Republic of the Philippines

Mindanao State University- General Santos City

COLLEGE OF BUSINESS ADMINISTRATION AND ACCOUNTANCY
1st Semester, SY 2018-2019

Topic:
Implementing Total Quality Management

A Written Report in
Operations Management

by

Keitch Jonh Salvador

Pitchie Mae Beldia
Ara Mercelie Poblacion
Norolnoha Guiamalodin
Sussy Faive Sarno

BS Accountancy Students

Submitted to
PROF. JIBRAN TOMINDUG
Subject Teacher

June 2019
 IMPLEMENTATION OF TQM

Keitch Jonh Salvador

Total Quality Management (TQM) is a management approach to long-term success

through customer satisfaction. TQM focuses on the development of products and services that
meet the needs and exceed the expectations of key customer groups. This is accomplished by
creating an integrated “system” that is process centered, has total employee involvement and is
completely customer focused.

Creating a culture that is customer focused, and collecting and studying data that supports efforts
for the customer are critical components to the system.

Steps to Creating a Total Quality Management System

1. Clarify Vision, Mission, and Values

Employees need to know how what they do is tied to organizational strategy and
objectives. All employees need to understand where the organization is headed (its vision), what
it hopes to accomplish (mission) and the operational principles (values) that will steer its
priorities and decision making.

2. Identify Critical Success Factors (CSF)

Critical success factors help an organization focus on those things that help it meet
objectives and move a little closer to achieving its mission.

3. Develop Measures and Metrics to Track CSF Data

Once critical success factors are identified, there needs to be measurements put in place
to monitor and track progress. This can be done through a reporting process that is used to collect
specified data and share information with senior leaders.

4. Identify Key Customer Group

Every organization has customers. Those that understand who the key customer groups
are, can create products and services based on customer requirements. The mistake a lot of
organizations make is not acknowledging employees as a key customer group.

5. Solicit Customer Feedback

The only way for an organization to know how well they are meeting customer
requirements is by simply asking the question. Create a structured process to solicit feedback
from each customer group as an effort to identify what is important to them.
6. Develop a Survey Tool

Develop a customer satisfaction survey tool that is based on finding out what is important
to customers.

7. Survey Each Customer Group

Create a customized survey for each customer group. This survey will help to establish
baseline data on the customers’ perception of current practice. Now you will have a starting point
for improvements and will be able to demonstrate progress as improvement plans are
implemented.

8. Develop Improvement Plan

Once the baseline is established you should develop an improvement plan based on
customer feedback from each group. Improvement plans must follow the popular SMART
format. It should also incorporate certain changes that your employees can adapt to.

9. Resurvey

After a period of time (12-18 months), resurvey key customers to see if scores have
improved. Customer needs and expectations change over time so being in-tune to changing needs
and expectations is critical to long-term success.

10. Monitor CSF

It is important to monitor CSF monthly to ensure there is consistent progress toward

goals. This also allows for course correction should priorities and objectives change during the
review period.

11. Incorporate Satisfaction Data into Marketing Plans

Once you’ve achieved some positive results with your satisfaction data, use it as a
marketing tool. A lot of successful organizations miss the boat by not letting others know what
they do well. Customers want to know how an organization’s internal processes work, especially
if those processes help to deliver an outstanding product or service!

12. Technology

Make sure technology is user-friendly and supports targeted improvements. For example,
a website should be easy to navigate as well as easy to find (SEO) and the content should be easy
to understand.
 TQM can be a powerful technique for unleashing employee creativity and potential,
reducing bureaucracy and costs, and improving service to clients and the community. However.
Implementing TQM is difficult, comprehensive and a long-term process. Leaders will need to
maintain their commitment, keep the process visible, provide necessary support, and hold people
accountable for results. Use input from stakeholder (clients, referring agencies, funding sources,
etc.) as possible; and, of course, maximize employee involvement in design of the system.

