IMPACT OF IMPACT OF ORGANIZATIONAL ORGANIZATIONAL CULTURE ON TQM CULTURE ON TQM

PROGRAMSPROGRAMSBy:By: MAHMOOD MANZOORMAHMOOD MANZOOR

BE, MBA, CQM, CQA, CSSBBBE, MBA, CQM, CQA, CSSBB

PRESENTED IN PAKISTAN’S 10PRESENTED IN PAKISTAN’S 10THTH PIQC PIQC INTERNATIONAL COMVENTION ON QULALITY INTERNATIONAL COMVENTION ON QULALITY

IMPROVEMENT CONFERENCEIMPROVEMENT CONFERENCENOVEMBER 27-28, 2006 - LAHORE, PAKISTANNOVEMBER 27-28, 2006 - LAHORE, PAKISTAN

INTRODUCTIONINTRODUCTIONTQM IS A MAJOR SOCIAL PHENOMENON.TQM IS A MAJOR SOCIAL PHENOMENON.ORGANIZATIONS HAVE ACCEPTED TQM ORGANIZATIONS HAVE ACCEPTED TQM

AS MEANS TO ACHIEVE EXCELLENCE.AS MEANS TO ACHIEVE EXCELLENCE.SOME STUDIES SHOW RELATIONSHIP SOME STUDIES SHOW RELATIONSHIP

BETWEEN TQM & HIGH PERFORMANCE. BETWEEN TQM & HIGH PERFORMANCE. BUT EFFECTIVENESS OF TQM HAS NOT BUT EFFECTIVENESS OF TQM HAS NOT

BEEN CLEARLY DETERMINED YET.BEEN CLEARLY DETERMINED YET.REVIEW REVEALS MIXED RESULTS. REVIEW REVEALS MIXED RESULTS.

INTRODUCTIONINTRODUCTIONSUCCESS RATE VARY GREATLY. SUCCESS RATE VARY GREATLY. SOME STUDIES SHOW SOME STUDIES SHOW

EFFECTIVENESS. EFFECTIVENESS. OTHERS POINT TO DOUBTS AND OTHERS POINT TO DOUBTS AND

APPARENT FAILURES. APPARENT FAILURES. SOME ORGANIZATIONS ‘BREATHE’ SOME ORGANIZATIONS ‘BREATHE’

TQM, OTHERS CRITICIZE IT AS BEING TQM, OTHERS CRITICIZE IT AS BEING DEAD AND DOOMED TO FAILURE? DEAD AND DOOMED TO FAILURE?

IMPORTANCE OF CULTUREIMPORTANCE OF CULTURETQM EMERGED IN JAPAN, HAS ROOTS IN TQM EMERGED IN JAPAN, HAS ROOTS IN

CULTURE OF ANCIENT NIPPON. CULTURE OF ANCIENT NIPPON. JAPANESE ETHICS LIE IN BUDDHISM, JAPANESE ETHICS LIE IN BUDDHISM,

SHINTO, & TEACHINGS OF CONFUCIUS. SHINTO, & TEACHINGS OF CONFUCIUS. HAVE VALUES LIKE DISCIPLINE, RESPECT HAVE VALUES LIKE DISCIPLINE, RESPECT

FOR ELDERS AND PRAGMATISM. FOR ELDERS AND PRAGMATISM. JAPANESE MANAGERS ATTEND TO ALL JAPANESE MANAGERS ATTEND TO ALL

TYPES OF EMPLOYEE NEEDS.TYPES OF EMPLOYEE NEEDS.

IMPORTANCE OF CULTUREIMPORTANCE OF CULTURETQM BASIS ON JAPANESE CULTURE TQM BASIS ON JAPANESE CULTURE

ACCOUNTS FOR SUCCESS OF TQM IN ACCOUNTS FOR SUCCESS OF TQM IN JAPAN.JAPAN.

COMPARED TO LOW SUCCESS IN WEST. COMPARED TO LOW SUCCESS IN WEST. TQM REQUIRES ENVIRONMENT IN TQM REQUIRES ENVIRONMENT IN

ALIGNMENT WITH THESE PRINCIPLES. ALIGNMENT WITH THESE PRINCIPLES. WILL INVOLVE CHANGE TO THE WILL INVOLVE CHANGE TO THE

ORGANIZATIONAL CULTURE CONDUCIVE ORGANIZATIONAL CULTURE CONDUCIVE TO THE TQM IMPLEMENTATION.TO THE TQM IMPLEMENTATION.

