Chapter 4: Quality culture

Question 1

Traditional culture

Answer 1

Everyday manifestation of the organization’s underlying traditions and values
- business environment
- role models
- rites, traditions and rituals
- values
- cultural transmitters

Question 2

What is a quality culture?

Answer 2

A quality culture is an organizational value system that results in an environment that is conducive to the establishment and continual improvement of quality

Question 3

Traditional culture VS quality culture

Answer 3

1. Operating philosophy
   - cut-and-run VS long-term
2. Objectives
   - short term VS strategies
3. Attitude towards customers
   - inward looking
   - customer focused
4. Problem solving approach
   - ad hoc (waiting, blaming game) VS joint effort / RCA
5. Performance improvement approach
   - ad hoc (triggered by problems or opportunities) VS core issue
6. Supplier relationships
   - pressure VS partnering
7. Management approach
   - Managers think, employees do VS managers coach teams of employees

Question 4

Steps to establish the foundation for a quality culture

Answer 4

1. Understand
   Understanding on the part of executive managers of the concept of quality culture and their role in establishing and maintaining such a culture
2. Assess
   Comprehensive assessment of the existing corporate culture as it relates to quality is completed and the results are compiled
3. Plan
   Based on the results of the survey, develop a comprehensive plan for establishing a quality culture
4. Expect
   “you get what you expect”
   It is important for managers to make sure that all personnel know that quality-positive attitudes and behavior are expected
5. Model
   Managers must be consistently positive role models
6. Orient
   New employee orientations should have a comprehensive quality component
7. Mentor
   Use mentors to help in the development of employees
8. Train
   Provide quality training at all levels, also include attitudinal and behavioral topics
9. Monitor
   Monitor the quality-related attitudes and behaviors –> reinforced and corrected
10. Reinforce and maintain quality
    Reinforce quality-related attitudes and behaviors they expect of their personnel –> reward and recognition systems

Question 5

Resistance to cultural change

Answer 5

Any organization has 2 separate cultures relating change: the advocates and the resisters

Advocates focus on the anticipated benefits of the change. They are often guilty of focusing so intently on the benefits they fail to take into account the perceptions of employees who may feel threatened by the change.

Resisters focus on perceived threats to their status, beliefs, habits and security. They are often guilty of focusing so intently on threats to the status quo that they refuse to acknowledge the benefits

Question 6

Steps in facilitating change (quality culture)

Answer 6

1. Advocating a facilitating paradigm
   - who will be affected
   - how will the change be perceived
   - how can their concern be alleviated
2. understanding the concerns of the resisters
   - fear, uncertainty, loss of control, more work
3. implement change-promoting strategies
   - involve resisters
   - avoid surprises
   - move slowly at first
   - start small and be flexible
   - create a positive environment
   - respond quickly and positively
   - be constructive
   - treat peope with respect and dignity

Question 7

Emotional transition process

Answer 7

1. shock
2. denial
3. realization
4. acceptance
5. rebuilding
6. understanding
7. recovery

Question 8

Maintaining a quality culture

Answer 8

1. maintain awareness of quality as key culture issue
2. make sure there is plenty of evidence of the management’s leadership
3. Empower employees and encourage self-development and self-initiative among them
4. keep employees involved
5. recognize and reward behavior that tend to nurture and maintain the quality culture