KALİTE YÖNETİMİ - Deneme Sınavı - 2

Not every change process can be performed successfully as in the example above. According to McKinsey’s survey of nearly 3000 executives around the world, only one out of every three change processes is successful (Meaney & Pung, 2008). In the research, managers were asked what they would do differently if their firm carried out the change process again. Nearly half of the managers said that they would set clearer targets (48%), spend more time engaging the workforce (43%), spend more time developing and communicating a change story (%42).

We can list the external factors causing change in organizations as technology, globalization and competition, economic conditions, political and legal conditions and social trends. 

Internal factors causing change in businesses can be listed as innovation, organizational failure and expectations of employees.

Social trends that lead businesses to change are related to the change in people’s taste, preference and consumption habits. The direction of the change activities of the businesses will undoubtedly be shaped by the opinions and behaviors of the consumers. For example, as a result of increased environmental awareness, many businesses have transformed their products and production processes in an environmentally friendly way. The annual goals of many businesses now include environmental sustainability and reducing greenhouse gas emissions. An example of how social trends affect business activities took place in the tourism sector in 2019. The fact that people started arranging their own travels via the internet played an important role in the bankruptcy of Thomas Cook, a 178-year-old British travel company. Since tourists have arranged their accommodation, air tickets and transportation in the country of destination, the need for travel agents has greatly decreased.

The reasons for resistance to change can be listed as follows (Buchanan & Huczynski, 2017):

Self-interest: We all have various habits and routines in our lives. Regardless of scale, every process of change replaces something old with the new. New business processes, new tasks, new products, new power relations and so on. These modifications change the whole routine in the business. As a result of the change, employees and managers may be concerned about the risk of losing their jobs, wages, qualifications and status. Change creates uncertainty in businesses where communication is not healthy, and employees are not well informed. Uncertainty for the future influences employee motivation and business performance negatively.

Misunderstandings: In businesses where employees are not adequately informed about the causes and process of change, people may have wrong ideas about the causes and consequences of change.

Different Evaluations: One of the issues that cause resistance in the change process is that everyone has different evaluations about the reasons, results, benefits and costs aspects of change. Some employees may say that costs outweigh the benefits. One way to create a consensus about the change is to share healthy data-based analyses and future forecasts with employees.

Low Tolerance: We respond to the same events with different reactions. The process of change, which is fun and exciting for some of us, can be scary for others. This is due to our level of tolerance to change and the uncertainty it may bring.

The steps of using the resistance to contribute to the change process as a resource are as follows (Ford & Ford, 2009):

1. Boost Awareness: The issue of change is discussed with all actors in the organization so that the interest and awareness about the change is kept on the agenda.

2. Return to Purpose: All actors are included in the planning of the change process, so that the content, causes and objectives of the change are better understood by everyone.

3. Change the Change: The inclusion of other actors in the change process can help generate different ideas, eliminate any flaws in the change plan, or help to prepare more effective change plans. 

4. Build the Participation: The inclusion of other actors in the change process encourages people to become part of the process.

5. Past Experiences: Failed old practices of change can affect people’s attitudes and perceptions of the process of change. It can be the source of resistance to change. Old experiences should also be examined before the change process is planned.

The decisions to be taken during the preparation stage and the actions to be taken are as follows: Commitment by the top management, forming a steering committee, team building, total quality training for the steering committee, developing vision and guiding principles, setting broad strategic objectives, communication and publicity, identifying organizational strengths and weaknesses, identifying change advocates, and baseline employee and customer satisfaction.

In the execution stage the committee activates the teams, receives feedback from customers and employees about the practices, reorganizes the organizational structure according to changing conditions or needs in practice and rewards the successful teams.

Standardization is the correct term to fill the blank in the question.

"Standard" is the correct term to fill the blank in the question.

Standards ensure the uniformity of products and / or services.

TSE is a member of  ISO (International Organization for Standardization since 1956).

Turkish Standards Institute has the duties mentioned in the question.

The current stage of the process is the "Preparation of the Standard Draft".

IEC is a non-profit, international, and non-governmental organization established in 1906 in accordance with Swiss Laws.

Laboratory tests are conformity assessment services concerned mainly with chemical, biological,
physical, fire, mechanical, water, air, food, electrical and electronic, software, DNA, fingerprints, anti-doping, animal health.

European Co-operation for Accreditation was built to establish a network of nationally recognized accreditation bodies in the European geographical area.

In Malcolm Baldrige Model, the concept of  "How exactly are the potentials of individuals operating within the organization determined? How are these individuals developed and how are their workforce competencies optimally distributed within the organization?" is considered as a criteria.

Change is divided into two categories namely planned and unplanned changes depending on the way how it emerges. Change is also divided into two categories namely radical and incremental changes depending on the impact on firm operations. Strategic change is also used to describe the radical change.

rame breaking improvement is a NOT must for incremental change. It requires continuous change whereas frame-breaking improvement is associated with radical change.

According to McKinsey’s survey of nearly 3000 executives around the world, only one out of every three change processes is successful (Meaney & Pung, 2008). In the research, managers were asked what they would do differently if their firm carried out the change process again. Nearly half of the managers said that they would set clearer targets (48%), spend more time engaging the workforce (43%), spend more time developing and communicating a change story (%42). The other themes are shown in Figure 8.2. Two of those are: 

Have stronger alignment among the top team (39%)

Implement tighter cash management (8%)

Technology and social conditions are external factors whereas innovation and organizational failures are internal.