COMMON MYTHSCOMMON MYTHS CULTURE IS EASY TO CHANGE. CULTURE IS EASY TO CHANGE. EACH ORGANIZATION HAS ONE EACH ORGANIZATION HAS ONE

CULTURE. CULTURE. ONLY AN ACT OF GOD (OR MAYBE ONLY AN ACT OF GOD (OR MAYBE

THE BOARD OR THE CEO) CAN THE BOARD OR THE CEO) CAN CHANGE THE CULTURE. CHANGE THE CULTURE.

CULTURE CHANGE REQUIRES A CULTURE CHANGE REQUIRES A MAJOR, SYSTEM-WIDE PLAN.MAJOR, SYSTEM-WIDE PLAN.

COMMON MYTHSCOMMON MYTHSCULTURE CHANGE IS A LOWER CULTURE CHANGE IS A LOWER

PRIORITY THAN OTHER INITIATIVES. PRIORITY THAN OTHER INITIATIVES. CULTURE WILL STAY THE SAME UNLESS CULTURE WILL STAY THE SAME UNLESS

IT IS DELIBERATELY CHANGED.IT IS DELIBERATELY CHANGED.CULTURE CHANGE IS A VAGUE CULTURE CHANGE IS A VAGUE

CONCEPT TO DO ANYTHING ABOUT’.CONCEPT TO DO ANYTHING ABOUT’.THERE IS ONLY ONE WAY TO CHANGE THERE IS ONLY ONE WAY TO CHANGE

ORGANIZATIONAL CULTURE.ORGANIZATIONAL CULTURE.

DEFINITIONSDEFINITIONSAS MANY DEFINITIONS AS AUTHORS.AS MANY DEFINITIONS AS AUTHORS.COMMON DEFINITION ‘THE WAY WE DO COMMON DEFINITION ‘THE WAY WE DO

THINGS AROUND HERE’.THINGS AROUND HERE’.SHARED ASSUMPTIONS BY EMPLOYEES. SHARED ASSUMPTIONS BY EMPLOYEES. VALUES, BELIEFS, INFORMAL PRACTICESVALUES, BELIEFS, INFORMAL PRACTICESPHILOSOPHIES, IDEOLOGIES, CONCEPTS, PHILOSOPHIES, IDEOLOGIES, CONCEPTS,

CEREMONIES, NORMS, RITUALS. CEREMONIES, NORMS, RITUALS. TASK SUPPORT, SOCIAL RELATIONSHIP & TASK SUPPORT, SOCIAL RELATIONSHIP &

PERSONAL FREEDOM NORMS. PERSONAL FREEDOM NORMS.

DEFINITIONSDEFINITIONSCONSCIOUS & SUBCONSCIOUS CULTURE.CONSCIOUS & SUBCONSCIOUS CULTURE.AT SURFACE ARE BEHAVIORS & RITUALS, AT SURFACE ARE BEHAVIORS & RITUALS,

ARTIFACTS, LANGUAGES, & STORIES.ARTIFACTS, LANGUAGES, & STORIES.AT LESS CONSCIOUS LEVEL ARE AT LESS CONSCIOUS LEVEL ARE

UNWRITTEN RULES, NORMS & SYMBOLS. UNWRITTEN RULES, NORMS & SYMBOLS. AT TOTALLY SUB-CONSCIOUS LEVEL LIE AT TOTALLY SUB-CONSCIOUS LEVEL LIE

FUNDAMENTAL ASSUMPTIONS AND CORE FUNDAMENTAL ASSUMPTIONS AND CORE VALUES OF INDIVIDUALS, GROUPS, AND VALUES OF INDIVIDUALS, GROUPS, AND THE ORGANIZATION. THE ORGANIZATION.

DIMENSIONSDIMENSIONSCULTURES VARY ALONG SOCIABILITY CULTURES VARY ALONG SOCIABILITY

AND SOLIDARITY. AND SOLIDARITY. SOCIABILITY REFERS TO EMOTIONAL SOCIABILITY REFERS TO EMOTIONAL

RELATIONS WITHIN AN ORGANIZATION. RELATIONS WITHIN AN ORGANIZATION. SOLIDARITY REFERS TO DEGREE TO SOLIDARITY REFERS TO DEGREE TO

WHICH MEMBERS OF AN ORGANIZATION WHICH MEMBERS OF AN ORGANIZATION SHARE GOALS AND TASKS. SHARE GOALS AND TASKS.

