Quality Culture:

Changing Hearts,
Minds, and Attitudes
Manajemen Kualitas
Introduction
Fiska Farhani

Jane Halim

Jessica Chandra

Natasha Salim Sjarkawi

Yeremia Timotius
Understanding What a Quality Culture Is

Quality Culture

Business Environment

elements Organizational Values

Organization Culture Cultural Role Models

Organizational Rites

Cultural Transmitter

Values & Tradition Employee's Behavior Expectation How Employee Approach

Their Jobs
BUSINESS ENVIRONMENTAL
Highly competitive business --> change-oriented culture

Stable market --> don't-rock-the-boat culture

ORGANIZATIONAL VALUES
Heart & Soul of culture

CULTURAL ROLE MODEL

Employees at any level who personify organization’s values.

ORGANIZATIONAL RITES
Enforced most effectively by peer pressure.

CULTURAL TRANSMITTER
The vehicles by which an organization’s culture is passed

down through successive generations of employees.

 Quality Culture:
Changing Hearts,
Minds, and
Attitudes
“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 consistsof

values, traditions, procedures, and

expectations that promote quality.”

 Quality Culture VS Traditional Culture

OPERATING OBJECTIVES MANAGEMENT ATTITUDE TOWARD

PHILOSOPHY APPROACH CUSTOMERS

PROBLEM-SOLVING SUPPLIER PERFORMANCE-

APPROACH RELATIONSHIPS IMPROVEMENT

APPROACH
 TRADITIONAL CULTURE QUALITY CULTURE

OPERATING FOCUSED

PROFITS,
ON ROI & SHORT-TERM

CUT-AND-RUN
FOCUSED

&
ON

LONG-TERM
CUSTOMER

SURVIVAL,
SATISFACTION

LESS

PHILOSOPHY MANAGERS TURNOVER AT THE TOP

OBJECTIVES SHORT-TERM OBJECTIVES SHORT- & LONG-TERM OBJECTIVES

MANAGEMENT MANAGERS A.K.A BOSSES THINK

MANAGERS A.K.A COACHES

COMMUNICATE AND SEEK

APPROACH AND EMPLOYEES DO
EMPLOYEE FEEDBACK

ATTITUDE TOWARD CUSTOMER-FOCUSED

TEND TO LOOK INWARD
CUSTOMERS

PROBLEM-SOLVING SUFFER FROM THE "MVP"

THE GOAL IS TO CREATE
SYNDROME AND THE "WAITING
APPROACH GAME"
SOLUTIONS, NOT "HEROES"

SUPPLIER SUPPLIERS ARE KEPT AT ARM'S SUPPLIER AND CUSTOMERS WORK

RELATIONSHIPS LENGTH IN RELATIONSHIPS TOGETHER COOPERATIVELY

PERFORMANCE- PERFORMANCE TYPICALLY

CONTINUAL IMPROVEMENT
IMPROVEMENT APPROACH TRIGGERED BY PROBLEMS
Activating CHANGE

IN A
CANNOT

HOSTILE
OCCUR

ENVIRONMENT

Cultural
From mechanistic to organic

organization

Change MOVING TO A TOTAL

QUALITY TAKES TIME

Positive results are rarely achieved in

the short run, hence the "I told you it

wouldn't work" syndrome

IT CAN BE DIFFICULT TO

OVERCOME THE PAST

"This too shall pass" attitude

Changing Leaders
to Activate Change
Pertanyaan yang perlu diajukan

saat memutuskan untuk

mengganti pemimpin :

PENGETAHUAN DAN AKIBAT

PERWUJUDAN VISI ORGANISASI

SIKAP TERHADAP PERUBAHAN

KEMAUAN MENGHILANGKAN

HAMBATAN

FOLLOW-UP/EVALUASI

PEMBERDAYAAN PEGAWAI
Laying the 1. UNDERSTAND
“an understanding on the part of executive managers of the concept

Foundation
of a quality culture and their role in establishing and maintaining

such culture”

for a Quality
Palmer 3-Pronged Approach:

(1) align the concept with organizational goals,

(2) become the project manager, measure, and mitigate, and

Culture
(3) prepare a brief but powerful presentation for executive managers

10 STEP MODEL TO ESTABLISH

2. ASSESS
FOUNDATION FOR QUALITY CULTURE
Compile a comprehensive assessment of existing corporate culture.

3. PLAN
Develop a comprehensive plan for establishing a quality culture.
Laying the 4. EXPECT

Foundation
Expect quality-positive attitudes and behavior. By including :

Corporate value relating to quality in the organization’s strategic

plan

for a Quality
Quality in the job descriptions

Quality in organization’s team charters

Quality criteria in organization’s performance appraisal

Culture 5. MODEL
10 STEP MODEL TO ESTABLISH

FOUNDATION FOR QUALITY CULTURE Top level management must be a positive role model.

6. ORIENT
A comprehensive quality component must be included in new

employee orientations.
 Laying the Foundation
for a Quality Culture
10 STEP MODEL TO ESTABLISH FOUNDATION FOR QUALITY CULTURE

7. MENTOR 8. TRAIN
Use mentor to help in developing Give quality training by telling not only

the employees. “how to”, but “why should”.

9. MONITOR REINFORCE AND

10. 

Do monitoring continually. MAINTAIN QUALITY

Reinforce quality-related attitudes and

behavior expected from all personnel.

