This document discusses various aspects of organizational culture and quality management. It covers 1) customer relationship in quality management, 2) the nature of work attitudes, 3) organizational citizenship behavior, 4) terminal and instrumental values that shape organizational culture, and 5) how organizational climate is based on member perceptions and operates between culture and behavior. The document examines factors like job satisfaction, work design, moods and emotions, and how an organization's culture is transmitted through socialization, symbols and stories.

1. Organization Culture & Quality
Concept-Overview
1/20/2015
Prepared By
M.Karikalan,L&T-TPPC
karikalan@y7mail.com
1
Quality In Unrest

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M.Karikalan,L&T-TPPC
karikalan@y7mail.com2
1.CUSTOMER RELATIONSHIP IN THE FOLLOWING
QUALITY MANAGEMENT
2.THE NATURE OF WORK ATTITUDES
3.THE NATURE OF MOODS AND EMOTIONS
4.THE WORK SITUATION
5.ORGANIZATIONAL CITIZENSHIP BEHAVIOR
6.TERMINAL VALUE
7. INSTRUMENTAL VALUE
8.ORGANISATIONAL CLIMATE
Contents

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M.Karikalan,L&T-TPPC
karikalan@y7mail.com3
1.CUSTOMER RELATIONSHIP IN THE FOLLOWING QUALITY MANAGEMENT[6]
Frederick Winslow Taylor who is credited as the founder of scientific management
They were treated as work gangs, not as individuals. Management's role was to plan
and give orders, and the worker's role was to execute the plans set by management
(Person, 1912). Refer the Fig.SM.1 Scienfic management,[1]
As the decades passed, Taylor's vision[2] of the perfect factory soured in practice.
Workers became increasingly unwilling to put forth their best efforts, knowing that
they were not part of the decision-making process. Bosses became more reluctant to
visit the factory floor to find out what was really happening, and they became less
interested in finding out what their customers wanted.

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M.Karikalan,L&T-TPPC
karikalan@y7mail.com4
Administrative management emphasized the best way to do a job
based on the belief that monetary incentive is the motivation. Fayol
(1949) proposed fourteen management principles and identified
Planning, Organizing, Commanding, Coordinating and Controlling as the
five elements of management. Weber (1947) proposed the
organization structure for technical efficiency.
The next management school to evolve was Human Relations, which
was popular from 1930 to the early 1950s (Wren, 1979). The writers in
this school expanded on the classical school of management to include
social aspects of human behavior in the work environment using
scientific procedures. This need for social skills in addition to the
technical skills emphasized by the classical school added a new
dimension to management.
The Modern Management era started during World War II and
encompassed Management Science and Behavior Science.
Management science is characterized by the use of mathematical
models and computers in decision making.
The Behavioral Science approach to the study of management involved
the scientific study of observable and verifiable human behavior in
organizations, drawing significantly from the literature of psychology,
sociology and anthropology. It studied the needs of people in
organizations and provided motivation theories that are applicable
today. Behavior science is largely inductive and problem centered (Filley
and House, 1969). Key contributors to behavior science include Douglas
McGregor, Abraham Maslow, Frederick Herzberg and Chris Argyris. The
following tables for understanding the Quality management.

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Work Design Example for Behaviour science: Figure WD-1, Figure WD-2
Figure WD-1,Example of High and Low Job characteristics [3]

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Figure WD-2, The job Characteristics Model [3]

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2.THE NATURE OF WORK ATTITUDES
Work attitudes [4] are collections of feelings, beliefs, and thoughts
about how to behave that people currently hold about their jobs and
organizations. Work attitudes are more specific than values and not as
long lasting because the way people experience their jobs often changes
over time. For example, a person’s work situation might be altered due to
a job transfer or being given or denied a promotion. As a result, his or her
work attitudes might change, too. Values, in contrast, can and often do
remain constant from job to job and organization to organization. Two
work attitudes that have especially important implications for
organizational behavior are job Satisfaction and organizational
commitment.
Job satisfaction is the collection of feelings and beliefs that people
have about their current jobs. People’s levels or degrees of job
satisfaction can range from extreme satisfaction to extreme
dissatisfaction. ....... In addition to having attitudes about their jobs as a
whole, people also can have attitudes about various aspects of their jobs
such as the kind of work they do; their coworkers, supervisors, or
subordinates; and their pay.
3.THE NATURE OF MOODS AND EMOTIONS
........... moods can change from hour to hour, day to day, and sometimes
minute to minute. Think about how your own moods have varied since
you woke up today or about how your moods today differ from how you
felt yesterday. Then you will have some idea about the fluctuating nature
of work moods.
4.THE WORK SITUATION
............Sometimes people are dissatisfied with their jobs because of real
problems in the workplace. Perhaps they are overloaded with
responsibilities. Or perhaps they are required to use inefficient processes
and procedures, lack the autonomy to expediently solve problems or
institute more efficient and effective ways of doing things, or feel
frustrated that their organization is not taking a more proactive approach
to seizing opportunities.