BY COMBINING THESE DIMENSIONS, AN BY COMBINING THESE DIMENSIONS, AN ORGANIZATION’S CULTURE CAN BE ORGANIZATION’S CULTURE CAN BE FRAGMENTED, NETWORKED, FRAGMENTED, NETWORKED, COMMUNAL AND MERCENARY. COMMUNAL AND MERCENARY.

DIMENSIONSDIMENSIONS

NETWORKEDNETWORKED COMMUNALCOMMUNAL

FRAGMENTEDFRAGMENTED MERCENARYMERCENARY

HIGH

LOW

SOCIALABILITY

HIGHSOLIDARITY

DIMENSIONSDIMENSIONS FRAGMENTED: FRAGMENTED:

-ASSOCIATED WITH VIRTUAL -ASSOCIATED WITH VIRTUAL ORGANIZATIONS. ORGANIZATIONS. -INDIVIDUALS WORK ALONE.-INDIVIDUALS WORK ALONE.-LOW CONSCIOUSNESS OF -LOW CONSCIOUSNESS OF ORGANIZATIONAL MEMBERSHIP. ORGANIZATIONAL MEMBERSHIP.

NETWORKED: NETWORKED: -INFORMAL/POLITICAL ATMOSPHERE.-INFORMAL/POLITICAL ATMOSPHERE.-DIFFICULTY GAINING ADHERENCE TO -DIFFICULTY GAINING ADHERENCE TO PROCEDURES, RULES. PROCEDURES, RULES.

DIMENSIONSDIMENSIONS COMMUNAL:COMMUNAL:

-TYPICAL OF SMALL ORGANIZATIONS. -TYPICAL OF SMALL ORGANIZATIONS. -CLEAR UNDERSTANDING OF GOALS.-CLEAR UNDERSTANDING OF GOALS.-HIGH VALUES ON FAIRNESS. -HIGH VALUES ON FAIRNESS.

MERCENARY:MERCENARY: -LOW LOYALTY TO ORGANIZATION. -LOW LOYALTY TO ORGANIZATION. -LOW COOPERATION. -LOW COOPERATION. -BUSINESS-FOCUSED.-BUSINESS-FOCUSED.

CULTURE CHANGECULTURE CHANGECHANGE TAKES TIME AND EFFORT. CHANGE TAKES TIME AND EFFORT. CHANGE MUST BE MEASURED IN CHANGE MUST BE MEASURED IN

YEARS, NOT WEEKS OR MONTHS. YEARS, NOT WEEKS OR MONTHS. CHANGE INVOLVES SIGNIFICANT CHANGE INVOLVES SIGNIFICANT

COMMUNICATION. COMMUNICATION. VISION NECESSARY TO MOTIVATE VISION NECESSARY TO MOTIVATE

PEOPLE TO CHANGE.PEOPLE TO CHANGE.LINK WITH ORGANIZATIONAL GOALS LINK WITH ORGANIZATIONAL GOALS

REQUIRED.REQUIRED.

CULTURE CHANGECULTURE CHANGEHIGH LEVEL SUPPORT ESSENTIAL.HIGH LEVEL SUPPORT ESSENTIAL.MANAGEMENT TO LEAD BY EXAMPLE.MANAGEMENT TO LEAD BY EXAMPLE.MAKE CHANGE SO ATTRACTIVE THAT MAKE CHANGE SO ATTRACTIVE THAT

PEOPLE PEOPLE WANT WANT TO BE PART OF IT.’ TO BE PART OF IT.’ CHANGES TO BE CHANGES TO BE GRAFTS GRAFTS OF NEW OF NEW

VALUES TO THE OLD CULTURE. VALUES TO THE OLD CULTURE. THREE SETS OF ATTRIBUTES THREE SETS OF ATTRIBUTES

CLEARLYASSOCIATED WITH CLEARLYASSOCIATED WITH CULTURES:CULTURES:

CULTURE CHANGE CULTURE CHANGE ORGANIZATIONS WITH A HIGH ORGANIZATIONS WITH A HIGH

SOLIDARITY AND HIGH SOCIABILITY SOLIDARITY AND HIGH SOCIABILITY CULTURE.CULTURE.

