1. Quality culture:changing hearts, minds and attitudes chapter 5

2. Chapter outline Understanding what a quality culture is
Quality culture versus traditional cultures
Activating cultural change
Changing leaders to activate change
Laying the foundation for a quality culture
Learning what a quality culture looks like
Establishing a quality culture
Maintaining a quality culture

3. Understanding what a quality culture is
To understand what quality culture is one must understand the concept of ‘organizational culture’, which has following elements:
Business environment
Organizational values
Cultural role models
Organizational rites, rituals and customs
Cultural transmitters
(pg. no )

4. Quality culture versus traditional cultures
bases of differences between traditional and quality culture are as follows:
Operating philosophy
Objectives
Management approach
Attitude towards customers
Supplier relationships
Performance-improvement approach
See page ( )

5. Activating cultural change
Change cannot occur in a hostile environment
Moving to total quality takes time
It can be difficult to overcome the past
See page (119)

6. Changing leaders to activate change
Questions need to be asked for assessment:
Are the current leaders fully knowledgeable of the need to change and the ramifications of not changing?
Are the current leaders able to articulate a vision for the new organization?
Have the current leaders set the tone for change and established an organization-wide sense of urgency?
Are the current leaders willing to remove all obstacles to cultural change?
Do the current leaders have a history of following through on change initiatives?
Are the current leaders willing to empower employees at all levels of the organization to make cultural change?

7. Laying the foundation for a quality culture
Understand
Assess
Plan
Expect
Model
Orient
Mentor
Train
Monitor
Reinforce and maintain
See page ( )

8. Learning what a quality culture looks like
Widely shared philosophy of management
Emphasis on the importance of human resources to the organization
Ceremonies to celebrate organizational events
Recognition and rewards for successful employees
Effective internal network for communicating the culture
Informal rules of behaviour
Strong value system
High standards of performance
Definite organizational character

9. Countering resistance to cultural change
Widely shared philosophy of management
Emphasis on the importance of human resources to the organization
Ceremonies to celebrate organizational events
Recognition and rewards for successful employees
Effective internal network for communicating the culture
Informal rules of behaviour
Strong value system
High standards of performance
Definite organizational character

10. Establishing a quality culture
Phases of emotional transition (fig6-4,pg 127)
Steps in the conversion to quality (pg128)
1) identify the changes needed
2) put the planned changes in writing
3) develop a plan for making the changes
4) understand the emotional transition process
5) identify key people and make them advocates
6) take a hearts-and minds approach
7) Apply courtship strategies
8) Support, support, support
See page

11. maintaining a quality culture
Maintain an awareness of quality as a key cultural issue
Evidence of management’s leadership
Empower employees
Keep employees involved
Recognise and reward
See page (131)
Read critical thinking activity on page no. 133
Read discussion assignment 6-1, pg. no 133