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When employees voluntarily help each other
out on the job, they are engaging in
organizational citizenship behavior.
5.Organizational Citizenship Behavior
Although job satisfaction[4] is not related to job performance, new
research suggests it is related to work behaviors that are of a more
voluntary nature and not specifically required of employees.
Organizational citizenship behavior (OCB) is behavior above and
beyond the call of duty— that is, behavior not required of
organizational members but nonetheless necessary for organizational
survival and effectiveness. Examples of OCB include helping coworkers;
protecting the organization from fire, theft, vandalism, and other
misfortunes; making constructive suggestions;
developing one’s skills and capabilities; and spreading goodwill in the
larger community. These behaviors are seldom required of
organizational members, but they are important in all organizations.

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Helping coworkers is [4]an especially important form of OCB when it
comes to computing in the workplace and learning new information
technologies.
Employees have considerable discretion over whether or not they engage
in acts of organizational citizenship behavior. Most employees’ job
descriptions do not require them to come up with innovative suggestions
to improve the functioning of their departments. Nevertheless,
employees often make valuable innovative suggestions, and it may be
that employees most satisfied with their jobs are most likely to do so.
Once again, because these behaviors are voluntary—that is, there are no
strong situational pressures to perform them—it is likely they are
influenced by attitudes such as job satisfaction. As we saw earlier, work
moods are also likely to have some impact on these behaviors.
Employees in positive moods are especially likely to perform forms of
OCB such as helping customers or suggesting new ideas.
OCB concerns the [5]voluntary behavior of employees towards the
benefit t of the organization in excess of the requirements of both the
contract of employment specifications and the norms of behavior of
similar employees (Organ, 1988); the employees of the organization ‘go
the extra mile’ (for the organization's benefi t). For such behavior to
occur, employees must feel committed to the organization, which results
from their own disposition and their perception of how the organization
(and it’s superiors) treats them. Thus, adopting the perspective that an
organization has a personality and behavior separate from its members
(Wayne, Shore and Linden, 1997), it is appropriate to examine the
reciprocations in the relationship between employees and the
organization.

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How Is an Organization’s Culture Transmitted to Its Members? [4]
The ability of an organization’s culture to motivate employees is
directly related to the way in which members learn the organization’s
values and norms. They learn pivotal values and norms from an
organization’s formal socialization practices, and from the signs,
symbols, stories, rites, ceremonies, and organizational language that
develop informally as an organization’s culture matures.(Fig.WD-4).
A terminal value is a desired end state or outcome that people seek
to achieve. Organizations might adopt any of the following as
terminal values, or guiding principles: quality, responsibility,
innovativeness, excellence, economy,morality, and profitability.
An instrumental value is a desired mode or type of behavior. Modes
of behavior that organizations advocate include working hard,
respecting traditions and authority, being conservative and cautious,
being frugal, being creative and courageous, being honest, taking
risks, and maintaining high standards.
An organization’s culture thus consists of the end states that the
organization seeks to achieve (its terminal values) and the modes of
behavior the organization encou rages (its instrumental values).
Ideally, instrumental values help the organization achieve its terminal
values.

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For example, computer companies like HP and Microsoft whose
cultures emphasize the terminal value of being innovative strive
to attain this outcome by encouraging employees to adopt
instrumental values such as working hard, being creative, and
taking risks. That right combination of terminal and instrumental
values may create an entrepreneurial culture—one in which
employees are challenged to take risks or go out on a limb to test
their ideas.

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8.Organisational climate
Organizational climate is [5] based on the perceptions of
members towards the organization.’ Organizational climate
operates between organizational culture and organizational
behaviour and so, may change more quickly than
organizational culture, but far less rapidly than organizational
behavior.
Victor and Cullen (1988) discuss organizational climate at two
levels. The first level is aggregate perceptions of organizational
conventions concerning forms of structure and procedures for
rewards and control (perceptions of practices and procedures
– Schneider, 1975). The second level is aggregate perceptions
of organizational norms concerning warmth towards and
support for peers and subordinates (organizational values –
Denison, 1996; Ashforth, 1985).
‘Organizational Climate is a relatively enduring quality of the
internal environment of an organization that (a) is experienced
by its members, (b) influences their behavior, and (c) can be
described in terms of the values of a particular set of
characteristics (or attributes) of the organization.’ (Tagiuri and
Litwin, 1968: 27). Thus, the climate of an organization
distinguishes it from other, similar organizations. As shared
experience of members of an organization, it reflects their
perceptions about autonomy, trust, cohesion, fairness,
recognition, support, and innovation and so leads to the
members of the organization having shared knowledge and
meanings. Organizations' climates are important contributors
to homogeneity amongst members.

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[1] QUALITY MANAGEMENT AND PRACTICES, Edited by Kim-Soon
Ng, Published by InTech, Janeza Trdine 9, 51000 Rijeka, Croatia
[2] Total Quality Management Proceedings of the first world
congress Edited by Gopal K. Kanji
[3] Essentials of Organizational Behavier ,7th edition by Stephen
P.Robbins
[4] Understanding and Managing Organizational Behavior, SIXTH
EDITION,
Jennifer M. George
Jesse H. Jones Graduate School of Business
Rice University
Gareth R. Jones
Mays Business School
Texas A & M University
[5] Constructi on Supply Chain Management: Concepts and Case
Studies , Edited by Stephen Pryke,Senior Lecturer in Constructi on
and Project Management Bartlett School of Graduate
Studies,University College London,A John Wiley & Sons, Ltd.,
Publication
[6] http://core.kmi.open.ac.uk/download/pdf/14343394.pdf

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-END-
Thanking You
M.Karikalan