ORGANIZATIONS WHICH EMPHASIZE ORGANIZATIONS WHICH EMPHASIZE FAIR PROCESSES AS WELL AS FAIR FAIR PROCESSES AS WELL AS FAIR OUTCOMES.OUTCOMES.

ORGANIZATIONS WHICH ORGANIZATIONS WHICH RECOGNIZE THEIR EMPLOYEES’ RECOGNIZE THEIR EMPLOYEES’ WORK.WORK.

BEHAVIOR PROMOTIONBEHAVIOR PROMOTIONCHANGE IS A LONG-TERM PROCESS.CHANGE IS A LONG-TERM PROCESS. IN SHORT AND MEDIUM TERM, EFFORTS IN SHORT AND MEDIUM TERM, EFFORTS

BE TO PROMOTE A BE TO PROMOTE A BEHAVIORBEHAVIOR..PRODUCE SERIES OF VISIBLE SHORT-PRODUCE SERIES OF VISIBLE SHORT-

TERM IMPACTS IN DIFFERENT AREAS.TERM IMPACTS IN DIFFERENT AREAS. ‘‘THE KEY IS TO BUILD ISLANDS OF A THE KEY IS TO BUILD ISLANDS OF A

CHANGED BEHAVIOR AND THEN TO CHANGED BEHAVIOR AND THEN TO BUILD BRIDGES BETWEEN THE ISLANDS.’ BUILD BRIDGES BETWEEN THE ISLANDS.’

CULTURE WILL CHANGE CULTURE WILL CHANGE AFTER AFTER EMPLOYEES HAVE SEEN THE RESULTS.EMPLOYEES HAVE SEEN THE RESULTS.

SOCIAL CONTEXTSOCIAL CONTEXT MOST BEHAVIORAL CHANGES ARE MOST BEHAVIORAL CHANGES ARE

CAUSED SOCIALLY. CAUSED SOCIALLY. EMPLOYEES TURN TO COLLEAGUES EMPLOYEES TURN TO COLLEAGUES

RATHER THAN TO OTHER SOURCES. RATHER THAN TO OTHER SOURCES. SOCIAL CONTEXT IS BEDROCK FOR SOCIAL CONTEXT IS BEDROCK FOR

ALL OTHER EMPLOYEE BEHAVIORS. ALL OTHER EMPLOYEE BEHAVIORS. ORGANIZATIONS NEED TO DEVELOP ORGANIZATIONS NEED TO DEVELOP

STRATEGIES TO INCREASE STRATEGIES TO INCREASE EXCHANGES BETWEEN EMPLOYEES. EXCHANGES BETWEEN EMPLOYEES.

ORGANIZATIONAL CONTEXTORGANIZATIONAL CONTEXT• FACTORS INCLUDE RECOGNITION AND FACTORS INCLUDE RECOGNITION AND

INCENTIVES, THE ROLE OF INCENTIVES, THE ROLE OF MANAGEMENT, GOVERNANCE AND MANAGEMENT, GOVERNANCE AND ACCOUNTABILITY STRUCTURES.ACCOUNTABILITY STRUCTURES.

• TWO MOST IMPORTANT PRACTICES TWO MOST IMPORTANT PRACTICES ARE REWARDS & RECOGNITION AND ARE REWARDS & RECOGNITION AND MONITORING. MONITORING.

• REWARD & RECOGNITION PRACTICES REWARD & RECOGNITION PRACTICES CAN PROMOTE OR INHIBIT BEHAVIORS. CAN PROMOTE OR INHIBIT BEHAVIORS.

• TRAINING CAN SIGNIFICANTLY TRAINING CAN SIGNIFICANTLY INFLUENCE BEHAVIOR.INFLUENCE BEHAVIOR.

MANAGERIAL CONTEXTMANAGERIAL CONTEXT MOTIVATING COOPERATIVE BEHAVIOR MOTIVATING COOPERATIVE BEHAVIOR

IS KEY MANAGERIAL ISSUE.IS KEY MANAGERIAL ISSUE. MAKE EMPLOYEES TO COOPERATE MAKE EMPLOYEES TO COOPERATE

VOLUNTARILY. VOLUNTARILY. MANAGERS CAN STIMULATE OR MANAGERS CAN STIMULATE OR

INHIBIT BEHAVIOR. INHIBIT BEHAVIOR. MANAGEMENT TO LEAD BY EXAMPLE. MANAGEMENT TO LEAD BY EXAMPLE. FOCUS ON KEY INITIATIVES.FOCUS ON KEY INITIATIVES.

