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Learning Objectives
TOPIC 10:
SUSTAINING A TOTAL
QUALITY ORGANISATION  Able to explain on the relationship
between organisational culture &
performance excellence.
 Able to evaluate the different aspect of
Prepared by: learning organisation.
 Able to identify the key forces that can
Nurliyana Binti Mohd Shazali affect on the future quality management.
Senior Lecturer
FSPPP UiTM Kampus Seremban

10.1 Organisational Culture 10.1.1 Changing Organisational

& Performance Culture
Excellence Strategic Change Process Change
 Organisational culture: Theme of Shift in organisational Adjustment of
● An organisation’s value system & its collection of change direction organisational process
guiding principles (Evans & Lindsay, 2005).
Driving force Usually environmental Usually internal forces
● The everyday manifestation of its underlying values
& traditions (Goestch & Davis, 2006). forces
Typical Strategic planning Self-assessment of
 Understanding organisational culture is important to antecedent process management system
ensure the success of the TQ implementation: Believe in
the principles of TQ. Area of Typically widespread Often narrow – division /
organisational function
 As TQ practices are used routinely within an changes
organisation, its people learn to believe in the
principles, & cultural changes (towards quality) can Examples • Entering new markets • Improving info systems
occur. • Mergers & acquisitions • Establishing guidelines

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 Performance excellence is definitely  Changing to TQ requires viewing quality efforts as a

differed with a traditional management journey, as well as the ability to develop into a
“learning organisation”: i.e. understand the steps
culture – must understand what needs involved in TQ & consider the organisation as a
change. dynamic entity.
 A culture of performance excellence:
 Fostering five (5) critical behaviours to develop a
positive quality culture is required:
A premium is
Acknowledge
placed on
performance of Create and maintain an awareness of quality
excellence in
the employees
performance
Provide evidence of management’s leadership

Strategic Management Encourage self-development and empowerment

outcomes drive commitment &
the work leadership Keep employee involved

Provide recognition and rewards

10.2 Learning Organisation  An organisation that is continually expanding

 Psychologists suggest that individuals go
thru’ 4 stages of learning:
1. Unconscious incompetence
2. Conscious incompetence
3. Conscious competence
4. Unconscious competence
its capacity to create its future; a group of
people working together collectively to
enhance their capacities to create results they
really care about (Peter Senge, et. al., 1990)
 A company that facilitates the learning of its
members and continuously transforms itself
(Pedler, Burgogyne & Burdell, 1997)

 Organisations need to maintain knowledge about

 Both culture & the organisational new products and processes, understand what is
structure should be designed to support happening in the outside environment and
the established direction in which the produce creative solutions using the knowledge
organization is moving & modified and skills of all within the organisation (Argyris,
whenever that direction changes 1999)
significantly.

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 LO is crucial – to position companies in current

changing environment; need to learn how to
10.2.1 LO’s Key Activities
improvise its products, services, people & system
1. Systematic problem solving
 The foundation for improvement – understanding
why changes are successful through feedback 2. Experimentation with new
between practices & results, which leads to new approaches
goals & approaches
3. Learning from own experiences &
 2 types of learning in organisation: history
1. Adaptive – Occurs only as a result of adapting 4. Learning from experiences & best
what has been learned. E.g. use TQ principles
for strategic planning & daily operations. practices of others
2. Generative – Generate new inputs to be shared 5. Transferring knowledge quickly &
& learned by others. Leaders must develop the
capability to integrate creative thinking and efficiently throughout the
problem solving throughout the organisation. organisation

10.3 Key Forces in Future

Quality Management Q is not a unit / department
Global responsibility
but it is an attitude!
Consumer awareness
Globalisation
Increasing rate of change
&
Workforce of the future
Aging population Q starts from WITHIN &
21st century quality that’s US!
Innovation

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END OF TOPIC 10