Please I really need help, I begging you Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. Mention important parts only. Also, you will put your comments and ideas about the topic. Write your comments and opinions briefly on the subject in a separate paragraph at the bottom. Please don't write item by item. Write the summary in paragraph form
Please I really need help, I begging you Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. Mention important parts only. Also, you will put your comments and ideas about the topic. Write your comments and opinions briefly on the subject in a separate paragraph at the bottom. Please don't write item by item. Write the summary in paragraph form
Management, Loose-Leaf Version
13th Edition
ISBN:9781305969308
Author:Richard L. Daft
Publisher:Richard L. Daft
Chapter12: Managing Human Talent
Section: Chapter Questions
Problem 3CFCA
Related questions
Question
100%
Please I really need help, I begging you
Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. Mention important parts only. Also, you will put your comments and ideas about the topic. Write your comments and opinions briefly on the subject in a separate paragraph at the bottom. Please don't write item by item. Write the summary in paragraph form.
Transcribed Image Text:ganization.
ACTIVATING CULTURAL
CHANGE
The criteria in
behaviors can become habitual. When this happens,
such attitudes and behaviors can be almost impossible
to change. Consequently, it is important that supervisors
monitor the quality-related attitudes and behaviors of
their direct reports continually. When quality-positive
attitudes and behaviors are observed, they should be
reinforced immediately. Correspondingly, when quality-
negative attitudes and behaviors are observed, they
should be corrected immediately.
10. Reinforce and maintain quality. In order to maintain
a quality culture once it has been established, organiza-
tions must reinforce the quality-related attitudes and
behaviors they expect of their personnel. This means
that recognition and reward systems must factor in
quality as a key criterion. Quality-related attitudes and
behaviors should be factors in all decisions about raises,
and characterize total quality as being just the latest one;
they may take a "This too shall pass" attitude toward it.
Senior executives who have a history of starting change
initiatives but failing to follow through on them are poor
candidates to lead an organization through a major cultural
shift. With such executives in leadership roles, employees at
all levels are likely to adopt an attitude of "This too shall pass."
Finally, senior executives who are unwilling to empower em-
ployees at all levels to help
that the effort to bring change will fail. Cultural change re-
quires support, ideas, and leadership from employees at all
levels. Senior executives who are unwilling to empower em-
ployees to think and do will block cultural change.
checklist in Figure 6.6–All employees know the mis-
sion of the organization-receives an organization-wide
average score that is unacceptably low (e.g., less than 3),
specific actions should be planned for correcting this
problem. The same is true of all criteria that receive low
average ratings.
The past is not just an important part of an organiza-
tion's culture; it can also be the most difficult part to
leave behind.
To attempt the implementation of total quality without creating
a quality culture is to invite failure. Organizations in which the
prevailing culture is based on traditional management practices
are not likely to succeed in the implementation of total qual-
ity. Successful total quality requires cultural change. Several
primary reasons cultural change must either precede or at least
parallel the implementation of total quality are described here.
lead
change will
actually
ensure
CHANGING LEADERS
TO ACTIVATE CHANGE
4. Expect. An organization's corporate culture is one of
those
Consequently, it is important for executives, managers,
phenomena
in
which you get what you expect.
Cultural change is one of the most difficult challenges an or-
ganization will ever face. It is hard to achieve under even the
f circumstances. Leadership from the top is essential.
Consequently, sometimes an organization's culture simply
cannot be changed without a change in leadership.
This possibility arises when the staunchest defenders of
status quo are the most senior managers. Senior manag-
ers are likely to be the individuals in an organization with the
the
and supervisors
that quality-positive
to make sure that all
personnel know
1. Change cannot occur in a hostile environment. The
total quality approach to doing business may be radi-
cally different from what management and employees
are accustomed to. Managers who are used to sitting in
their lonely towers at the top of the pecking order and
issuing edicts from on high are likely to reject the con-
of
attitudes and behavior are
thát
This can be achieved by (1) including a corporate value
relating to quality in
(2) including quality in the job e
sonnel, (3)
:(3) including quality in all of the
team charters, (4) including quality criteria in all of the
organization's strategic plan,
LAYING THE FOUNDATION
job descriptions of
per-
***
FOR A QUALITY CULTURE
organization's
cept employee involvement and empowerment.