Eight Elements of TQM

TQM has been coined to describe a philosophy that makes quality the driving force
behind leadership, design, planning, and improvement initiatives. For this, TQM requires the
help of those eight key elements. These elements can be divided into four groups according to
their function. The groups are:

I. Foundation – It includes: Ethics, Integrity and Trust.

TQM is built on a foundation of ethics, integrity and trust. It fosters openness, fairness
and sincerity and allows involvement by everyone. This is the key to unlocking the ultimate
potential of TQM. These three elements move together, however, each element offers something
different to the TQM concept.

II. Building Bricks – It includes: Training, Teamwork and Leadership.

These TQM elements are the four walls of your quality house that is responsible to
enable the house to stand straight and tall. These bricks are carefully placed on the foundation in
an effort for it to reach the roof of recognition and support.
III. Binding Mortar – It includes: Communication.

Bricks without mortar is basically a house of hay. This element brings the rest together by
a certain coercion.

IV. Roof – It includes: Recognition.

A house without a roof isn’t a house at all. This includes the bearer of solitude and award.

PRINICIPLES INTO LEADERDSHIP

Pitchie Mae G. Beldia

Globalization in business theatre is driving companies towards a new view of quality as a

necessary tool to compete successfully in worldwide markets. A direct outcome of this new
emphasis is the philosophy of total quality management (TQM). In essence TQM is a company-
wide perspective that strives for customer satisfaction by seeking zero defects in products and
services. TQM functions on the premise that the quality of products and processes is the
responsibility of everyone who is involved with the creation or consumption of the products or
services offered by an organization. In other words, TQM capitalizes on the involvement of
management, workforce, suppliers and even customers, in order to meet or exceed customer
expectations.

Making quality improvements was once thought to be the sole responsibility of specialists
(quality engineers, product designers, and process engineers). Today, developing quality across
the entire firm can be an important function of leadership.

A failure on leadership’s part to recognize this opportunity and act on it may result in the
loss of TQM implementation responsibilities to other departments with less expertise in training
and development. The ultimate consequence of this loss is an ineffective piecemealing of the
TQM strategy. Thus, leadership should act as the pivotal change agent necessary for the
successful implementation of TQM. Leadership is considered as doing the right things while
management is doing things right. Hence for a manager, efficiency is the criteria while
effectiveness is the criteria for leader.

What is Leadership?

Leadership is influencing the people so that all of them do the right things, the right way
at the right time willing, on their own, so that the organization grows and the purpose is fulfilled.
Leadership is an art whereby an individual influence a group of individuals for achieving a
common set of goals. Leadership is a process of inter-personal relationships through which a
person attempts to influence the behaviour of others for attainment of predetermined objectives.

Characteristics of Leadership:

1. Leadership is a process of Influence

Influence is the ability of an individual to change the behavior, attitude, and belief of another
individual directly or indirectly. Someone has rightly defined leaderships as the “process of
social influence in which one person can enlist the aid and support of others in the
accomplishment of a common task.”

2. Leadership is not one-dimension

The essence of leadership is Followership. Leadership is a systems thinking in multiple

dimensions. In terms of systems, the organization performers (followers) are must in the
leadership process. Without followers there can be no leadership.

3. Leadership is Multi faced

Leadership is a combination of personality and tangible skills (drive, integrity, self-

confidence, attractive personality, decisiveness etc.), styles (Authoritarian to laissez-faire), and
situational factors (organization’s internal and external environment, objectives, tasks, resources,
and cultural values of leaders and the followers).

4. Leadership is Goal oriented

Leadership is “organizing a group of people to achieve a common goal.” thus, the influence
concerns the goals only. Outside the goals, the concerns are not related to leadership.

5. Leadership is not primarily a Particular Personality Trait

A trait closely linked to leadership is charisma, but many people who have charisma (for
example, movie actors and sports heroes) are not leaders.

6. Leadership is not primarily a Formal Position

There have been many great leaders who did not hold high positions- for example, Mahatma
Gandhi, martin Luther King Jr. and Anna Hazare. On the other hand there are people who hold
high positions but are not leaders.

7. Leadership is not primarily a Set of Important Objectives

It involves getting things done.

8. Leadership is not primarily a Set of behaviours.

 Many leadership manuals suggest that leadership involves doing things such as delegating
and providing inspiration and vision: but people who are not leaders can do all these things, and
some effective leaders don’t do them at all.