TECHNICAL CONTEXTTECHNICAL CONTEXT SYNERGISTIC RELATIONSHIP EXISTS SYNERGISTIC RELATIONSHIP EXISTS

BETWEEN TECHNOLOGY AND BETWEEN TECHNOLOGY AND BEHAVIOR. BEHAVIOR.

TECHNOLOGY MAKES CONNECTIONS TECHNOLOGY MAKES CONNECTIONS THAT ENABLE SHARING. THAT ENABLE SHARING.

BUT DOES NOT MOTIVATE BEHAVIOR. BUT DOES NOT MOTIVATE BEHAVIOR. TECHNOLOGY SHOULD ONLY TECHNOLOGY SHOULD ONLY

COMPLEMENT OTHER ACTIVITIES. COMPLEMENT OTHER ACTIVITIES.

INTERACTIONINTERACTIONTQM IMPLEMENTATION PROGRAM TQM IMPLEMENTATION PROGRAM

PROGRESSES FROM A PLANNING PROGRESSES FROM A PLANNING PHASE TO IMPLEMENTATION, AND PHASE TO IMPLEMENTATION, AND EVENTUALLY TO EVENTUALLY TO INSTITUTIONALIZATION PHASE. INSTITUTIONALIZATION PHASE.

CULTURE CAN INTERACT WITH THE CULTURE CAN INTERACT WITH THE TQM IMPLEMENTATION PROGRAM IN TQM IMPLEMENTATION PROGRAM IN MANY WAYS AND IN ALL PHASES OF MANY WAYS AND IN ALL PHASES OF THAT PROGRAM. THAT PROGRAM.

EFFECTIVE PRACTICESEFFECTIVE PRACTICESTHREE C’s OF LEADERSHIP THREE C’s OF LEADERSHIP COMMITMENTCOMMITMENTCOGNIZANCECOGNIZANCECOMPETENCECOMPETENCE

EFFECTIVE PRACTICESEFFECTIVE PRACTICESNOT ALWAYS POSSIBLE TO TRANSLATE NOT ALWAYS POSSIBLE TO TRANSLATE

BEST PRACTICES FROM ONE BEST PRACTICES FROM ONE ORGANIZATION TO ANOTHER.ORGANIZATION TO ANOTHER.

YET SOME OPTIONS THAT SUPPORT A YET SOME OPTIONS THAT SUPPORT A CULTURE CHANGE CAN BE IDENTIFIED. CULTURE CHANGE CAN BE IDENTIFIED.

MOST DIRECT APPROACH IS TO REMOVE MOST DIRECT APPROACH IS TO REMOVE CERTAIN MEMBERS AND SELECT AND CERTAIN MEMBERS AND SELECT AND SOCIALIZE NEW MEMBERS.SOCIALIZE NEW MEMBERS.

EFFECTIVE PRACTICESEFFECTIVE PRACTICES LEADERSHIP SUPPORT IS ESSENTIAL LEADERSHIP SUPPORT IS ESSENTIAL

FOR A CULTURE CHANGE. FOR A CULTURE CHANGE. LEADERSHIP’S THOSE LEVERAGE LEADERSHIP’S THOSE LEVERAGE

POINTS SHOULD BE IDENTIFIED POINTS SHOULD BE IDENTIFIED WHERE THEY CAN IMPACT THE WHERE THEY CAN IMPACT THE CULTURE CHANGE EFFORTS. CULTURE CHANGE EFFORTS.

COMPENSATION SHOULD BE LINKED COMPENSATION SHOULD BE LINKED TO SUCCESS IN TRANSFORMING TO SUCCESS IN TRANSFORMING CULTURE. CULTURE.

EFFECTIVE PRACTICESEFFECTIVE PRACTICES USING STORIES. USING STORIES. EMPHASIZING HEROES/HEROINES EMPHASIZING HEROES/HEROINES

WHOSE ACTIONS EXEMPLIFY THE WHOSE ACTIONS EXEMPLIFY THE DESIRED CHANGES. DESIRED CHANGES.