Employees who are used to competing against their
fellow employees
may not be open to mutually supportive internal part-
nerships and teamwork. Situations such as these can
create an environment that is hostile toward change, no
matter how desirable that change is. Change can be dif-
ficult, even when people want to do so. It can be impos-
sible in a hostile environment.
Establishing a quality culture is a lot like constructing a
building. The process begins with laying a solid foundation.
Like a building, without a solid foundation an organization's
corporate culture will quickly crumble. What follows is a
ten-step model that quality professionals can use to establish
a solid foundation for a quality culture in any organization.
performance
organizations per
talking about quality at all levels in the organization,
appraisal instruments, (5)
greatest investment in the past and, as a result,
to orthodoxy. If the old adage holds true that "an or-
ganization is the lengthened shadow of one person," then the
CEO must be the key player in changing an organization's
the
greatest
promotions, and recognition awards.
for promotions and wage increases
(6) recognizing and rewarding quality-positive attitudes
and behavior, (7) providing quality-related training for
personnel at all levels, and (8) setting quality-related
goals for all teams, units, departments, and divisions in
the organization.
LEARNING WHAT A QUALITY
CULTURE LOOKS LIKE
culture.
1. Understand. Quality is at its heart a cultural con-
cept. The tone for an organization's culture is set by
the CEO and executive managers. Without the buy-in
How does one know or how can one tell when it will
Part of laying the groundwork for a quality culture is under-
standing what one looks like. This is a lot like a person who
wants to lose weight where an effective strategy is to tape a
picture of a slender person to the mirror. The picture serves
not only as a constant reminder of the destination, but also
as a measurement device that indicates when a goal has been
met. If a picture of a company with a strong quality culture
could be taped to an organization's wall for all employees to
see, it would have the following characteristics:?
be necessary to change leaders to change the organization?
What follows are several questions that can be used by senior
executives for self-assessment or by the organization in mak-
ing its own assessment of the need for new leadership:
5. Model. Executives, managers, and supervisors must be
consistently positive role models of the quality-related at-
and commitment of executive management, there can
quality culture. Consequently, the cornerstone
of the cultural foundation must be an understanding
The nature of
2. Moving to total quality takes time.
total quality is such that the organization may have to
go down somewhat before it can turn things around
and start to
titudes and behaviors expected of personnel. Employees
are more likely to follow the behavior of management
be no
1. Are the current leaders fully knowledgeable of the need
to change and the ramifications of not changing?
personnel than their words. Consequently, it is impor-
tant to do more than talk a good game when it comes to
the concept of
quality culture and their role in establishing and main-
taining such a culture. Brien Palmer recommends
to sell higher
come up. In a conversion to total quality,
on the part of executive managers c
of
positive results are rarely achieved in the short run. This
characteristic
quality. Management personnel must walk the talk.
6. Orient. New employee orientations should have a
comprehensive quality component. A new employee's
first exposure to the organization occurs during his or her
initial orientation. Consequently, it is important to begin
emphasizing the organization's quality-related expecta-
tions from the outset as part of the orientation process.
2. Are the current leaders able to articulate a vision for the
gives
nonbelievers and people who just
new organization?
3. Have the current leaders set the tone for change and
established an organization-wide sense of urgency?
4. Are the current leaders willing to remove all obstacles to
cultural change?
5. Do the current leaders have a history of following
through on change initiatives?
6. Are the current leaders willing to empower employees
at all levels of the organization to make cultural change?
don't want to change (and such people are often in the
majority at first) the opportunity to promote the "I told
you it wouldn't work" syndrome.
three-pronged approach when a
management on
ron the concept of quality culture: (1) align
the concept with organizational goals, and get help to
identify the financial benefits; (2) become the project
manager of this challenge, and then measure and miti-
gate resistance, inertia, and opposition; and (3) prepare
a brief but powerful presentation that can be made for
. Widely shared philosophy of management
It can be difficult to overcome the past. Employees
an organization for any period of
time have probably seen a variety of management fads
come and go. Promoting the latest management gim-
mick and then letting it die for lack of interest may
be part of the existing organizational culture. If this
is the case, it will be difficult to overcome the past.