Learning What a Quality
Culture Looks Like
Karakteristik perusahaan dengan nilai quality

culture yang tertanam dengan baik :

1. Filosofi manajemen tersebar luas

2. Pentingnya SDM bagi organisasi

3. Perayaan peringatan acara organisasi

4. Pengakuan dan imbalan

5. Komunikasi internal yang efektif

6. Peraturan informal mengenai sikap

7. Sistem nilai yang kuat

8. Standard performa yang tinggi

9. Karakter organisasi yang jelas

ORGANISASI YANG
MEMBUTUHKAN
PERUBAHAN

Countering
Resistance
to Cultural
PERUBAHAN Change
Why Change is
Difficult
Kesalahan advokat : hanya fokus kepada
manfaat perubahan dan tidak

memerhatikan persepsi kelompok yang

merasa terancam karena adanya

perubahan

Kesalahan penangkal : hanya fokus

kepada ancaman terhadap status quo dan

tidak memerhatikan manfaat adanya

perubahan
Why Change is Difficult
How to Facilitate
Change STEP 1: MEMULAI DENGAN PARADIGMA
ADVOKASI YANG BARU

Paradigma tradisional :
Hanya fokus ke hasil

Tidak mengetahui bagaimana perubahan akan diterima

oleh kelompok penangkal

Tidak sabar menghadapi keraguan

Paradigma baru :
Siapa yang akan terpengaruh oleh perubahan ini, dan

bagaimana?

Bagaimana pandangan orang terhadap perubahan ini?

Bagaimana caranya untuk mengatasi keraguan?

How to Facilitate
Change

STEP 2: MEMAHAMI KERAGUAN

KEMAMPUAN PENANGKAL

Ketakutan

Kehilangan kendali

Ketidakpastian

Tambahan pekerjaan
How to Facilitate
Change STEP 3: MENGIMPLEMENTASIKAN
STRATEGI YANG MENDORONG
PERUBAHAN

Libatkan kelompok penangkal

Hindari kejutan

Bergerak pelan di awal

Mulai kecil dan fleksibel

Ciptakan lingkungan yang positif

Gabungkan perubahan

Sediakan quid pro quo

Respon dengan cepat dan positif

Bekerja sama dengan pemimpin yang dipercaya

Establishing
a Quality Phases of Emotional Transitional

Culture
Steps in the
Conversion of Quality
IDENTIFY THE CHANGES NEEDED
Quality Culture’s characteristic :

1. Open, continual communication

2. Mutually supportive internal partnerships

3. Obsession with continual improvement

4. Broad-based employee involvement and

empowerment

5. Sincere desire for customer input and feedback

PUT THE PLANNED CHANGES IN WRITING
Changes should be listed without annotation or explanation.

DEVELOP A PLAN FOR MAKING THE CHANGES

WHO - WHAT - WHEN - WHERE - HOW

UNDERSTAND THE EMOTIONAL TRANSITION PROCESS

It is essential that advocates (key people) understand the

emotional transition people go through when forced to deal with

change, particularly unwanted change.

IDENTIFY KEY PEOPLE AND MAKE THEM ADVOCATES

Quid pro quo and peer pressure to turn inhibitors into advocates.
A HEARTS-AND-MINDS APPROACH

People tend to react to change more on an emotional (hearts)

level than on an intellectual (minds) level, at least initially.

How? Open communication—preferably face-to-face—is the best strategy.

APPLY COURTSHIP STRATEGIES

Courtship is a phase in a relationship that moves deliberately toward a

desired end. During the courtship, the partner hoping to move the relationship

forward listens carefully to the other partner and patiently responds to any

concerns expressed.

SUPPORT, SUPPORT, SUPPORT

 Maintaining a
MAINTAIN AN AWARENESS
Quality Culture
OF QUALITY AS A KEY

CULTURAL ISSUE.

MAKE SURE THAT THERE

IS PLENTY OF EVIDENCE KEEP EMPLOYEES

OF THE MANAGEMENT’S INVOLVED.

LEADERSHIP.

RECOGNIZE AND REWARD

EMPOWER EMPLOYEES THE BEHAVIORS THAT

AND ENCOURAGE SELF- TEND TO NURTURE AND

DEVELOPMENT AND SELF- MAINTAIN THE QUALITY

INITIATIVE AMONG THEM. CULTURE.

 Unilever’s
Organizational
Culture of
Performance
Source : http://panmore.com/unilever-organizational-culture-of-performance
VISION STATEMENT
"to make sustainable living commonplace. We believe this

is the best long-term way for our business to grow"

MISSION STATEMENT
"to add vitality to life. We meet everyday needs for

nutrition, hygiene and personal care with brands that help

people feel good, look good and get more out of life."
FOCUS ON PERFORMANCE
Individual performance and

organizational performance

FOCUS ON QUALITY
Quality of output in all areas
Unilever's
Organizational
EFFICIENCY
Efficient work through
Culture & Its
technology and other tools
Characteristics
Leadership’s Role in Unilever’s
Organizational Culture

MARKET-BASED RESULTS-BASED
APPROACH APPROACH
Uses market data to make Focuses on the achievement

changes in management of desired outcomes.

tactics.
Culture,
Leadership, and
1. Leader's regular monitoring

and evaluations.

Human Resource 2. Results of the evaluations

Structures and used for guiding HR practices

Practices
which reinforce Unilever's

organizational culture of

performance and quality.

3. Employees' needs are

identified and integrated in

HR program enhancements.
ACCOMMODATE DIVERSITY

The company must be able to take advantage from

the rise of diversity.

INFORMATION TECHNOLOGIES
Unilever’s
Culture of
Support workers in all areas through advanced tool

for market research, customer relations, and

internal communications.

Performance –
YEAR 3
Evaluation and
Presentations are tools that

can be used as demonstrations.

Recommendations
Thank You!

ANY QUESTIONS?