Chapter 2

Quality Management and Culture

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 consists of values,
traditions, procedures, and expectations that promote quality.

Example is 5S: Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and
Sustain (Shitsuke)
And at Bank Rakyat what we have RAKYAT stand for Rajin,
Amanah,Kompeten,Yakin,Akhlak Mulia, Takwa

How Are Organizational Cultures Created?

Organizational cultures created when the top management of the organizational set a goal of
the company.
1. Leadership: The values, beliefs, and behavior of leaders
2. Rewards and recognition: The way an organization rewards and recognizes its
employees reflects its culture. Recognizing and appreciating employees' efforts and
achievements

Total quality requires organizational cultural change when:

. Change cannot occur in a hostile environment refers to a situation within an organization
where resistance, negativity, or a lack of support inhibits or hinders the successful
implementation of change initiatives. In such an environment, employees may exhibit
resistance to change, and there may be a prevailing culture of skepticism, fear, or aversion
to new ideas or processes. Top management set the new goal for the company, but
employee are resists to change due to fear, aversion and hard to dapat new ideas.
Characteristics maybe Resistance and opposition, Negative attitudes and culture,
Lack of leadership support

• . Moving to total quality takes time: - Total quality conversions rarely provide
immediate effects.

. It can be difficult to overcome the past: it’s hard to adapt a new change especially for the
senior employee to adapt.

Cultural change (change the leader of the company)

 Leadership from the top is essential.
 Consequently, sometimes an organization’s culture simply cannot be changed
without a change in leadership.

it might be necessary to change an organization’s.

leadership team to ensure needed cultural change.

Steps In Laying a Foundation for A Quality Culture

The steps in laying a foundation for a quality culture are these: understand top management
need to understand what he/she want to do and explain briefly to the top management and
executive management about the goals.
assess: a comprehensive assessment of
the existing corporate culture as it relates to quality is completed and the results are
compiled; study the existing culture what need to change.
plan: develop a comprehensive plan for establishing a quality culture. Example 5S: All
employees know the mission of
the organization
expect: A company's corporate culture influences employee behavior and attitudes, making
it crucial for executives, managers, and supervisors to ensure quality, positive attitudes and
behavior are expected from all personnel.

Model: Executives, managers, and supervisors must

be consistently positive role models of the quality-related attitudes and behaviors expected
of personnel.

Orient: New employee orientations should have a

comprehensive quality component.

Mentor: use mentors to help in

the development of employees and it is to be good make a senior staff as a mentor.

train: Providing quality training at all levels is not a

new concept to competitive organizations
monitor: frequently monitor and observed the changes occur. The supervisors need to
monitor the quality-related and corrected immediately when quality negative occurred.
attitudes and behaviors of their direct reports continually.

reinforce/maintain in order to do that the company need to reward and give recognition.

Involve everyone affected by change in making it.

Change can be difficult because resisting change is natural human behavior. In any
organization, there will be advocates of change and resisters. Sometimes, advocates focus
so intently on the expected benefits of change that they fail to realize how the change will be
perceived by potential resisters. People resist change for the following.
reasons: fear: Change brings with it the unwanted spectres of the unknown, and people fear
the unknown.
loss of control: sense of security and cause people to feel as if they are losing control of
their lives, jobs, areas of responsibility, and so on
uncertainty: example: Will I be able to handle this.
more work: example: dulu 2 kerja untuk 2 orang but now 2 keje untuk 1 orang

Example of change:
 Why change is difficult

ADVOCATES OF CHANGE RESISTERS OF CHANGE

Desired change Desired Status Quo
Benefits of change Potential Negative Consequences
of Change

Because of: “clash between cultures.”

How to Facilitate Change

• Step 1: Begin with a New Advocacy Paradigm

• Start by defining clear goals for the change initiative.
• Ensure that the goals align with the organization's overall mission and strategic
objectives.
• Step 2: Understand the Concerns of Potential Resisters
• Fear
• Loss of control.
• Uncertainty.
*After that Identify areas for improvement with conduct through analysis of the
current process, systems and performance metrics that are require to
improvement

• Step 3: Implement Change-Promoting Strategies

• Advocacy paradigm-based strategies address concerns people face
when confronted with change.
Establishing and maintaining Quality culture

Phases of Emotional Transition

 Strategies for establishing a quality culture include the
following:

. Identify the changes needed.

. Put the planned changes in writing.
. Develop a plan for making the changes.
. Understand the emotional transition process.
. Identify key people and make them advocates.
. Take a hearts-and-minds approach.
. Apply courtship strategies.
. Support.

MAINTAINING A QUALITY CULTURE

TRUST AND TOTAL QUALITY

Trust is a critical element of ethics, which, in turn, makes ethics critical in total quality.

Many of the fundamental elements of total quality, including communication, interpersonal

relations, conflict management, problem solving, teamwork, employee involvement and
empowerment, and customer focus, depend on trust and ethical behavior.

Trust can be built by being loyal to those not present, keeping promises, and sincerely
apologizing.
when necessary.

Three Approaches Managers and Professionals Can Use In Carrying Out These
Responsibilities

1. Best-Ratio Approach: pragmatic approach that believes people are generally good
and ethical in the right circumstances. Managers should create conditions that
promote ethical behavior and maintain the best possible ratio of good choices to bad
choices and ethical behavior to unethical behavior.
2. Black-and-White Approach: With the black-and-white approach, right is right,
wrong is
wrong, and conditions are irrelevant.
3. Full-Potential Approach: decisions made are based on how they will affect the
ability of those involved to achieve their full potential.
4.