QUALITIES of Leadership

1. Vision - GREAT LEADERSHIP have a clear, exciting idea of where they are going and what
they are trying to accomplish.

 This quality separates leaders from managers

 Vision allows leaders to tap into the emotion of their employees

 “Good business leaders create a vision, articulate the vision, passionately own the
vision, and relentlessly drive it to completion.” - Jack Welch

2. Courage - the most identifiable outward trait.

 Courage means that you are willing to take risks in the achievement of your goals with
no assurance of success.

 Because there is no certainty in life or business, every commitment you make and every
action you take entails a risk of some kind.

 “Courage is rightly considered the foremost of the virtues, for upon it, all others
depend,” - Winston Churchill

3. Integrity - the main value that almost all executives agree upon for their company is integrity.

 the core of integrity is truthfulness.

 Integrity requires that you always tell the truth, to all people, in every situation

 “With integrity, you have nothing to fear, since you have nothing to hide. With integrity,
you will do the right thing, so you will have no guilt.” - Zig Ziglar

4. Humility - great leaders are those who are strong and decisive but also humble.

 Humility is having the self-confidence and self-awareness to recognize the value of

others without feeling threatened.

 It means that you are willing to admit you could be wrong that you recognize you may
not have all the answers.
  “the more you can contain your ego, the more realistic you are about your problems.
You learn how to listen, and admit that you don’t know all the answers. “ - Larry
Bossidy

5. Strategic Planning - GREAT LEADERS are outstanding at strategic planning. They have the
ability to look ahead, to anticipate with some accuracy where the industry and the markets are
going.

 Leaders have the ability to anticipate trends, well in advance of their competitors.

 Because of increasing competitiveness, only the leaders and organizations that can
accurately anticipate future markets can possibly survive.

 “strategy is not the consequence of planning, but the opposite: its starting point” - Henry
Minztzberg

6. Focus - the ability of a leader to make sure that everyone is focused and concentrated on the
most valuable use of their time is essential to excellent performance.

 Leaders focus on results, on what must be achieved by themselves, by others, and by the
company.

 Great leaders focus on strength, in themselves and in others.

 “successful people maintain a positive focus in life no matter what is going on around
them. They stay focused on their past successes rather than their past failures, and on the
next action steps they need to take to get them closer to the fulfillment of their goals
rather than all the other distractions that life presents to them.” - jack canfield

7. Cooperation - leadership is the ability to get people to work for you because they want to.

 Gain the cooperation of others by making a commitment to get along well with each key
person every single day.

 Because there is no certainty in life or business, every commitment you make and every
action you take entails a risk of some kind.

 “If your imagination leads you to understand how quickly people grant your requests
when those requests appeal to their self-interest, you can have practically anything you
go after.” - Napoleon Hill
LEADERSHIP STYLES

Leadership style is the manner and approach of providing direction, implementing plans,
and motivating people. It includes the total pattern of explicit and implicit actions performed by
their leader (Newstrom, Davis, 1993)

The first major study of leadership styles was performed in 1939 by Kurt Lewin who led a
group of researchers to identify different styles of leadership (Lewin, Lippit, White, 1939). this
early study has remained quite influential as it established the three leadership styles.

1. Authoritarian or autocratic - autocratic leaders, also known as authoritarian leaders,

generally have all the power, authority, and responsibility in an organization. There is rarely
input or decision-making on the part of team or group members; instead, team members are
tasked with implementing the leader’s decision and choices.

This type of leadership is generally very rigid, but in situations that demand structure, quick
decision-making, and close supervision, it can be beneficial to the organization. The organization
cannot function without the leader, communication may be flawed or lacking, and workers may
feel demoralized.

2. Democratic - also known as participative leadership, all or most group members are able to
participate in decision-making processes. Democratic leaders emphasize equality and encourage
discussion and a flow of ideas.

While democratic tends to be an effective leadership style and has a number of benefits - it
encourages creativity, emphasizes fairness, and values intelligence and honesty - there are some
potential drawbacks. Roles may be less well defined, which could create communication
problems and failures. Some group members, typically those with less experience, may be less
willing or able to contribute or feel that their contributions are not valued as others are.

