DIFFERENTIATE THE QUALITY AND TRADITIONAL CULTURE

There are two views of quality; the traditional view of quality refers to the importance of
producing the product rather than the people who made it, while the whole quality perspective
gives significance to the people, product, and development process. The organizations that
develop and establish a quality culture will differ from the traditional culture companies, which
is quite evident. These are some of the example statements on the significant differences
between companies that have quality and traditional culture in their organization the first one is
the productivity and the quality; in the traditional view, the quality and productivity are
challenging to implement both since they care more about the results which called “outcome
orientation” while the total quality view is more like a “people orientation” for the reason that
they are producing quality products while empathizing the feelings of the workers during the
process. Second, the quality and traditional cultures have different views in how they define
quality; in traditional, they see quality as meeting the expectation of the consumers, while in
quality, they are delivering products and services that will meet and exceed the expectation of
the buyers. Thirdly, in traditional, quality is achieved by inspecting the products, while quality is
defined as implementing effective control strategies when producing the product and process
design. The fourth one is the attitude toward defects; in traditional culture, damage or defects
are expected, and it is considered part of the production of products, while in quality, they
embrace the zero defects program that Mr. Philip Crosby makes to prevent defects in the present
and the future. Fifthly, they also differ in how the quality is measured in traditional and quality
cultures; the quality in traditional culture is measured at an acceptable level, while in quality, it
is measured through high performance for customer satisfaction and continual development.
Lastly, when it comes to supplier relationships, traditional ones are short-term and cost-driven,
whereas, in quality, the relationship with the suppliers are long-term and quality oriented. These
are the differences between the quality and traditional culture in a company, whereby it
determines the competitiveness of one’s company.
 EXPLAIN ONE (1) FACTOR THAT AFFECTS CULTURAL CHANGE

Change Cannot Occur In A Hostile Environment

A hostile environment consists of behavior that causes internal discomfort to staff in a workplace,
like verbal or sexual harassment, discrimination, victimization, and violence, which impacts the
atmosphere in a workplace that turns into a hostile environment. A workplace can not be defined
as an employee being unhappy in the workplace; it’s more than that. There are going to be some
differences between the victims and the harassers. A hostile environment in the workplace
means that things have been out of control between the interaction between the workers not
getting along and general hostility on a larger scale. Change cannot occur in a hostile environment
since it will affect the functional performance of the victims, which affects the productivity of an
organization. Employers who treat the workers lowly and employee who compete against their
employees for promotion may not be open to change even if the people desire difference; it is
challenging and hard to do so.

Implementing total quality without creating a quality culture is a high risk of failure.
Organizational management who do not care for their workers is not likely to succeed in the
business. An organization that seeks peak performance in all aspect of its business but still
practice traditional culture will not grow to the change they desire. One factor that affects
cultural change is that “change cannot occur in a hostile environment,” which needs to be
addressed immediately. A successful organization must embrace the total quality culture to
prevent a hostile environment that has a massive impact on the people and the overall operation
of the business.