ASSIGNMENT FOR MODULE 3

1. Culture and control

Culture is defined as how business is conducted and how employees behave and are treated.
Control, on the other hand, is the process by which feedback or information is provided so as to keep all
functions on track.

2. What are the Four P’s and Three C’s.

The four Ps includes people, planning, processes, and performance, which are the keys to
delivering quality products and services to customers. Three Cs, on the other hand, is composed of
culture, communication, and commitment, which provides soft outcome of the TQM model, which will
take organizations successfully into the twenty-first century.

3. Select one of the so-called ‘Gurus’ of Quality Management, such as Juran, Deming, Crosby,
Ishikawa, and explain their approach, with respect to the ‘Oakland Model’ of TQM. Discuss the
strengths and weaknesses of their approach using this framework.

Deming’s approach to for total quality management consists of 14 points. This approach is a guide
for the significance of building client mindfulness, diminishing variety, and cultivating steady constant
change and improvement all through associations. It fundamentally improves the adequacy of a
business or association.

With the four stages in the Deming approach, progress is frequently moderate. The approach is
more deliberate than numerous operational plans, and disrupts the general flow of quick activity.
Another weakness of this approach is that it puts the vast majority of the quality assurance work under
the control of value specialists rather than the laborers. This makes a profound partition between the
individuals who plan and the individuals who actualize. It's likewise hard to evaluate singular laborer
execution when utilizing the Deming approach in view of its accentuation on cooperation.

In contrast with the weakness of Deming’s approach, the strength of this is that it allows ceaseless
learning for everybody. Early counteraction of deformities during the time spent quality planning, there
are no individual exhibition audits, which fill in as obstructions, and there is steadiness with regards to
progress and arranging.

4. Compare and contrast the three models for total quality described by the Deming Prize in Japan,
the Baldrige Award in the USA and the European Excellence Award.

The similarity of the three models and their models criteria share a few destinations practically
speaking. Each program underscores constant examination and improvement, and centers on
hierarchical quality administration. In general, the projects epitomize client driven quality through
smoothed out cycles, item plan, administration, human asset advancement and client centered key
plans.
 However, these three have differences. Deming prize in Japan, equally emphasizes wide quality
control. The Baldridge Award in USA mainly focuses on business results rather than the planning,
processing, and management stage. Lastly, the European Excellence Award centers on customer
satisfaction rather than the overall process, management, and result of business.

5. Explain how the culture in an organization develops over time and describe the main components.
How would you go about addressing negative cultural and behavioral aspects in a factory, which
are clearly leading to quality problems in the market place?

Culture in an organization are developed by an assortment of elements, including originators'

qualities and inclinations, industry requests, and early qualities, objectives, and suspicions. Culture is
kept up through fascination determination steady loss, new representative on boarding, administration,
and hierarchical prize frameworks. It consists of belief, putting your trust to something you believe in
when in the organization; behaviors, which is the commonly accepted standard in the organization;
norms, which serves a guide, rules and expectations all agreed by the members of the organization;
dominant values, which are the values shared a large number of people in the organization; rules, which
governs the members of the organization to maintain consistency; and climate which describes the life
in the organization as it is composed of patterns of behavior and attitude in the organization.

To address pessimistic social and conduct perspectives in a factory, one must decide the reason;
make sense of if one individual, is setting off the culture and behavioral issue clashes inside gatherings,
clashes between gatherings, greater factors out of everybody's control, or perhaps the pioneer himself.
Analyze the reason for the organization's culture issue, and afterward survey the capacity to influence
change.