3. Delegative or laissez-fair (free rein) - these leadership styles have a high degree of
autonomy. Leaders maintain a hands-off approach to managing workers, providing them with the
tools they need to do their job being directly involved in decision-making processes. Daily tasks,
and responsibilities. However, these leaders still take responsibility for the company’s decisions,
even though the power to make these decisions rest in the hands of the employees.

The laissez-fair leadership style can be successful when employees are skilled in the nature of
the work and motivated to succeed and do their jobs well. Workers enjoy independence, which
may be appealing to many employees. This type of leadership can have consequences when the
leader is uninvolved or takes a passive approach to working with employees who need more
guidance. It can also lead to a lack of unity and cohesion in a group or team, and projects may
fall off track without strong oversight.
Continuum of Leader Behavior

In 1958 Tannenbaum and Schmidt (1973) expanded on Lewin, Lippit and White’s three
leadership styles by extending the m to seven styles and placing them on a continuum as shown
in the diagram below:
Positive and Negative Approaches

Positive Leaders these leaders use rewards, such as education, new experiences and
independence, to motivate employees while negative leaders emphasizes penalties ( Newstrom,
Davis, 193). Negative leaders act domineering and superior with people. They believe the only
way to get things done is through penalties, such as loss of job, days off without pay,
reprimanding employees in front of others, etc. they believe their authority is increased by
frightening everyone into higher levels of productivity. Yet, what normally happens when this
approach is used is the morale falls, which leads to lower productivity.

PRINCIPLE INTO LEADERSHIP

Norolnoha Guiamalodin

Leaders and their leadership skills play an important role in the growth of any organization.
Leadership refers to the process of influencing the behavior of people in a manner that they strive
willingly and enthusiastically towards the achievement of group objectives.

A leader should have the ability to maintain good interpersonal relations with the followers
or subordinates and motivate them to help in achieving the organizational objectives.

Importance Of Leadership:

If an organization is flourishing, its members developing, and achieving breakthrough

after breakthrough, then one can be sure about one thing that there is a strong leader at the helm
of the organization. If an organization is failing, the problem again relates to the leader of the
organization. Thus everything rises and falls on leadership.

Leadership is an important function of management which facilitates to maximize

efficiency and effectiveness to achieve organizational goals. Leadership has paramount
importance in present competitive business environment, because with the help of leadership a
company will face all the problems very efficiently.

1. Guides and Inspires Subordinates:

A leader has to not only supervise but also to play a guiding role for the subordinates.
Guidance here means instructing the subordinates the way they have to perform their
work effectively and efficiently. Leadership creates among subordinates a sense of
belongingness and commitment. Desire for achievement is transformed into a passion.
2. Secures Cooperation:
A leader sells rather than tells. He persuades, rather than dictates, and creates enthusiasm
among his subordinates and thus, secures their cooperation.

3. Creates Confidence:
Confidence is an important factor which can be achieved through expressing the work
efforts to the subordinates, explaining them clearly their role and giving them guidelines
to achieve the goals effectively. It is also important to hear the employees with regards to
their complaints and problems.

4. Builds Work Environment:

Management is getting things done from people. An efficient work environment helps in
sound and stable growth. Therefore, human relations should be kept into mind by a
leader. He should have personal contacts with employees and should listen to their
problems and solve them. He should treat employees on humanitarian terms.

5. Maintains Discipline:
By turning subordinates into followers, the job of securing order and compliance,
becomes easy. He motivates the employees with economic and non- economic rewards
and thereby gets the work from the subordinates voluntarily. It is this willingness on the
part of subordinates which leads to maintenance of discipline.

6. Facilitates Integration of Organizational and Personal Goals:

A leader is one who is visionary, deciding the destination to be reached. Vision is the
source of organizational objectives. Vision requires synchronization of goals through
integration of personal and organizational goals. A leader creates common goals and
understanding among subordinates that their personal goals are related with the
attainment of organizational goals. It also leads to coordination.

