1. Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 1 Quality Management for Organizational Excellence Lecture/Presentation Notes By: Dr. David L. Goetsch and Stanley Davis Based on the book Quality Management for Organizational Excellence (Sixth Edition)

2. 2 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Six: Quality Culture: Changing Hearts, Minds and Attitudes MAJOR TOPICS Understanding What a Quality Culture Is Quality Culture versus Traditional Cultures Activating Cultural Change Changing Leaders to Activate Change Laying the Groundwork for a Quality Culture

3. 3 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Six: Quality Culture: Changing Hearts, Minds and Attitudes (Continued) Learning What a Quality Culture Looks Like Countering Resistance to Cultural Change Establishing a Quality Culture Maintaining a Quality Culture Major Topics Continued

4. 4 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Six: Quality Culture: Changing Hearts, Minds and Attitudes (Continued) 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. Implementing total quality necessitates cultural change in an organization, for the following reasons:  Change cannot occur in a hostile environment.  Moving to total quality takes time.  It can be difficult to overcome the past.

5. 5 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Six: Quality Culture: Changing Hearts, Minds and Attitudes (Continued) 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  Loss of Control  Uncertainty  More work

6. 6 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Six: Quality Culture: Changing Hearts, Minds and Attitudes (Continued) To overcome resistance to change, advocates can apply the following strategies:  Involve potential resisters.  Avoid surprises.  Move slowly at first.  Start small and be flexible.  Create a positive environment.  Incorporate the change.  Provide a quid pro quo.  Respond quickly and positively.  Work with established leaders.  Treat people with dignity and respect.  Be constructive.

7. 7 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Six: Quality Culture: Changing Hearts, Minds and Attitudes (Continued) 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.