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Chp- 7

Creating Quality Culture

Sec- I

Authors

DR. GUNMALA SURI


DR. PUJA CHHABRA SHARMA

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Chp- 7

Creating Quality Culture

Sec- I

Section - II

Chapter

7
Creating Quality
Culture
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

Culture is the way the majority of employees in a


company act when dealing with their customers and
suppliers as well as the way they behave towards one
another.
Brunetti

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

INTRODUCTION
Managers when confronted with the whole concept of
TQM, they tend to perceive that it is another system
which can be grafted in any organization. When they are
first exposed to ISO 9000, they tend to relate the quality
business to a system. In Indian organizations too many
managers soon learnt that this is not the case but others
persist in the belief that achieving set standards is what
the TQM is all about. Some managers still believe that
TQM is simply about standards. This misconception
persists in industrial world even today. Many TQM
practitioners think that this approach has created a
number of problems.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

MCKINSEYS 7-S FRAMEWORK


Mckinseys 7-S framework comprises elements such as
strategy, structures, systems staff, skills, styles and
shared values. Strategy, structures and systems are called
3-hard Ss. In the West until recently, most organizations
have tended to focus upon the 3-hard Ss viz. strategy,
structure and systems for doing things. It is a good start
but not enough. Organizations which are truly excellent
and strive to improve quality in everything include IBM,
Motorola, Corning, 3M, Dow Chemicals, Toyota,
Matsushita, Mitsubishi, Hitachi, ICI, Pedigree, Pet Foods,
Hewlett-Packard, etc. All these use the 3- hard Ss
approach and supplement it with the 4-soft Ss viz. staff,
skills, styles and shared values.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

CULTURAL CHANGE
Cultural change is not easy. It is difficult enough to give
up personally damaging habits. Asking people to change
the way they do things at work is more difficult and takes
more time. So one has to be patient and realise that
necessary cultural change never comes easily.
Corporate culture develops over a long period of time.
Corporate cultures develop from the basic philosophies
embedded in the management of the company coupled
with managerial behaviour.
Brunetti (1993) defines corporate culture as the way the
majority of employees in a company act when dealing with
their customers and suppliers as well as the way they
behave towards one another.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

ORGANISATIONAL VALUES
Organisational values constitute the culture of the
organisations, the set of beliefs that people share about
what sort of behaviour is correct and incorrect. The
factors indicating the predominant culture within a
company may include atmosphere, ethos, spirit of
teamwork, warmth and friendship, ideals, management
style, way of talking with others, listening to others,
attitudes to employees, involvement, ambience etc.
When these organisational beliefs conflict with individuals
personal values, people are likely to distance themselves
psychologically from the organisation. On the other hand,
people glue together when there is a value harmony in an
organisation.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

CREATING TQM CULTURE


A TQM culture can be created if the management of an
organisation starts learning the values of its people. A
culture is opposed to development, a culture which treats
people as a resource which needs to be controlled at all
times and where reinforcement of behaviour is punitive.
This is an organisation which will slide downwards.
Absence of vitality, trust and value for employees will
amount to organisational suicide.

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

QUALITY MATURITY
As companies install quality processes and go on to
achieve and maintain accelerated improvement, they go
through patterns of common experience which can be
generally translated into phases of maturity. Seven major
phases through which a world-class company passes are
described as follows.
Level Zero
Level One
Level Two
Level Three
Level Four
Level Five
Level Six
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

Creating Quality Culture

Chp- 7

Sec- I

INTRODUCTION
People resist change for a variety of reasons.
Management must identify and find solutions for tackling
these problems to bring about a cultural change for TQM.
Some of the reasons to resist cultural change are listed
below:
People are afraid that they the change will affect
their functioning.
People perceive that they will lose control over
things.
Change may mean more work for them.
Employees think that TQM will die a natural death
after sometime like several other concepts.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

10

Creating Quality Culture

Chp- 7

Sec- I

TYPES OF CULTURE
Handy suggests four organizational cultures to illustrate his
ideas. It is believed that an organization will have any or a
combination of these four cultures, namely, role, task and
person (self). Government departments and public sector
organizations in India have role or bureaucratic cultures.
Effectively run private sector organizations can be put under
task culture which is integrative and goal directed. Family
business can be put under power cultures whereas social
organizations can be categorized as having personal
cultures.
Power Culture
Role Culture
Task Culture
Person Culture
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

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Creating Quality Culture

Chp- 7

Sec- I

Four Types of Organizational Culture

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

12

Creating Quality Culture

Chp- 7

Sec- I

Relationship between Function & Culture

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

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Creating Quality Culture

Chp- 7

Sec- I

BREAKING THROUGH CULTURAL WALL


A company having in a short-term perspective with a little
support from top management is tools and techniquesoriented. It is a conflicting and non-supportive
organizational culture. A successful effort takes a longterm view of process and has top management
involvement. It is system oriented and is supported by
various dimensions of organizational culture involving
employees in making decisions than simply following
orders.

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

14

Creating Quality Culture

Chp- 7

Sec- I

TQM Efforts Breaching or being Broken by the


Culture Wall

Managers

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

15

Creating Quality Culture

Chp- 7

Sec- I

STEPS FOR CREATING TQM CULTURE


For staying in business Management has to provide
products and services to customers beyond expected
quality. A culture must evolve where complaints and
claims are treated as opportunities and not as nuisance. It
is a culture that excites customers by doing things
beyond what is expected and culture that treats
customers the way each individual in company would like
to be treated if they were the customers. Customeroriented philosophy begins by showing an active talking
to customer directly.

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

16

Creating Quality Culture

Chp- 7

Sec- I

Dismantling Boundaries and Internal Competition


Creating structures in organizations, incentives and compensation
schemes that foster competitive spirit can be destructive and
suicidal. Management should improve a culture by encouraging
and rewarding cooperative efforts among departments and
individuals. The concept of internal customers be promoted. Each
internal customers genuine requirements must be met to
demonstrate-cooperation by example.

Fact-based Decision Making


Practice of management by fact is of great importance in a TQM
culture. Using facts is critical feature of integrating quality into the
corporate culture. Creativity- experiences and opinions are not be
abandoned and used cautiously. Management by fact must be
internalized and institutionalized for continuous improvement in
Indian organizations.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

17

Creating Quality Culture

Chp- 7

Sec- I

Kaizen
Continuous improvement must be encouraged. Masaaki Imai in
his book Kaizen describes the gradualist and the great leap
forward approaches to improvement in organizations. The
former approach is used more in Japan whereas the approach
of innovation in the western world. If the West can continue to
maintain its ingenuity and technical expertise, and
simultaneously paying more attention and with its ingenuity
and improvements, it can regain market share it once held.
Kaizen is more significant to companies that are stymied by
lack of innovation. While R&D, engineering or computer staff
tries to come up with the next breakthrough, organizations can
not afford to sit idle. It is rightly said that the organisations
should never rest. Kaizen if properly applied, is the best
approach for improvements in Indian organizations.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

18

Chp- 7

Creating Quality Culture

Sec- I

End of Chapter

7
THANKS
PPTs By: Afaque Alam

Total Quality Management


Dr. Gunmala Suri & Dr. Puja Chhabra Sharma

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