Employees will remember earlier fads and gimmicks
. Emphasis on the importance of human resources to the
organization
. Ceremonies to celebrate organizational events
. Recognition and rewards for successful employees
- Effective internal network for communicating the culture
3.
who have worked
in
7. Mentor. Many organizations use mentors to help in the
development of employees. Typically, mentors provide
technically oriented assistance (e.g., helping new person-
nel learn the necessary job skills). By taking this concept
one step further, organizations can help their new per-
sonnel develop quality-positive attitudes and behaviors.
executive managers.
2. Assess. In this step, a comprehensive assessment of
the existing corporate culture as it relates to quality is
completed and the results are compiled. Figure 6.6, dis-
cussed later in the chapter, is a sample quality culture
assessment instrument that can be used as a guide in
for any or
. Informal rules of behavior
In an organization that needs to make a major cul-
change, the answer to all of these questions must be
yes. Senior executives who fail to comprehend the need to
change
- Strong value system
. High standards for performance
. Definite organizational character
tural
8. Train. Providing quality training at all levels is not a
new concept to competitive organizations. However, what
might be new is the need to expand quality training be-
yond the typical technical topics to include attitudinal and
behavioral topics. In other words, it is important to help derstanding the characteristics of organizations that have
personnel understand not just
also the "why." The why can be summarized in just one strong quality cultures are important to any executive team
word: competition. All personnel need to understand that that hopes to change the culture of its organization. Before
the organization's survival depends on its ability to com- implementing any of the specific strategies for establishing a
pete successfully every day over the long term and that quality culture that are explained later in this chapter, every
they play a critical role in helping the organization do so. person who will be involved in the change or affected by it
9. Monitor. Attitudes and behaviors tend to be habitual. should be familiar with these laws and characteristics.
If people are allowed to continue inappropriate attitudes
and behaviors relating
and the ramifications of a lack of change cannot lead
developing a similar assessment instrument for any or-
criteria in Figure 6.6 are suggested as
of the kinds of items that should be contained
However,
QUALITY TIP
an organization through a major cultural change. Senior
executives who cannot envision the new
Can There Really Be Shared Corporate Values in a
Diverse Society?
ar-
exampality culture
Knowing the laws of organizational change and un-
ticulate what they see will be unable to lead an organization
through the change.
change, they will inhibit rather than lead the organization.
Senior executives who fail to create a sense of urgency
will see cultural change fall victim to complacency. Senior
executives who are unwilling to remove obstacles that inhibit
cultural change have the wrong set of priorities. This some-
times happens when the obstacles are perquisites, such as
corporate aircraft or luxurious office suites to which execu-
tives have grown accustomed.
Wirat uhey
in a
assessment instrument.
If they fail to set the tone for cultural
of quality but
America is one of the most diverse societies in the world, a fact that
is reflected in the workplace. Since people who come from differ-
ent backgrounds often have different values, one could reasonably
ask if an organization can realistically adopt a set of shared corpo-
rate values. Surprisingly, the answer to this question is yes. Even
in the most diverse settings, people still want to be treated with
honesty, integrity, and dignity. Further, they understand the need to
compete in order to survive. Consequently, self-interest promotes
the sharing of values that in turn promotes competitiveness.
this example is
organizations will want to add other criteria and, per-
haps, eliminate some of those shown. All employees
should be allowed to complete the survey instrument
without attribution, and the organization-wide average
for each criterion should be compiled.
3. Plan. Based on the results of the survey in the previ-
ous step, develop a comprehensive plan for establishing
a quality culture. For example, if the first criterion in the
not meant
to be comprehensive.
Most
the
"how"
quality, those attitudes and
Expert Solution
This question has been solved!
Explore an expertly crafted, step-by-step solution for a thorough understanding of key concepts.
Step by step
Solved in 2 steps
Recommended textbooks for you
Management, Loose-Leaf Version
Management
ISBN:
9781305969308
Author:
Richard L. Daft
Publisher:
South-Western College Pub
Management, Loose-Leaf Version
Management
ISBN:
9781305969308
Author:
Richard L. Daft
Publisher:
South-Western College Pub