The need for quality cultures

Abstract

This article discusses the need for quality cultures in organizations. Such cultures can be achieved by developing and improving training and development programmes. Many organizations traditionally have made efforts to deskill their workforces believing that the simpler the job becomes the easier it is for the employee to perform his or her duties. This will result in improved efficiency and thus improved productivity. The traditional view is that training and development are unnecessary.This outlook is unsuitable in a quality culture. Organizations should not live in the past and they should not fear the changes that are required to achieve a quality culture.Beyond training and development a quality culture can be achieved by "reframing" the way people think and operate throughout the organization. Organizations have developed a general acceptance of "short termism", providing high returns to the shareholder, over short periods of time. Short termism must be replaced by strategies for the long-term success of organizations. This requires sustainability. Sustainability encompasses reframing and upside-down thinking and will lead to an organization that has a quality culture. A quality culture will develop trust. It will reskill workers. These outcomes will be achieved by improving training and development.

La Responsabilidad Social Gubernamental Y Su Influencia en La Cultura De Calidad Del Gobierno Municipal De Villaflores, Chiapas

“…La operacionalización de las variables consideradas en esta investigación se muestra en la tabla 1. -Daniel, 2009;Bowen, 1996;Daniels, 1992) Igualdad de oportunidades IO El Gobierno, tambien debe procurar que exista igualdad deoportunidades, tanto en empleo como en posibilidades de tener una vida digna. (Wu, 2015;Ulf-Daniel, 2009;Levy, 2007)…”

Transforming the firm for the digital era: An organizational effort towards an E-culture

“…This is so because we are dealing with both individual and organizational behaviours, with all the opposition that a change of this nature tends to generate. Following this line of thought, the literature claims that the basis for the success of TQM programmes lies in analysing the culture and orienting it towards these aims [27][28][29][30][31][32][33].…”

Analysis of a cultural change in a Spanish telecommunications firm

“…Certification is only a step prior to Total Quality and, in this respect, its obtention is interesting, but if we want to achieve quality and excellence, the matter must be dealt with in more depth (Bowen, 1996;Johnson, 1991;Maccoby, 1993;McNabb and Sepic, 1995;Shirley, 1997;Sinclair and Collins, 1994;Southern and Murray, 1994). There is not a clear methodology to achieve it, and the reality of business shows that different ways have been used; nevertheless, we put forward the hypothesis that the use of "bubble-like" introduction mechanisms as well as "cascade-like" implementation mechanisms, with the support of the right training and communications policies that generate participation and commitment within the project, is a valid system to succeed in changing from a bureaucratic culture into a customer-oriented one.…”