Quality Management
for Organizational
Excellence
Lecture/Presentation Notes
By:
Dr. David L. Goetsch and Stanley Davis
Based on the book
Quality Management for Organizational Excellence
(Sixth Edition)
Quality Management, 6th ed.
Goetsch and Davis
1
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Six:
Quality Culture:
Changing Hearts, Minds and Attitudes
MAJOR TOPICS
 Understanding What a Quality Culture Is
 Quality Culture versus Traditional Cultures
 Activating Cultural Change
 Changing Leaders to Activate Change
 Laying the Groundwork for a Quality Culture
Quality Management, 6th ed.
Goetsch and Davis
2
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Six:
Quality Culture:
Changing Hearts, Minds and Attitudes
(Continued)
Major Topics Continued
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Learning What a Quality Culture Looks Like
Countering Resistance to Cultural Change
Establishing a Quality Culture
Maintaining a Quality Culture
Quality Management, 6th ed.
Goetsch and Davis
3
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Six:
Quality Culture:
Changing Hearts, Minds and Attitudes
(Continued)


A quality culture is an organizational value system that
results in an environment that is conducive to the
establishment and continual improvement of quality. It
consists of values, traditions, procedures, and
expectations that promote quality.
Implementing total quality necessitates cultural change in
an organization, for the following reasons:
 Change cannot occur in a hostile environment.
 Moving to total quality takes time.
 It can be difficult to overcome the past.
Quality Management, 6th ed.
Goetsch and Davis
4
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Six:
Quality Culture:
Changing Hearts, Minds and Attitudes
(Continued)

Change can be difficult because resisting change is
natural human behavior. In any organization there will be
advocates of change and resisters. Sometimes advocates
focus so intently on the expected benefits of change that
they fail to realize how the change will be perceived by
potential resisters. People resist change for the following
reasons:
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
Fear
Loss of Control
Quality Management, 6th ed.
Goetsch and Davis

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5
Uncertainty
More work
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Six:
Quality Culture:
Changing Hearts, Minds and Attitudes
(Continued)

To overcome resistance to change, advocates
can apply the following strategies:
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Involve potential resisters.
Avoid surprises.
Move slowly at first.
Start small and be flexible.
Create a positive environment.
Incorporate the change.
Provide a quid pro quo.
Respond quickly and positively.
Work with established leaders.
Treat people with dignity and respect.
Be constructive.
Quality Management, 6th ed.
Goetsch and Davis
6
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Six:
Quality Culture:
Changing Hearts, Minds and Attitudes
(Continued)

Strategies for establishing a quality culture
include the following:
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Identify the changes needed.
Put the planned changes in writing.
Develop a plan for making the changes.
Understand the emotional transition process.
Identify key people and make them advocates.
Take a hearts and minds approach.
Apply courtship strategies.
Support.
Quality Management, 6th ed.
Goetsch and Davis
7
© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.