|
| WebNote |
|
|
Click Here to go...
BACK |
Organizational Culture Change |
|
| |
Dean and Evans, and Scholtes as well, all remind us of Dr. Deming's 12th point for management: "Remove barriers to pride in work." This should be a key objective of any organizational culture change initiative. Being made to feel less important for the company than managers is the greatest barrier to employee pride, organizational commitment, work ownership and goal alignment that exists in organizations today. The fact is; all employees need to feel personally important in order to give their best to the enterprise. The fact that some people do not feel this important, is a major rationale for organizational culture change.
|
|
| |
Unfortunately, one of the most chronic and widespread failures of management is a failure to tap the full potential of each and every employee. This can only be done by building the competence and pride of every member of the organization.
|
|
| |
When old-style management set out to design work, they separated the thinking about that work and the doing of it. Management did the thinking and production workers and functional specialists did the doing. Where management defined performance standards with numbers, they may have got them. But never anything more. Workers knew their managers viewed them simply as a means to an end, simply as machines. They knew that working harder often meant fewer of them working, and so they resisted productivity increases and ignored quality improvements.
|
|
| |
Given their management-defined focus on the numbers, and their lack of strategic overview, most employees in these companies were blinded to customer needs, emergent opportunities and threats, and the need for quality innovation. These things required thinking, and since that was "management's job", they left it to them. As a result, the vast majority of people in these organizations "just work here". It stands to reason that it is up to management to eliminate this pathetic expression of a lack of pride in work.
|
|
| |
|
| |
Dean, James W., Evans, James R. Total Quality: Management, Organization and Strategy. West Publishing Company. Minneapolis/St. Paul. 1994.
This incredibly detailed yet easily digestible text provides readers with a workable understanding of the Total Quality movement. Everything from the nuts and bolts to the grander scheme of a TQ effort are discussed in easy to understand terms. Dean and Evans use numerous diagrams, tables and case studies to clarify messages and deliver understanding. This is an excellent text for companies to use to conceptualize and launch their own comprehensive, systematic and scientific Total Quality Effort (not to be confused with the documentation-intensive efforts called for by ISO 9000 certification). This book is a how-to guide for real quality innovation.
|
|
|
