1. Quality culture is the pattern of human habits,
beliefs, values and behavior concerning
quality.
By Dr/ Fadila Amer
Dr/ Youmna Motea

2. Technology and culture
An organization is the integration of two major systems:
1-TheTechnical system (touches the head)
2-The Social system ( touches the heart)
So to become superior in quality, we must pursue two courses of action :
1-Develop technologies that meets customer needs
2-stimulate a ‘culture’ throughout the organization that continually views
quality as a primary goal.
Wouldn’t it be great if we could Identify techniques for creating a quality
culture?

3. Theories of Motivation (cont’)
Two types of motivation have been identified:
Extrinsic motivation .
The satisfaction of either material or psychological needs that are applied by
others or the organization through pre- action incentive or post- action
reward.
Intrinsic motivation.
the qualities of work’ itself or the relationships, events, or situations that
satisfy basic situational needs ( achievement, power, affiliation,
autonomy, responsibility , creativity, and self- actualization) in a self-
rewarding process.

4. Management Theories , Styles and Tools
Theories of Motivation (cont’)
How Human behavior respond to various stimuli ?
Behavioral theory is the background of Motivation theories :
Two landmark theories related to the motivation are:
1- MASLOW Hierarchy of Human needs. By Ibraham Maslow.
2- Two factor theory ( satisfaction and dissatisfaction)
by Frederick herzberg 1959

5. Motivation is the drive to achieve a goal or follow a particular
course of action. Unmotivated employees will most likely not
perform as well as motivated employees. The hierarchy-of-needs
theory is the theory of motivation that hold people are motivated by
a hierarchical series of unmet needs

6. Two factor theory ( satisfaction and dissatisfaction)
by Frederick herzberg 1959
It indicates that satisfaction and dissatisfaction are not opposite
Job dissatisfaction is a result of specific dislikes :
Example: the pay is low, the working condition is poor (hygienic factor)
it’s possible to eliminate these dislikes-raise the pay, change the working
condition.
In contrast job satisfaction depends on the what the work does ,
Satisfaction comes from doing – Motivation comes from factors such as
job challenges , opportunities for creativity .
To illustrate: -- An assembly line worker
-- Research way

7. Behavioral Theory( theory X versus theory y)
by Douglas McGregor,1985
Controversy about whether the change is in the worker or in the work ?
Theory X is a negative view of human nature, assuming that most employees
are lazy, uncooperative therefore, managers should motivate them through
skillful use of incentives and penalties.
Theory y is a positive view,
There has been no change in human nature . What has changed is the way in
which work is organized( create a new job conditions )
Believing that employees want to work and will seek responsibilities that can
solve organizational problems and personal growth.
It is common to find, even within the same organization some managers who
support theory X and others who support theory y.

9. Theory z by william ouchi’s
Japanese style of management
Characterized by long- term employment, slow promotions, considerable job
rotation, consensus-style decision making, and concern for the employee as a
whole.
Theory Z organizations have consistent cultures in which relationships are
egalitarian and based on trust ,organizational goals, are obvious and are
integrated into individuals’ belief system, so self-direction is dominant

10. Theories of Motivation (cont’)
Motivational theories related to rewards:
Equity theory. (McCelland) Job motivation depends on how equitable the
person believes the rewards( or punishment) to be.
Expectancy theory. ( Victor Vroom) What people do is based on what they
expect to gain from the activity.
Reinforcement theory( B.F. Skinner) What people do depends on what
triggers a behavior initially( the antecedent) and the consequences that have in
past resulted from such behavior, or the consequences the performer believes
will happen as a result of a behavior.

11. Kurt lewin model for understanding change
unfreezing movement freezing
Typical reasons for resistance
Future
Changes process state
-Like the current -don’t like change -future states
condition. -poorly comm- Unknown.
-indicates time Unicated. -Fair of failure.
Is wrong. -wrong people, -additional
-poor history Method,timing. Workload.
of change.