POSITIVE STORIES ARE MORE POSITIVE STORIES ARE MORE EFFECTIVE.EFFECTIVE.

GOOD STORIES RETOLD REPEATEDLY. GOOD STORIES RETOLD REPEATEDLY. GREAT STORIES CAN COME FROM GREAT STORIES CAN COME FROM

ANYONE. ANYONE.

EFFECTIVE PRACTICESEFFECTIVE PRACTICES EMPLOYEES SHOULD BE INVOLVED.EMPLOYEES SHOULD BE INVOLVED. EMPLOYEES SHOULD BE UNDERSTOOD.EMPLOYEES SHOULD BE UNDERSTOOD. EMPLOYEES ARE MEMBERS OF TEAM. EMPLOYEES ARE MEMBERS OF TEAM. EMPLOYEE SATISFACTION SHOULD BE EMPLOYEE SATISFACTION SHOULD BE

MADE A KEY PERFORMANCE MADE A KEY PERFORMANCE INDICATOR. INDICATOR.

EMPLOYEE REPRESENTATION SHOULD EMPLOYEE REPRESENTATION SHOULD BE INCLUDED ON BOARDS AND IN BE INCLUDED ON BOARDS AND IN PLANNING ACTIVITIES.PLANNING ACTIVITIES.

EFFECTIVE PRACTICESEFFECTIVE PRACTICES QUALITY INITIATIVES ARE EFFORTS TO QUALITY INITIATIVES ARE EFFORTS TO

CULTURE CHANGE. CULTURE CHANGE. AN AWARD LIKE THE BALDRIGE AWARD AN AWARD LIKE THE BALDRIGE AWARD

SHOULD BE PURSUED. SHOULD BE PURSUED. SIX-SIGMA METHODOLOGIES SHOULD SIX-SIGMA METHODOLOGIES SHOULD

BE USED. BE USED. DASHBOARDS SHOULD BE SET TO DASHBOARDS SHOULD BE SET TO

MONITOR AND DRIVE CHANGE MONITOR AND DRIVE CHANGE MAKE KEY PROCESSES MORE RELIABLE. MAKE KEY PROCESSES MORE RELIABLE.

EFFECTIVE PRACTICESEFFECTIVE PRACTICES REDESIGN PROCESSES TO CHANGE REDESIGN PROCESSES TO CHANGE

CULTURE.CULTURE. MANY ORGANIZATIONAL CULTURES MANY ORGANIZATIONAL CULTURES

ACCEPT INEFFICIENCY AS ACCEPT INEFFICIENCY AS INEVITABLE. INEVITABLE.

LEAN MANUFACTURING. LEAN MANUFACTURING. HUMAN FACTORS CONTRIBUTING HUMAN FACTORS CONTRIBUTING

TO ERRORS.TO ERRORS.

TQM PROGRAM EXAMPLETQM PROGRAM EXAMPLEPIA ENGG LOST ITS FAA (USA) & CAA PIA ENGG LOST ITS FAA (USA) & CAA

(UK) QUALITY APPROVALS IN MID 90’s.(UK) QUALITY APPROVALS IN MID 90’s.PIA’s ORG CULTURE THEN WAS PIA’s ORG CULTURE THEN WAS

RESISTANT TO CHANGE AND LACKED RESISTANT TO CHANGE AND LACKED INITIATIVE.INITIATIVE.

TOP MANAGEMENT WAS NON-TOP MANAGEMENT WAS NON-COMMITTED TO QUALITY.COMMITTED TO QUALITY.

THEREFORE PIA DID NOT PURSUE FOR THEREFORE PIA DID NOT PURSUE FOR ANY NEW APPROVAL.ANY NEW APPROVAL.

TQM PROGRAM EXAMPLETQM PROGRAM EXAMPLESCENARIO CHANGED IN MID 90’s.SCENARIO CHANGED IN MID 90’s. IATP RESTRICTIONS.IATP RESTRICTIONS.DRY LEASE OF B747 FROM CPA.DRY LEASE OF B747 FROM CPA.CAA (PAK) PLANS TO GO FOR JAR.CAA (PAK) PLANS TO GO FOR JAR.GLOBAL QUALITY AWARENESS.GLOBAL QUALITY AWARENESS.PIA HAD TO GO FOR QUALITY PIA HAD TO GO FOR QUALITY

APPROVAL.APPROVAL.DECISION BY ‘COMPULSION’ RATHER DECISION BY ‘COMPULSION’ RATHER

THAN ‘CHOICE’.THAN ‘CHOICE’.