7. Works as a Change Agent:

No change in thinking, processes, and practices becomes possible without leadership. It is
the leader who convinces actively about the change and making it part and parcel of their
working and reducing resistance to change.

8. Boosts Morale:
Morale denotes willing co-operation of the employees towards their work and getting
them into confidence and winning their trust. A leader can be a morale booster by
achieving full co-operation so that they perform with best of their abilities as they work
to achieve goals.
Principles of Leadership:

1. Know Yourself and Seek Self-Improvement:

In order to know yourself, you have to understand your be, know, and do, attributes.
Seeking self-improvement means to continually strengthen your attributes. This can be
accomplished through self-study, formal classes, reflection, and interacting with others.

2. Be Technically Proficient:
As a leader, you must know your job and have a solid familiarity with your employees’
tasks.

3. Seek responsibility and take responsibility for your actions:

Search for ways to guide your organization to new heights. And when things go wrong,
they always do sooner or later — do not blame others. Analyze the situation, take
corrective action, and move on to the next challenge.

4. Make sound and timely decisions:

Use good problem solving, decision making, and planning tools.

5. Set the example:

Be a good role model for your employees. They must not only hear what they are
expected to do, but also see. We must become the change we want to see – Mahatma
Gandhi.

6. Know your people and look out for their well-being:

Know human nature and the importance of sincerely caring for your workers.

7. Keep your workers informed:

Know how to communicate with not only them, but also seniors and other key people.

8. Develop a sense of responsibility in your workers:

Help to develop good character traits that will help them carry out their professional
responsibilities.

9. Ensure that tasks are understood, supervised, and accomplished:

Communication is the key to this responsibility.

10. Train as a team:

Although many so called leaders call their organization, department, section, etc. a team;
they are not really teams…they are just a group of people doing their jobs.
11. Use the full capabilities of your organization:
By developing a team spirit, you will be able to employ your organization, department,
section, etc. to its fullest capabilities.

COMMITMENT AND INVOLVEMENT

Ara Mercelie Poblacion
Top Management Definition
Management Commitment implies the direct participation by the highest level management
(top management) in all specific and critically important aspects such as, safety, quality,
environment, securities, etc. or programs and activities of an organization.

Within the ISO 9000 series of standards, “Top Management” is defined as the person or
group of people who directs and controls an organization at the highest level.
Participation of the highest-level officials in the organization includes:
(i). establishing and serving on a quality committee,
to ensure that an effective and efficient quality management system is established, implemented
and maintained to achieve these quality objectives the management should established a quality
committee. The team must committed to the ideal and process of continuous improvement.

(ii). establishing quality policies and goals,

(As defined by ISO) Quality Policy: is a general statement of the organization’s commitment to
quality. You will then use your quality policy statement to develop quality objectives (a desired,
measurable result regarding quality) for your organization. To create a quality policy that works
and provides guidance for your company, one must dig deep to discover what drives the
company at its core – it’s purpose, issues, and goals.

(iii). deploying those goals to lower levels of the organization,

Strategy deployment, known in Lean circles as Hoshin Kanri or Policy Deployment, is a
technique for ensuring that the strategic goals and objectives of an organization drive activities at
every level. The goal is to ensure consistent direction and clear communications so that every
employee pulls in the same direction at the same time.

(iv). providing the resources and training that the lower levels need to achieve the goals,
to ensure that adequate resources are provided to meet the organization’s objectives

(v). participating in quality improvement teams,

Quality improvement team must meet regularly with the top management to review performance
data, identify areas in need of improvement, and carry out and monitor improvement efforts.
(vi).reviewing progress organization wide;
to regularly review the effectiveness of the management system, to ensure that its policies and
objectives are followed.

