90d05sqm.mod 2-part c

8/4/2019 90d05SQM.mod 2-Part C

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Amity Business School

Cross Functionalism of TQM New culture demanding on Organizational Change

Type of Changes;Developmental

TransitionalTransformational

Dissatisfaction with the STATUS QUOFrog Example the frog cant realize the transition from comfort to danger

Dissatisfaction with the NEW SITUATION Cross functional attention (apply the product development lense)

Live to change in customer & market expectations

Quality, cost, productivity & customer delivery focus

Managing Change


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New Model of Managing

Vision communicationClear, concise & easily understandable

Memorable

Exciting & inspiringChallenging

Excellence centered

Stable but flexible

Implementable & Tangible

Specify Key Success Factors (KSF)

Implementation Plan

Managing Change


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TEN COMMANDMENTS OF CHANGE

Analyze the organization & its need for change

Create a shared vision and common direction

Separate from the past

Create a sense of urgency

Support a strong leader role

Line up political sponsorship

Graft an implementation plan

Develop enabling structures Communicate, involve people & be honest

Reinforce & institutionalize the change

Managing Change


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Traditional versus Total Quality Human Resource Paradigm

(table)

(PLEASE SEE THE WORD DOCUMENT ATTACHED)


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5

Employee Involvement

Any activity by which employeesparticipate in work-related decisions and

improvement activities, with the objectivesof tapping the creative energies of allemployees and improving their motivation


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Key Idea

EI approaches can range from simplesharing of information or providing input on

work-related issues and makingsuggestions to self-directed responsibilitiessuch as setting goals, making business

decisions, and solving problems, often incross-functional teams.


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Advantages of EI

Replacesadversarial mentalitywith trust and

cooperation

Develops skills andleadership abilities

Increases moraleand commitment

Fosters creativityand innovation

Helps peopleunderstand qualityprinciples and

instilling them intothe organizationsculture

Allows employees to

solve problems atthe source

Improves qualityand productivity


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Levels of Employee Involvement

LEVEL ACTION PRIMARY

OUTCOMEInformation Sharing Managers decide and inform employees Conformance

Dialogue Managers get input and then decide Acceptance

Special ProblemSolving

Managers assign one time problems to selectedemployees

Contribution

Intra Group Problem

Solving

Intact groups meet weekly to solve local problems Commitment

Inter Group Problem

Solving

Cross functional teams meet to solve mutual problems Cooperation

Focused Problem

Solving

Intact groups deepen daily involvement in a specific

issue

Concentration

Limited Self

Direction

Teams at selected sites function full time with minimum

supervision

Accountability

Total Self Direction Executives facilitates self management in an all team

company

Ownership


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Empowerment

Giving people authority to makedecisions based on what they feel is

right, to have control over their work,to take risks and learn from mistakes,and to promote change.

A sincere belief and trust in people.


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10

Successful Empowerment

Provide education, resources, andencouragement

Remove restrictive policies/procedures Foster an atmosphere of trust

Share information freely

Make work valuable Train managers in hands-off leadership

Train employees in allowed latitude


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Key Idea

Meeting and exceeding customerexpectations begins with hiring theright people whose skills and attitudeswill support and enhance the

organizations objectives.


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Training and Education

Quality awareness

Leadership

Projectmanagement

Communications

Teamwork Problem solving

Interpreting andusing data

Meeting customerrequirements

Process analysis Process

simplification

Waste reduction Cycle time reduction

Error proofing


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Key Idea

Customer needs and strategic directionsshould drive training strategies.


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14

Compensation and Recognition

Compensation Merit versus capability/performance

based plans Gain-sharing

Recognition

Monetary or non-monetary Formal or informal

Individual or group


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Key Idea

Recognition provides a visible means of

promoting quality efforts and tellingemployees that the organization valuestheir efforts, which stimulates theirmotivation to improve.


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16

Effective Recognition and Reward

Strategies

Give both individual and team awards

Involve everyone Tie rewards to quality

Allow peers and customers to nominate and

recognize superior performance Publicize extensively

Make recognition fun


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Motivation

Motivation - an individuals response toa felt need

Theories Content Theories (Maslow; MacGregor;

Herzberg)

Process Theories (Vroom; Porter &Lawler)

Environmentally-based Theories (Skinner;Adams; Bandura, Snyder, & Williams)


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Key Idea

There is no such thing as an unmotivatedemployee, but the system within whichpeople work can either seriously impedemotivation or enhance it.


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Performance Appraisal

How you are measured is how you perform!

Conventional appraisal systems

Focus on short-term results and individual behavior;fail to deal with uncontrollable factors

New approaches

Focus on company goals such as quality and

behaviors like teamwork

360-degree feedback; mastery descriptions


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Key Idea

Performance appraisals are most effective

when they are based on the objectivesthat support the strategic directions of theorganization, best practices, andcontinuous improvement.


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Measuring Employee

Satisfaction and Effectiveness Satisfaction

Quality of worklife, teamwork,

communications, training, leadership,compensation, benefits, internal suppliersand customers

Effectiveness Team and individual behaviors; cost,

quality, and productivity improvements;employee turnover; suggestions; trainingeffectiveness


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Key Idea

HR measures allow companies to predict

customer satisfaction, identify thoseissues that have the greatest impact onbusiness performance, and allocateappropriate resources.

90d05sqm.mod 2-part c

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