particular. We could do a lot better with a Total Quality
Management culture.'
(Gilmour & Hunt, 1995, page 34)
Judy Hopper, Senior Project Manager of J N
Almgren Pty Ltd UNA):
Geoff
Higgins
‘Total Quality Management needs to be adopted as a
way of life. It is a cultural change.’
(Gilmour & Hunt, 1995, page 504)
MGMT 19105
Quality Management
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Quality Culture
Small Group
Group 1.
Using Goetsch & Davis 2006
(pages 176-178), describe a
traditional organisation culture.
Group 2.
Using Goetsch & Davis 2006
(pages 176-178), describe a
quality organisation culture.
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Higgins
MGMT 19105
Quality Management
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Quality Culture
Peter Gilmour and Blair Hunt on IBM:
'As a result of IBM's long-term commitment to quality
management, a quality culture is developing throughout
the organisation. This ‘bank account of goodwill' and
trust needed to be built up in order for employees to
accept and understand the massive changes that have
taken place and which will continue in the future.'
(Gilmour & Hunt, 1995, page 394)
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Higgins
MGMT 19105
Quality Management
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Quality Culture
Walters (2005) (Electronic Journal Article)
suggests the need for a culture that includes:
 Integrity
 Leadership
 Adaptability
 Creativity
 Engagement
 Respect
 Camaraderie
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Higgins
MGMT 19105
Quality Management
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Developing a Quality Culture
Small Group
You are still a senior manager wanting a
quality organisation. You are ready to
start planning to influence the
organisation's culture.
Q. What will you do to develop the
right organisational culture?
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Higgins
MGMT 19105
Quality Management
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Developing a Quality Culture
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How a quality culture is expressed is determined by the
circumstances of the organisation.
There will not be a prescription.
There are many common features –
'right first time every time', and 'everyone is responsible
for their own quality'.
Each organisation must look at its own values, attitudes,
beliefs.
'Culture' can be introduced in a definite and precise way
using methodical approaches.
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Higgins
MGMT 19105
Quality Management
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Developing a Quality Culture
FOCUS ON…

Formal statements of organizational philosophy,
charters, creeds, and materials used for recruitment
and selection, and socialisation.
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Design of physical spaces, facades, and buildings.
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Deliberate role modelling, teaching and coaching by
leaders.
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Explicit reward and status system, promotion criteria.
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Stories, legends, myths and parables about key people
and events.
Geoff
Higgins
MGMT 19105
Quality Management
EH Schein 1983 The Role of the Founder
in Creating Organizational Culture
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Developing a Quality Culture
STEPS IN THE CONVERSION TO QUALITY…
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.
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Higgins
MGMT 19105
Quality Management
(Goetsch & Davis 2006, pages 189-192)
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Developing a Quality Culture
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A choice must be made between “reform of the culture
[and] radical transformation”.
(Particularly important for organisations which have
persisted for generations through ‘cultural continuity’.)

Most organisations do not have a single unified culture
– they consist of many subcultures.
(Eg, flight attendants have a different culture to
baggage handlers.)
Geoff
Higgins
MGMT 19105
Quality Management
(Scott, Mannion, Davies & Marshall
2003, electronic journal article.)
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The Australian Context
"There's a phrase that every Australian knows. The three
words synonymous with the most optimistic qualities of our
national spirit. It's a phrase heard less often these days
perhaps, but one that's still reached for whenever adversity
presents itself. "She'll be right".
(John Spalvins, Managing Director,
Adelaide Steamship Company)
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Higgins
MGMT 19105
Quality Management
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The United States Context

In In Search of Excellence Peters and Waterman
identified eight organisational characteristics
which can be seen in excellent companies.

One of these is: ‘Hands-On, Value-Driven’.

Peters and Waterman identified 10 'beliefs' which
reflect a Hands-On, Value-Driven culture……
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Higgins
MGMT 19105
Quality Management
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In Search of Excellence
1.
2.
3.
4.
5.
A belief in the importance of enjoying one's
work.
A belief in being the best.
A belief that people should be innovators and
take risks, without feeling that they will be
punished if they fail.
A belief in the importance of attending to details.
A belief in the importance of people as
individuals.
A belief in superior quality and service.
6.
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Higgins
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Quality Management
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In Search of Excellence
7.
8.
9.
10.
Geoff
Higgins
A belief in the importance of informality to
improve the flow of communication.
A belief in the importance of economic growth
and profits.
A belief in the importance of 'hands-on'
management; the notion that managers should
be doers, not just planners and administrators.
A belief in the importance of a recognised
organisational philosophy developed and
supported by those at the top.
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Quality Management
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Maintaining a Quality Culture
Small Group
You are still a senior manager, and your
organisation has progressed well in
developing into a quality organisation.
Q. What will you do to maintain your
quality organisational culture?
Geoff
Higgins
MGMT 19105
Quality Management
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Maintaining a Quality Culture
Don’t stop with implementation.
We are just getting started…
1.
2.
3.
4.
5.
Maintain an awareness of quality as a key cultural
issue.
Make sure there is plenty of evidence of
management’s leadership.
Empower employees and encourage self-development
and self-initiative.
Keep employees involved.
Recognise and reward the behaviours that nurture and
maintain the quality culture.
(Frank Gryna, from Goetsch & Davis 2006, pages 192-193)
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Higgins
MGMT 19105
Quality Management
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Conclusion
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Recap of Module 3
Module Introduction
Organisational Culture
Encouraging Culture Change
TQM/Quality and Culture
Developing a Quality Culture
The Australian Context
The USA Context
Maintaining a Quality Culture
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Higgins
MGMT 19105
Quality Management
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Next Week
Week 5
“Quality and the Customer”.
 Study Guide
 Goetsch & Davis (2006)

Chapter 7. Customer Satisfaction, Retention and
Loyalty

Four (4) electronic journal articles (Proquest)
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Higgins
MGMT 19105
Quality Management
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Questions?
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Higgins
MGMT 19105
Quality Management
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