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Understanding organizational development and quality culture

Lisbon, 16 February 2014

Sustainability of change …

• Sustainability of change for improvement exists when a newly implemented process continues to improve over time, becomes ‘the way things are done around here,’ and certainly does not return to the ‘old’ processes that existed before the improvement project begins.

• early engagement of all staff affected by the change

• positive management of scepticism and resistance

• endorsement and support from key senior individuals

• support and involvement of consultant medical staff

• Compatibility with organisational needs, priorities and culture

• awareness that the source of initiative (e.g. top-down, target driven or locally created) is influential

3 Key factors sustainable implementation

• Empolyee involvement• Commitment of management• Focus on daily practice

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Staff the the key determined factor in providing quality of services.

McKinsey report, 2007

Organisations can never exceed the quality of its staff – professionals.

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Control

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Dynamics and rythm of Organisational development

Typology of organisational culture

* Increasing organisations' capabilities

* Increasing organisations' capabilities

Intellectual capability

Social capability

Commercial capability

Material capability

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Control

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* Increasing organisations' capabilities

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Control

ExternIntern

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ExternExtern

ControlControl

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Efficiency

Human focuss

Effectiveness

Innovation

Culture

… Culture is the shared beliefs, values, attitudes, institutions, and behaviour patterns that characterize the members of an organization. … the core values are the binder.… mental construct;… partly visible, partly invisible;… durable, stable and difficult to influence;… expresses the identity of the organization: corporate identity.

The culture of an organisation is made up of many variables

– modes of interaction – assumptions,– rituals– membership– structures– control mechanisms – etc

Quality culture

Quality culture is a specific aspect of organisational culture, which is defined as 'the social glue that helps to hold an organisation together'.

Robbins (2001)

Quality culture

• … is an attitude and set of values employed by a company to improve the levels of quality in its service. This may be to improve the quality of – relationships with customers, – improve communication between employees – to improve the attitude of employees.

• … is a set of group values that guide how improvements are made to everyday working practices and consequent outputs

Quality culture values• The understanding that 'we are all in this together’. This may refer to

the management team, employees, suppliers and customers. Without each of these groups working together in harmony, the company will be unable to operate to its full potential.

• Communication is vital to improve quality. Management teams should keep colleagues up-to-date with important corporate changes as this will make the company function more effectively. It will also improve morale.

• Everyone should be treated equally- this also applies to the management team. This follows the idea that all members of the company have the same goal and ideals- to do the very best they possibly can for the good of the company.

• There is no such thing as failure. Negative outcomes can only help employees learn from their mistakes and do better next time.

Culture vs. Structure

Informal organisation Formal organisation

Culture Strcuture

The structure determines who interacts with whom, what, where and when. It creates the conditions in which culture can be transferred, developed and continued.

The culture determines the possibilities for the structure and effectiveness of a givenstructure.

Principles and opinions

Values and norms

Rituals and traditions

Symbols

Heroes and stories

Symbols

Heroes and stories

Rituals and traditions

Values and norms

Principles and opinions

Employees like to work, to take responsibility, to develop and to be creative

People only work if there is a high level of control.

Professionals know what is best for those who are in need.

Leadership: controling performance, activities and manage employees.

Organisational culture

What are the 2 main challenges of your organisation ?

Organisational culturePerspectives: Power and cooperation (by Handy)

Power distributionHigh

Power distributionLow

Cooperation Low

CooperationHigh

Role CulturePower Culture

Person CultureTask Culture

Organisational culturePerspectives: orientation (by Robert Quin)

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Family

Hierarchy Market

Ad Hoc

Organisational culture 2FlexibilityFlexibility

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ControlControl

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Family Culture

Ad Hoc Cultu

re

Hierarchy Cultu

re Market Culture

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Dynamics and rythm of Organisational development

Typology of organisational culture

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Family Culture

Ad Hoc Cultu

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Hierarchy Cultu

re Market Culture

Core characteristic: the motivation and efforts of staff in the organisation. The goals will be enahanced thruogh increasing the committment of staff. I.e. By creating consensus in decision making and changes processes.

Core characteristc: Stability and continuity of the core business. These aim will be achieved by routines and procedures. Rules, structures and tradition determine the operations.

Core characteristic: The organisation needs to compete in an unpredictable and competitive environment. The goals will be achieved through recruiting external measures and external human resources (outside the organisation) with the focus continuous adaptation to the market and creative innovation.

Core characterisitc: Productivity and costs-benefits (financial perspective). These goals are achieved by steering behavior of staff.

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Family Culture

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Hierarchy Cultu

re Market Culture

The manager creates clear tasks and manage these. He is strongly focussed on structure of the organisation and the various processes. The manager knows the core processes, controls, analyses and pays attention to the details.

The manager is task oriented, committed and manage reaching the objectives. De director shows vision, plans and objectives. He clarifies expectations, organises and delegates.

Manager encourages mutual trust, cooperation, team building and involvement of staff. He solves internal conflicts. Manager facilitates staff development. He knows and mange the competences of staff, is a good communicator, honest and accessible.

The manager emphasises the creation of adaptations and changes. He identifies changes in the environment, important trends and can cope with uncertainty and risks.The manager has a clear vision to identify and to meet needs in the market. They mediate between organisation and environment. Image, performance and reputation are important elements.. They know how to negotiate and to sell.

Role of the manager

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Family Culture

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• Empowerment• Team development • Involvement of staff • Continuous improvement • Human Resource Development• Open Communication

• Surprising and pleasure• Creation new standards / norms• Meeting needs• Continuous Improvement• Creative solutions

• Identifying non-conformances• Measurement• Process control• Systematic problem solving • Applying 7 quality

instruments

• Measuring customer expectations• Improvement productivity• Creating partnerships • Increasing competitive capability • Involvement of customers and

suppliers in the quality strategy

Organizational Culture Assessment Instrument' (OCAI) 1

Organizational Culture Assessment Instrument' (OCAI) 2

1. Diagnosea. Analysis current cultureb. Analysis desired culture c. Interview Management team about the results

2. Designa. Identifying starting points for sustainable quality interventionsb. Implementation plan and interventions.

FlexibilityFlexibility

ExternExtern

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Orientation

Efficiency

Human focuss

Effectiveness

Innovation

Strategic option

Family Culture

Hierachy culture

Ad Hoc Culture

Market culture

Organisation culture Direction

FlexibilityFlexibility

ExternExtern

ControlControl

InternIntern

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ControlControl

InternIntern

• Surprising and pleasure• Creation new standards /

norms• Meeting needs• Continuous Improvement• Creative solutions

• Empowerment of staff• Team development • Involvement of staff • Continuous improvement• Human Resource

Development• Open Communication

PANAGIA ELEOUSA

N = 15

NLN Philsboro

N = 8

NLN Cavan

N = 12

Workshop (60 minutes)

• Study the result of the culture scan !– Observations / conclusion?– Do the identified topics fit in the current culture

profile?– Does the improvement initiative(s) fit in the current

culture profile?

• Consult / discuss with pilot partners about your observations / conclusions.

Group 1. AFID – Panagia Eleousa – VRC -eQual Consulting.

Group 2. NLN – Grue Services – Josefheim- SinaseGroup 3. Astangu – Pluryn – Integras- Centerkontura-

APQ - Disworks