(vii). recognizing those who have performed well, and

Authors Adrian Gostick and Chester Elton report that when managers are considered to be
effective at 'recognizing' their employees, they: have lower turnover rates than other managers,
achieve better organizational results, are seen to be much stronger in goal-setting,
communication, trust and accountability
(viii). revising the current reward system to reflect the importance of achieving the quality
goals

Definition Employees Involvement

Employees Involvement is the direct participation of staff to help an organization fulfill its
mission and meet its objectives by applying their own ideas, expertise, and efforts towards
solving problems ang making decisions.
An employee involved exhibits positive behavior with regard to the organization and its
values. This commitment greatly determines the motivation, enthusiasm, pride and emotional
bonding of employees. As a result, employees involved will take an extra step earlier when
necessary. This shows that the employees concerned are better aware of the context of the
organization and collaborate with colleagues to improve individual performance, in favor of the
organization.
Aspects Of Employee Involvement
(i). Employee motivation – internal and external forces that influence and drives an individual to
achieve certain goals.
(ii). Employee empowerment-the process of displacing decision making downwards to the work
force, as lower level of management, to enable them to use their skills more effectively and
flexibly.
(iii). Teams and team work- win-win situation demand that each employee respect the view of
other employees and regards self-esteem of colleagues in the team.
(iv). Performance appraisal- is a regular review of an employee’s job performance and overall
contribution to a company.

Encourage Employee Involvement

• Employees need to be given the authority to participate in substantive decisions
• Employees need to have training or experience with appropriate decision-making skills
• Incentives to participate must be present
• Communicate the results with all of your staff
Levels of Employee Involvement

High involvement — Employees have complete

decision making power
High
Full consultation — Employees offer recommendations
Medium

Selective consultation — Employees give information,

Low
but don’t know the problem

Outcomes of Employee Involvement

• Improved organizational decision-making capability
• Improved attitude regarding work
• Substantially improved employee well-being
• Reduced costs through elimination of waste and reduced product cycle times
• Empowerment, job satisfaction, creativity, commitment and motivation, as well as intent to stay
• Increased employee productivity across industries

Major forms of employee involvement

1.Participative Management - A process in which subordinates share a significant degree of
decision-making power with their immediate superior. Participation typically has only a modest
influence on variables such as employee productivity, motivation, and job satisfaction.

The use of participation is not a sure means for improving employee performance.

2. Representative participation -Workers are represented in small groups of employees who

participate. Power is redistributed putting labor on equal foot with the interest of management
and stockholder.

According to Stephen P. Robbins, author of Essentials of Organizational Behavior, the two most
popular form of representative participation are:

• Work councils- are groups of employees who are elected by their colleagues and who must be
consulted by the management when making personnel decision.

• Board representatives-are employees that sit on the board of directors and represent labor
interest.

Overall influence on working of employee is minimum, although it increases the motivation and
satisfaction of the employees doing the representation.

3. Quality Circle

Voluntary groups of employees who work on similar tasks or share an area of responsibility.
They agree to meet on a regular basis to discuss & solve problems related to work. They operate
on the principle that employee participation in decision-making and problem solving improves
the quality of work.

How Do Quality Circles Work?

• All members of a Circle need to receive training

• Members need to be empowered

• Members need to have the support of Senior Management

How Can They be Used in an Organization?

• Increase Productivity • Improve Quality • Boost Employee Morale

 ORGANIZATIONAL CULTURE

Sussy Faive C. Sarno

Organizational culture refers to the collective behavior of the people who make up an
organization; this includes their values, visions, norms, working language, systems, symbols,
beliefs, and habits. It affects the way people and groups interact with each other, with clients, and
with stakeholders.

 Organization refers to a group of people or other legal entities with an explicit purpose
and written rules.
 Culture: The beliefs, values, behavior, and material objects that constitute a people’s
way of life.

Factors Influencing Culture:

Steps for Creating TQM Culture

 Management accountability and a deep sense of responsibility & a commitment towards

employees in starting point.
 Total employee involvement and empowerment
 Communication
 Training to employees
 Management thoughts and action towards delighting customers
  Removing organizational boundaries and internal competition
 Using fact-based decision making
 Use of Kaizen

Quality Culture is an organizational value system that results in an environment that is

conducive to the establishment and continual improvement of quality.