STRENGTHS & STRENGTHS & WEAKNESSESWEAKNESSES

STRENGTHS:STRENGTHS:-WORKFORCE.-WORKFORCE.-MAINTENANCE BASE.-MAINTENANCE BASE.-TRAINING CENTER.-TRAINING CENTER.

WEAKNESSES :WEAKNESSES :-TOP MANAGEMENT CHANGES.-TOP MANAGEMENT CHANGES.-INSUFFICIENT RESOURCES.-INSUFFICIENT RESOURCES.-COMPLACENT WORK ATMOSPHERE.-COMPLACENT WORK ATMOSPHERE.-ORGANIZATIONAL CULTURE.-ORGANIZATIONAL CULTURE.

OPPORTUNITIES & THREATSOPPORTUNITIES & THREATSOPPORTUNITIES:OPPORTUNITIES:

-HUGE BUSINESS OPPORTUNITIES.-HUGE BUSINESS OPPORTUNITIES.-GOODWILL OF PIA ENGINEERING.-GOODWILL OF PIA ENGINEERING.-REGULATORY REQUIREMENTS.-REGULATORY REQUIREMENTS.

THREATS:THREATS:-POLITICAL CONDITIONS OF REGION.-POLITICAL CONDITIONS OF REGION.-FINANCIAL HEALTH OF AIRLINE.-FINANCIAL HEALTH OF AIRLINE. --OPEN SKY AVIATION POLICY.OPEN SKY AVIATION POLICY.

TQMTQM STRATEGIESSTRATEGIESPLAN TO CHANGE ORGANIZATIONAL PLAN TO CHANGE ORGANIZATIONAL

CULTURE TO MAKE QUALITY A PRIORITY.CULTURE TO MAKE QUALITY A PRIORITY.QUALITY POLICY & OBJECTIVES DEFINED QUALITY POLICY & OBJECTIVES DEFINED

AND PROPAGATED.AND PROPAGATED.DEDICATED JAR-145 PROJECT TEAM DEDICATED JAR-145 PROJECT TEAM

FORMED.FORMED.CONSULTANTS APPOINTED.CONSULTANTS APPOINTED.‘‘ACCOUNTABLE MANAGER’ APPOINTED. ACCOUNTABLE MANAGER’ APPOINTED. MOE MANUAL DEVELOPED.MOE MANUAL DEVELOPED.

TQM STRATEGIESTQM STRATEGIESNEW ORGANIZATION STRUCTURE NEW ORGANIZATION STRUCTURE

DEFINED AND IMPLEMENTED. DEFINED AND IMPLEMENTED. TEAM OF INTERNAL AUDITORS FORMED. TEAM OF INTERNAL AUDITORS FORMED. REQUIRED FUNDS SANCTIONED. REQUIRED FUNDS SANCTIONED. ORGANIZATION-WISE JAR-145 TRAINING ORGANIZATION-WISE JAR-145 TRAINING

PROVIDED.PROVIDED.ACTION PLAN DEVELOPED.ACTION PLAN DEVELOPED.A CONTINUOUS REVIEW BY THE TOP A CONTINUOUS REVIEW BY THE TOP

MANAGEMENT INITIATED.MANAGEMENT INITIATED.‘‘STORY-TELLING’ EXERCISE.STORY-TELLING’ EXERCISE.

DIFFICULTIES DIFFICULTIES ENCOUNTEREDENCOUNTERED

FREQUENT TOP MANAGEMENT CHANGES. FREQUENT TOP MANAGEMENT CHANGES. RESISTANCE & LACK OF PARTICIPATION RESISTANCE & LACK OF PARTICIPATION

BY THE MANAGERS. BY THE MANAGERS. AUDITEE REACTIONS. AUDITEE REACTIONS. RESOURCES NOT AVAILABLE IN TIME.RESOURCES NOT AVAILABLE IN TIME.TRAININD SHORTFALLS. TRAININD SHORTFALLS. ORGANIZATIONAL CULTURE CHANGE ORGANIZATIONAL CULTURE CHANGE

REQUIREMENTS. REQUIREMENTS. ORGANIZATION SIZE & TIME FACTOR.ORGANIZATION SIZE & TIME FACTOR.

