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Section - II
Chapter
7
Creating Quality
Culture
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
Chp- 7
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INTRODUCTION
Managers when confronted with the whole concept of
TQM, they tend to perceive that it is another system
which can be grafted in any organization. When they are
first exposed to ISO 9000, they tend to relate the quality
business to a system. In Indian organizations too many
managers soon learnt that this is not the case but others
persist in the belief that achieving set standards is what
the TQM is all about. Some managers still believe that
TQM is simply about standards. This misconception
persists in industrial world even today. Many TQM
practitioners think that this approach has created a
number of problems.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
Chp- 7
Sec- I
Chp- 7
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CULTURAL CHANGE
Cultural change is not easy. It is difficult enough to give
up personally damaging habits. Asking people to change
the way they do things at work is more difficult and takes
more time. So one has to be patient and realise that
necessary cultural change never comes easily.
Corporate culture develops over a long period of time.
Corporate cultures develop from the basic philosophies
embedded in the management of the company coupled
with managerial behaviour.
Brunetti (1993) defines corporate culture as the way the
majority of employees in a company act when dealing with
their customers and suppliers as well as the way they
behave towards one another.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
Chp- 7
Sec- I
ORGANISATIONAL VALUES
Organisational values constitute the culture of the
organisations, the set of beliefs that people share about
what sort of behaviour is correct and incorrect. The
factors indicating the predominant culture within a
company may include atmosphere, ethos, spirit of
teamwork, warmth and friendship, ideals, management
style, way of talking with others, listening to others,
attitudes to employees, involvement, ambience etc.
When these organisational beliefs conflict with individuals
personal values, people are likely to distance themselves
psychologically from the organisation. On the other hand,
people glue together when there is a value harmony in an
organisation.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
Chp- 7
Sec- I
Chp- 7
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QUALITY MATURITY
As companies install quality processes and go on to
achieve and maintain accelerated improvement, they go
through patterns of common experience which can be
generally translated into phases of maturity. Seven major
phases through which a world-class company passes are
described as follows.
Level Zero
Level One
Level Two
Level Three
Level Four
Level Five
Level Six
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
Chp- 7
Sec- I
INTRODUCTION
People resist change for a variety of reasons.
Management must identify and find solutions for tackling
these problems to bring about a cultural change for TQM.
Some of the reasons to resist cultural change are listed
below:
People are afraid that they the change will affect
their functioning.
People perceive that they will lose control over
things.
Change may mean more work for them.
Employees think that TQM will die a natural death
after sometime like several other concepts.
Total Quality Management
Dr. Gunmala Suri & Dr. Puja Chhabra Sharma
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TYPES OF CULTURE
Handy suggests four organizational cultures to illustrate his
ideas. It is believed that an organization will have any or a
combination of these four cultures, namely, role, task and
person (self). Government departments and public sector
organizations in India have role or bureaucratic cultures.
Effectively run private sector organizations can be put under
task culture which is integrative and goal directed. Family
business can be put under power cultures whereas social
organizations can be categorized as having personal
cultures.
Power Culture
Role Culture
Task Culture
Person Culture
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Managers
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Kaizen
Continuous improvement must be encouraged. Masaaki Imai in
his book Kaizen describes the gradualist and the great leap
forward approaches to improvement in organizations. The
former approach is used more in Japan whereas the approach
of innovation in the western world. If the West can continue to
maintain its ingenuity and technical expertise, and
simultaneously paying more attention and with its ingenuity
and improvements, it can regain market share it once held.
Kaizen is more significant to companies that are stymied by
lack of innovation. While R&D, engineering or computer staff
tries to come up with the next breakthrough, organizations can
not afford to sit idle. It is rightly said that the organisations
should never rest. Kaizen if properly applied, is the best
approach for improvements in Indian organizations.
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End of Chapter
7
THANKS
PPTs By: Afaque Alam
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