Levels of Culture

1. Artifacts – Aspects of an organization’s culture that you see, hear, and feel.
2. Values – The stable, long-lasting beliefs about what is important.
10 core values that are common across organizations in different industries:
 Accountability – Acknowledging and assuming responsibility for actions,
products, decisions, and policies. It can be applied to both individual
accountability on the part of employees and accountability of the company.
 Balance – Taking a proactive stand to create and maintain a healthy work-life
balance for workers.
 Commitment – Committing to great product, service, and other initiatives that
impact lives within and outside the organization.
 Community –Contributing to society and demonstrating corporate social
responsibility.
 Diversity – respecting the diversity and giving the best of composition.
Establishing an employee equity program.
 Empowerment – Encouraging employees to take initiative and give the best.
Adopting an error-embracing environment to empower employees to lead and
make decisions.
 Innovation – Pursuing new creative ideas that have the potential to change the
world.
 Integrity – Acting with honesty and honor without compromising the truth
 Ownership – Taking care of the company and customers as they were one’s own.
 Safety – ensuring the health and safety of employees and going beyond the legal
requirements to provide an accident-free workplace.
3. Underlying assumptions – The taken-for-granted notions of how something should be in
an organization.

Dimensions of Organizational Culture

Innovative – degree to which employees are encouraged to be innovative and take risks.
Detail oriented – degree to which employees are expected to exhibit precision, analysis,
and attention to detail.
 Outcome oriented – degree to which management focuses on results or outcomes rather
than on technique and process.
People oriented – degree to which management decisions take into consideration the
effect of outcomes on people within the organization.
Team oriented – degree to which work are organized around teams rather than
individuals.
Aggressiveness – degree to which people are aggressive and competitive rather than
easygoing.
Stability – degree to which organizational activities emphasize maintaining the status
quo in contrast to growth.

Four Types of organizational culture according to Quinn and Cameron:

1. Clan culture (internal focus and flexible) – A friendly workplace where leaders act like
father figures.
2. Adhocracy culture (external focus and flexible) – A dynamic workplace with leaders
that stimulate innovation.
3. Market culture (external focus and controlled) – A competitive workplace with
leaders like hard drivers
4. Hierarchy culture (internal focus and controlled) – A structured and formalized
workplace where leaders act like coordinators.

Research and Models that describe different indicators of organizational cultures:

Daniel Denison's model

Daniel Denison's model (1990) asserts that organizational culture can be described by
four general dimensions – Mission, Adaptability, Involvement and Consistency. Each of these
general dimensions is further described by the following three sub-dimensions:

Mission – Strategic Direction and Intent, Goals and Objectives and Vision

Adaptability – Creating Change, Customer Focus and Organizational Learning

Involvement – Empowerment, Team Orientation and Capability Development

Consistency – Core Values, Agreement, Coordination/Integration

Gerry Johnson (1988) described a cultural web, identifying several elements that can be used to
describe or influence organizational culture: The paradigm, control systems, organizational
structures, power structures, symbols, rituals and routines, stories and myths
Charles Handy (1976), popularized Roger Harrison (1972) with linking organizational
structure to organizational culture. The described four types of culture are:

- Power culture: concentrates power among a small group or a central figure and its
control is radiating from its center like a web.
- Role culture: authorities are delegated as such within a highly defined structure.
- Task culture: teams are formed to solve particular problems.
- Person culture: formed where all individuals believe themselves superior to the
organization.

Organizational Culture Inventory

Robert A. Cooke defines culture as the behaviors that members believe are required to fit
in and meet expectations within their organization. The Organizational Culture Inventory
measures twelve behavioral norms that are grouped into three general types of cultures:

Constructive cultures, in which members are encouraged to interact with people and
approach tasks in ways that help them meet their higher-order satisfaction needs.

Passive/defensive cultures, in which members believe they must interact with people in
ways that will not threaten their own security.

Aggressive/defensive cultures, in which members are expected to approach tasks in

forceful ways to protect their status and security.

Strong versus Weak Cultures

Strong Cultures

- Are cultures in which key values are deeply held and widely held.
- Have a strong influence on organizational members.

Factors Influencing the Strength of Culture

- Size of the Culture

- Age of the organization
- Rate of employee turnover
- Strength of the original culture
- Clarity of cultural values and beliefs

Benefits of a Strong Culture

- Creates a stronger employee commitment to the organization.

