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Organization Culture & Quality Concept-Overview 1/20/2015 Prepared By M.Karikalan,L&T-TPPC [email protected] 1 Quality In Unrest

Organization culture and quality

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Page 1: Organization culture and quality

Organization Culture & Quality Concept-Overview

1/20/2015

Prepared By

M.Karikalan,L&T-TPPC

[email protected]

Quality In Unrest

Page 2: Organization culture and quality

1/20/2015

M.Karikalan,L&T-TPPC

[email protected]

1.CUSTOMER RELATIONSHIP IN THE FOLLOWING QUALITY MANAGEMENT

2.THE NATURE OF WORK ATTITUDES

3.THE NATURE OF MOODS AND EMOTIONS

4.THE WORK SITUATION

5.ORGANIZATIONAL CITIZENSHIP BEHAVIOR

6.TERMINAL VALUE

7. INSTRUMENTAL VALUE

8.ORGANISATIONAL CLIMATE

Contents

Page 3: Organization culture and quality

1/20/2015

M.Karikalan,L&T-TPPC

[email protected]

1.CUSTOMER RELATIONSHIP IN THE FOLLOWING QUALITY MANAGEMENT[6]Frederick Winslow Taylor who is credited as the founder of scientific managementThey were treated as work gangs, not as individuals. Management's role was to planand give orders, and the worker's role was to execute the plans set by management(Person, 1912). Refer the Fig.SM.1 Scienfic management,[1]As the decades passed, Taylor's vision[2] of the perfect factory soured in practice.Workers became increasingly unwilling to put forth their best efforts, knowing that they were not part of the decision-making process. Bosses became more reluctant to visit the factory floor to find out what was really happening, and they became less interested in finding out what their customers wanted.

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M.Karikalan,L&T-TPPC

[email protected]

Administrative management emphasized the best way to do a job based on the belief that monetary incentive is the motivation. Fayol(1949) proposed fourteen management principles and identified Planning, Organizing, Commanding, Coordinating and Controlling as the five elements of management. Weber (1947) proposed the organization structure for technical efficiency.

The next management school to evolve was Human Relations, which was popular from 1930 to the early 1950s (Wren, 1979). The writers in this school expanded on the classical school of management to include social aspects of human behavior in the work environment using scientific procedures. This need for social skills in addition to the technical skills emphasized by the classical school added a new dimension to management.

The Modern Management era started during World War II and encompassed Management Science and Behavior Science. Management science is characterized by the use of mathematical models and computers in decision making.

The Behavioral Science approach to the study of management involved the scientific study of observable and verifiable human behavior in organizations, drawing significantly from the literature of psychology, sociology and anthropology. It studied the needs of people in organizations and provided motivation theories that are applicable today. Behavior science is largely inductive and problem centered (Filleyand House, 1969). Key contributors to behavior science include Douglas McGregor, Abraham Maslow, Frederick Herzberg and Chris Argyris. The following tables for understanding the Quality management.

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Work Design Example for Behaviour science: Figure WD-1, Figure WD-2

Figure WD-1,Example of High and Low Job characteristics [3]

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Figure WD-2, The job Characteristics Model [3]

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2.THE NATURE OF WORK ATTITUDES

Work attitudes [4] are collections of feelings, beliefs, and thoughts

about how to behave that people currently hold about their jobs and

organizations. Work attitudes are more specific than values and not as

long lasting because the way people experience their jobs often changes

over time. For example, a person’s work situation might be altered due to

a job transfer or being given or denied a promotion. As a result, his or her

work attitudes might change, too. Values, in contrast, can and often do

remain constant from job to job and organization to organization. Two

work attitudes that have especially important implications for

organizational behavior are job Satisfaction and organizational

commitment.

Job satisfaction is the collection of feelings and beliefs that people

have about their current jobs. People’s levels or degrees of job

satisfaction can range from extreme satisfaction to extreme

dissatisfaction. ....... In addition to having attitudes about their jobs as a

whole, people also can have attitudes about various aspects of their jobs

such as the kind of work they do; their coworkers, supervisors, or

subordinates; and their pay.

3.THE NATURE OF MOODS AND EMOTIONS

........... moods can change from hour to hour, day to day, and sometimes

minute to minute. Think about how your own moods have varied since

you woke up today or about how your moods today differ from how you

felt yesterday. Then you will have some idea about the fluctuating nature

of work moods.

4.THE WORK SITUATION

............Sometimes people are dissatisfied with their jobs because of real

problems in the workplace. Perhaps they are overloaded with

responsibilities. Or perhaps they are required to use inefficient processes

and procedures, lack the autonomy to expediently solve problems or

institute more efficient and effective ways of doing things, or feel

frustrated that their organization is not taking a more proactive approach

to seizing opportunities.

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When employees voluntarily help each other

out on the job, they are engaging in

organizational citizenship behavior.