12. Does the design of the organization have an impact
on culture ?
Juran lists five steps for changing to a quality culture :
1-Create and maintain an awareness of quality
2-Provide evidence of management leadership on quality
3-Provide for self development and empowerment
4-Provide participation as a means of inspiring action
5-Provide recognition and rewards

14. Corporate Cultures
 Corporate culture is the way people do things in an organisation. It is a set of
norms comprising of beliefs, attitudes, core values and behavioural patterns
shared by people in an organisation
 It is these shared beliefs, core values and patterns of behaviour which
influence the performance of an organisation.
 Beliefs are the assumptions or perceptions about things, which people and
the organisation as a whole take as true or valid. For example, an
organisation may have a shared belief about the great potential of its people.
 Core values are the primary or dominant values that are accepted
throughout the organisation, e.g. the core value of respect. A pattern of
behaviour is the way people act towards one another. For instance, an
organisation that has the belief in the potential of its people and has the core
value of respect will have the desired pattern of behaviour of treating people
well.

15. Corporate Cultures
Miletich 1997 describes how honey well space systems
identified 7 dimensions of organizational culture and then
developed a process for changing the culture.
The 7 dimensions of culture are: •
• Risk orientation
• Relationship of people
• Information
• Leadership
• organizational structure
• organizational focus
• motivation

16. Organizational change curve
Accelerating change and increasing its likelihood
of success

17. The Change Curve model describes the four stages most people go through as
they adjust to change.

18. With knowledge of the Change Curve, you can plan how you'll minimize the
negative impact of the change and help people adapt more quickly to it. You
aim is to make the curve shallower and narrower,

19. Quality culture
is an integral part of corporate culture.
There are two different quality culture:
1.Negative quality culture(hide the scaro scenario
2.Positive quality culture(climb the ladder scenario)
knowing the quality culture enables us to implement a strategy in away that
encourages people to embrace the quality strategy and make it
successful.

20. HOW TO CHANGE QUALITYY
CULTURE?????
 Provide quality goals and measurements at all levels.
 Provide evidence of upper management leadership.
 Provide for self development and empowerment.
 Provide participation as a mean of inspiring action.
 Provide recognition and rewards.

21. provide quality goals and measurments
at all levels
Clear quality goals for individuals are important stimuli for inspiring
superiority in quality.
There are two different commitments:
1.external commitment management defines the goals for employees and
task required to achive those goals.
2.internal commitment management and employees jointly define the goals
and the employees define the task to achieve the goals.

22. Provide quality goals and measurments at all levels cont
In this process we develop quality goals and measurements that are aligned
with mission ,critical success factors ,and quality strategy of the
organization.

23. Quality measurements as a continuous focus
 The message on quality must be sustained through continuous reinforcement
.one form of reinforcement is quality measurement.
 Quality measurement is proposed for major functional activities i.e., product
development ,purchasing , manufacturing ,marketing ,and customer service ,and
administrative and support operations.
 These measurements become the vital signs that provide people with data not
only to perform their tasks but also to maintain a continuing awareness of
quality .

24. Quality as a continuous focus measurements
Units of measure must be carefully defined to inspire a positive priority for quality.
An example that does just the opposite is a poorly defined measure of productivity
are usually a ratio of product output to input resources. Some companies calculate
productivity using total output (instead of output meeting specifications)divided by
input resources. Although total out put must be must be measured, a single
productivity measure based only on total output sends a clear message that
meeting goals and specifications is not important .Changing such deadly
measures to count only good output provides continuing evidence that
management sets a high priority on quality.

25. Provide Evidence Of Management Leadership
 Management commitment is necessary but it is not sufficient .
 Upper management must initiate and support a vision of total quality culture.
 An evidence of leadership is that upper management spends time on quality-
related activities.
 Some upper management groups have chosen to be highly visible in the
quality process by leading quality training.
 Managers at a variety of levels personally conduct some of managerial
training for their subordinates.
 Upper Management Quality Improvement Team
Is a further form of evidence, in which each team consisting solely of upper
management members, addresses a problem that requires attention at its
level.