 - Aids in the recruitment and socialization of new employees.
- Foster higher organizational performance by instilling and promoting employee initiative.

Countering Resistance to Culture Change

- Change is resisted in any organization.

- Continuous Improvement means Continuous Change
- Why Change is Difficult?
Juran describes organizational change as “Clash between Cultures”

Two separate organizational cultures relating to change

Culture Change

- Change takes time and effort

- Must be measurable in years
- Involves significant communication
- Vision necessary to motivate people to change
- Link with organizational goals required
- High level support essential
- Management to lead by example
- Make change so attractive
- Changes to be grafts of new values to the old culture

Establishing a Quality Culture

- Establishing a quality culture involves specific planning and activities for business or
department.

- Phases of Emotional Transition

Maintaining a Quality Culture

Establishing Quality Culture is a challenging undertaking for any organization. It is even

more challenging to maintain over time.

In order to maintain Quality Culture, organizations must foster the following behaviors:

- Maintain awareness of Quality as a cultural issue

- Make sure there is plenty of evidence of Management’s leadership.
- Empower Employees and encourage self-development and self-initiative.
- Recognize and reward the behaviors that tend to nurture and maintain Quality
Culture.
References:

Lotich, P.(2016). 12 Steps to Implementing a Quality Management System. Retrieved: June 30,
2019 from https://thethrivingsmallbusiness.com/implementing-a-quality-management-
system/

Retrieved on: June 28, 2019 from https://bizfluent.com/how-2089232-implement-total-quality-

management.html

Retrieved on : June 28, 2019 from https://www.isixsigma.com/methodology/total-quality-

management-tqm/introduction-and-implementation-total-quality-management-tqm/

Retrieved on: June 28, 2019 from https://asq.org/quality-resources/total-quality-

management/implementing-tqm

Role of Leadership in Total Quality Management. ( 2016, Mar 07) Retrieved from:
https://studymoose.com/role-of-leadership-in-total-quality-management-essay

Clark, D. (17 August 2015) Leadership Styles. Retrieved from:

http://www.nwlink.com/~donclark/leader/leadstl.html

7 Leadership Qualities, Attributes & Characteristics of Good Leaders. Retrieved on: June
29, 2019. Retrieved from:
https://www.google.com/amp/s/www.briantracy.com/blog/leadership-success/the-seven-
leadership-qualities-of-great-leaders-strategic-planning/amp/

Chand, S. (June, 2019) Leadership: Characteristics, Principles, Types and issues Regarding
Leadership. Retrieved from: http://www.yourarticlelibrary.com/leadership/leadership-
characteristics-principles-types-and-issues-regarding-leadership/5375

Chand, S. (2015). Leadership: Characteristics, Principles, Types, and Issues

Regarding Leadership. Retrieved on June 25, 2019 from: www.yourarticlelibrary.com
Juneja, P. (2019) Leadership. Retrieved on June 25, 2019 from:
https://www.managementstudyguide.com

Fong, W. (2013). Company Core Values: Why to Have Them and How to Define Them.
Retrieved on July 02, 2019 from: https://7geese.com/benefits-of-having- core-values-and-
how-to-set-them-in-your-organization/
Organizational Culture Theory. Retrieved on July 01, 2019 from: https://is.theorizeit.org/
wiki/Organizational_culture_theory
Rick, T. (2015). What Is Organizational Culture. Retrieved on June 25, 2019 from:
https://www.torbenrick.eu/blog/culture/organizational-culture/
What Is Organizational Culture? Definition and Examples. Retrieved on June 25, 2019
from: https://marketbusinessnews.com/financial-glossary/organizational-culture-
definition-examples/
https://en.m.wikipedia.org/wiki/Organizational_culture
https://www.slideshare.net/mobile/Kalpanaudhay/tqm-culture
Barsalou, M. (2015) The quality improvement field guide achieving and maintaining value in
your organization. Retrieved from https://books.google.com.ph

Management Commitment. Retrieved on July 01, 2019 from

https://www.theprojectdefinition.com/management-commitment/

Shanu, U. (2013) retrieved on July 01, 2019 from

https://www.slideshare.net/ujjmishra1/employee-involvement-28839988