5.Organizational Citizenship BehaviorAlthough job satisfaction[4] is not related to job performance, new research suggests it is related to work behaviors that are of a more voluntary nature and not specifically required of employees. Organizational citizenship behavior (OCB) is behavior above and beyond the call of duty— that is, behavior not required of organizational members but nonetheless necessary for organizational survival and effectiveness. Examples of OCB include helping coworkers; protecting the organization from fire, theft, vandalism, and other misfortunes; making constructive suggestions;developing one’s skills and capabilities; and spreading goodwill in the larger community. These behaviors are seldom required of organizational members, but they are important in all organizations.

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Helping coworkers is [4]an especially important form of OCB when it comes to computing in the workplace and learning new information technologies.Employees have considerable discretion over whether or not they engage in acts of organizational citizenship behavior. Most employees’ job descriptions do not require them to come up with innovative suggestions to improve the functioning of their departments. Nevertheless, employees often make valuable innovative suggestions, and it may be that employees most satisfied with their jobs are most likely to do so. Once again, because these behaviors are voluntary—that is, there are no strong situational pressures to perform them—it is likely they are influenced by attitudes such as job satisfaction. As we saw earlier, work moods are also likely to have some impact on these behaviors. Employees in positive moods are especially likely to perform forms of OCB such as helping customers or suggesting new ideas.

OCB concerns the [5]voluntary behavior of employees towards the benefit t of the organization in excess of the requirements of both the contract of employment specifications and the norms of behavior of similar employees (Organ, 1988); the employees of the organization ‘go the extra mile’ (for the organization's benefi t). For such behavior to occur, employees must feel committed to the organization, which results from their own disposition and their perception of how the organization (and it’s superiors) treats them. Thus, adopting the perspective that an organization has a personality and behavior separate from its members (Wayne, Shore and Linden, 1997), it is appropriate to examine the reciprocations in the relationship between employees and the organization.

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How Is an Organization’s Culture Transmitted to Its Members? [4]The ability of an organization’s culture to motivate employees is directly related to the way in which members learn the organization’s values and norms. They learn pivotal values and norms from an organization’s formal socialization practices, and from the signs, symbols, stories, rites, ceremonies, and organizational language that develop informally as an organization’s culture matures.(Fig.WD-4).

A terminal value is a desired end state or outcome that people seek to achieve. Organizations might adopt any of the following as terminal values, or guiding principles: quality, responsibility, innovativeness, excellence, economy,morality, and profitability.

An instrumental value is a desired mode or type of behavior. Modes of behavior that organizations advocate include working hard, respecting traditions and authority, being conservative and cautious, being frugal, being creative and courageous, being honest, taking risks, and maintaining high standards.

An organization’s culture thus consists of the end states that the organization seeks to achieve (its terminal values) and the modes of behavior the organization encou rages (its instrumental values). Ideally, instrumental values help the organization achieve its terminal values.

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For example, computer companies like HP and Microsoft whose cultures emphasize the terminal value of being innovative strive to attain this outcome by encouraging employees to adopt instrumental values such as working hard, being creative, and taking risks. That right combination of terminal and instrumental values may create an entrepreneurial culture—one in which employees are challenged to take risks or go out on a limb to test their ideas.

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8.Organisational climateOrganizational climate is [5] based on the perceptions of members towards the organization.’ Organizational climate operates between organizational culture and organizational behaviour and so, may change more quickly than organizational culture, but far less rapidly than organizational behavior.Victor and Cullen (1988) discuss organizational climate at two levels. The first level is aggregate perceptions of organizational conventions concerning forms of structure and procedures for rewards and control (perceptions of practices and procedures – Schneider, 1975). The second level is aggregate perceptions of organizational norms concerning warmth towards and support for peers and subordinates (organizational values –Denison, 1996; Ashforth, 1985).‘Organizational Climate is a relatively enduring quality of the internal environment of an organization that (a) is experienced by its members, (b) influences their behavior, and (c) can be described in terms of the values of a particular set of characteristics (or attributes) of the organization.’ (Tagiuri and Litwin, 1968: 27). Thus, the climate of an organizationdistinguishes it from other, similar organizations. As shared experience of members of an organization, it reflects their perceptions about autonomy, trust, cohesion, fairness, recognition, support, and innovation and so leads to the members of the organization having shared knowledge and meanings. Organizations' climates are important contributors to homogeneity amongst members.

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[1] QUALITY MANAGEMENT AND PRACTICES, Edited by Kim-Soon Ng, Published by InTech, Janeza Trdine 9, 51000 Rijeka, Croatia

[2] Total Quality Management Proceedings of the first world congress Edited by Gopal K. Kanji

[3] Essentials of Organizational Behavier ,7th edition by Stephen P.Robbins

[4] Understanding and Managing Organizational Behavior, SIXTH EDITION,Jennifer M. GeorgeJesse H. Jones Graduate School of BusinessRice UniversityGareth R. JonesMays Business SchoolTexas A & M University

[5] Constructi on Supply Chain Management: Concepts and Case Studies , Edited by Stephen Pryke,Senior Lecturer in Constructi on and Project Management Bartlett School of Graduate Studies,University College London,A John Wiley & Sons, Ltd., Publication

[6] http://core.kmi.open.ac.uk/download/pdf/14343394.pdf

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Thanking YouM.Karikalan