26. Quality Policy Deployment At Rank Xerox

29. Provide for self-development and empowerment
THE TAILOR SYSTEM
 Is based on the scientific analysis of work using
knowledge and experimentation.
 The design of work with the concept of (self control)

30. History
Frederick W . Taylor was a mechanical engineer ,who concluded from his
experience that the supervisors and workers lacked the education to make various
essential decisions.
Taylors remedy was to separate planning from execution.
Mean while, Taylors premise -lack of worker education has been made obsolete by
the remarkable rise in education at all levels including the work force.
Taylor system later called( scientific management ) ,became widely used and
deeply rooted at USA.

31. Job characteristics
Why Work Redesign Should Survive
1. Changing jobs changes the basic relationship between a person and
his/her work. It's a powerful point of leverage to make changes in
organizations. It can help build internal motivation.
2. Work redesign changes behavior, and does so directly. And behavior
changes can change attitudes.
3. When behavior is changed though the redesign of work, it tends to stay
changed. Once on-site stimuli are changed, they are likely to stay that
way.
4. Work redesign offers- even forces -- numerous opportunities for initiating
other organizational changes.
5. Work redesign, can result in orgs that rehumanize rather than
dehumanize the people who work on them.

32. Horizontal Job Enlargement
 is based on the idea that increasing job range will reduce
the repetitive nature of the job and thus eliminate worker
boredom
 Job range: the number of tasks that a jobholder performs
 Job extension: an approach in which several
oversimplified jobs are combined into a single new job
 Job rotation: workers switch jobs in a structured,
predefined manner

33. Vertical Job Enrichment
 is an attempt to increase job depth and is based on the
work of Frederick Herzberg
 Job depth: amount of discretion a jobholder has to
choose job activities and outcomes
 Herzberg found that certain characteristics of the work
situation influenced employee satisfaction while others
affected dissatisfaction
 Motivator factors
 Hygiene factors

34. Job characteristic model according to Hack
man and Old man

35. Job characteristic model according to Hack man
and Old man (cont)

36. Self Management Team
A special form of job enlargement is applied to a group
of workers, two elements are emphasized:
1.each worker is trained to have a variety of skills,
permitting rotation of tasks.
2.team is given formal authority to execute job -
planning and supervisory tasks

37. Provide For Self-Development and
Empowerment (cont’)
Empowerment
 is the process of delegating decision making authority to lower
levels within the organization.
 but empowerment goes far beyond delegation authority, it means
encouraging people to take initiative and broaden their scope.
 it also means being supportive if mistakes are made.
 the concept of empowerment applies both to individuals and
groups of workers.
 Note ,under empowerment, how essential it is for management to
provide employees with information ,feedback, and means of
regulating their work(self control).
 Empowerment requires employees to have the capability , the
authority , the desire to act.

38. Provide For Self-development And
Empowerment (cont’)

39. Provide For Self-development And Empowerment
(cont’)
Performance Appraisal
 is the process by which the organization periodically
evaluates an employees behavior and
accomplishments.
 performance appraisal that coaches employees to a
higher performance level can be helpful., appraisal
that is done only to rank employees for purpose of pay
and advancement can be destructive.

40. Provide for self-development and empowerment
(cont’)
Selection and training
 selection and training of personnel have an important
influence on peoples development.
 some organizations are now making annual investment
in training of about 2 percent of sales income.
 at managerial level rotational assignments help to
develop the individual s concern for the company as
whole.

41. Provide participation as a means of
inspiring action
 It is tempting to believe that, to inspire action on quality
,we must start by changing people attitudes .So we have
first change peoples behavior.
 By personally participating in quality activities people
acquire new knowledge ,See the benefit of the quality
disciplines ,and obtain a sense of accomplishment by
solving the problems .This participation leads to lasting
changes in behavior.

42. Provide recognition and rewards
 Recognition is public acknowledgement of superior
performance of specific activities.
 forms of recognition range from a simple verbal message
for a job well done to modest or Token awards(saving a
bond ,time off ,a dinner) or intangible(sending a letter of
praise ,sending an employee to a seminar or conference)
 Rewards are benefits e.g. salary increases ,bonuses,
and promotions that are conferred for generally superior
performance against goals.
 Forms of rewards may include changes in base pay,
merit increases, skill based wages ,stock plans.

43. Questions/Queries