LESSONS LEARNTLESSONS LEARNTRESULTS DIRECTLY PROPORTIONAL TO RESULTS DIRECTLY PROPORTIONAL TO

TOP MANAGEMENT COMMITMENT.TOP MANAGEMENT COMMITMENT.MATURE, COMPETENT, COMMITTED & MATURE, COMPETENT, COMMITTED &

AGGRESSIVE TEAM REQUIRED.AGGRESSIVE TEAM REQUIRED.QUALITY POLICY & OBJECTIVES BE QUALITY POLICY & OBJECTIVES BE

ESTABLISHED WITH INVOLVEMENT OF ESTABLISHED WITH INVOLVEMENT OF TOP MANAGEMENT. TOP MANAGEMENT.

TRAINING SHOULD BE PROVIDED TO ALL TRAINING SHOULD BE PROVIDED TO ALL PERSONNEL. PERSONNEL.

ENGAGE A CONSULTANT. ENGAGE A CONSULTANT. PERSONNEL SHOULD BE INVOLVED. PERSONNEL SHOULD BE INVOLVED.

LESSONS LEARNTLESSONS LEARNTDOCUMENT HIERARCHY SHOULD BE DOCUMENT HIERARCHY SHOULD BE

KEPT LOGICAL AND SIMPLE. KEPT LOGICAL AND SIMPLE. REVIEW MEETINGS SHOULD BE KEPT TO REVIEW MEETINGS SHOULD BE KEPT TO

THE BARE MINIMUM.THE BARE MINIMUM. THE INTERNAL AUDITS SHOULD BE THE INTERNAL AUDITS SHOULD BE

HANDLED WITH VIGILANCE. HANDLED WITH VIGILANCE. THE AUDITEES SHOULD BE HANDLED THE AUDITEES SHOULD BE HANDLED

WITH PERSISTENCE AND TOLERANCE. WITH PERSISTENCE AND TOLERANCE. ORGANIZATIONAL CULTURE WILL HAVE ORGANIZATIONAL CULTURE WILL HAVE

TO BE KEPT IN FOREMOST PERSPECTIVE TO BE KEPT IN FOREMOST PERSPECTIVE AT ALL TIMES.AT ALL TIMES.

SUMMARY AND CLOSURESUMMARY AND CLOSURECULTURE IS AN INTEGRAL COMPONENT CULTURE IS AN INTEGRAL COMPONENT

OF THE ORGANIZATION. OF THE ORGANIZATION. CULTURE IS VERY REAL AND VERY CULTURE IS VERY REAL AND VERY

POWERFUL FORCE.POWERFUL FORCE.DIFFICULT TO MEASURE PRECISELY, IT DIFFICULT TO MEASURE PRECISELY, IT

CAN BE CAN BE DISCERNEDDISCERNED. . ASSESSMENT OF CULTURE CAN GUIDE ASSESSMENT OF CULTURE CAN GUIDE

CHANGE FROM PALNNING A CHANGE CHANGE FROM PALNNING A CHANGE TO SELECTING IMPROVEMENTS, FROM TO SELECTING IMPROVEMENTS, FROM IMPLEMENTING TO INSTITUTIONALIZED.IMPLEMENTING TO INSTITUTIONALIZED.

SUMMARY AND CLOSURESUMMARY AND CLOSURELEADERS CAN SHAPE CULTURES IN LEADERS CAN SHAPE CULTURES IN

HARMONY WITH DESIRED CHANGES.HARMONY WITH DESIRED CHANGES.UNDERSTANDING, MEASURING AND UNDERSTANDING, MEASURING AND

CHANGING CULTURE IS PRE-REQUISITE.CHANGING CULTURE IS PRE-REQUISITE. IF CULTURE CANNOT BE MEASURED, IF CULTURE CANNOT BE MEASURED,

PRIORITIES CANNOT BE SET.PRIORITIES CANNOT BE SET.TQM BE ACCOMPANIED WITH THE TQM BE ACCOMPANIED WITH THE

INFUSION & REINFORCEMENT OF A INFUSION & REINFORCEMENT OF A CULTURAL CHANGE. CULTURAL CHANGE.