KALİTE YÖNETİMİ

Change management is the ability of the business to produce new products and ideas and to develop new processes by managing the change process in order to achieve the goals of the business and reach the desired position in the future. For instance, durable goods manufacturers produce refrigerators that keep food fresh longer and consume less energy. The patterns on the ceramic tiles we use in kitchens and bathrooms are embroidered on the products with more sensitive printer-like machines instead of the old techniques. As in the examples above, change is not limited to goods and services produced in the enterprise or to production processes. In addition, change can mean changes in the way of doing things, in organizational structure, and in information flow in the organization. With change management, the business aims to reduce the risks and costs of all these changes.

Change is divided into two categories namely planned and unplanned changes depending on the way how it emerges. Planned change means that managers have the initiative and plan the change process and implement the change in line with the needs determined. In planned change, the business decides the need for change by analyzing the information it collects from the environment and applies the change. Unplanned change refers to the change that is not planned before and which is implemented in order to adapt to sudden changes occurring in the internal or external environment.

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 define economic globalization as the transfer of capital, labor and goods and services between countries without encountering any obstacles. With the globalization process, businesses can deliver their products to consumers all over the world, establish production facilities in different countries or buy the established ones in other countries. Therefore, businesses must compete not only with enterprises in their own countries or regions, but with businesses all over the world. Increasing competition due to globalization encourages enterprises to produce higher quality, different products and adopt different business models.

Innovation can arise from the products, production process, organizational structure or marketing efforts of the business. Innovations greatly change the way things are done in the organization. New products mean creating new production processes, forming new positions, organizing people responsible for carrying out these processes, processing new raw materials, redesigning the flow of information and documents. Therefore, innovations bring change, regardless of their source.

The reasons for resistance to change can be listed as follows:

The steps of using the resistance to contribute to the change process as a resource are as follows:

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.

Unfreezing can be defined as the disruption of routines of existing habits in the processes that are intended to be changed in the organization. In this process, the current situation is defined, the vision for the desired level is designed and the forces that contribute to or prevent change are predicted. This prediction is called force field analysis. The forces that accelerate to change are called driving forces, and the forces that decelerate it are called restraining forces. Driving forces must be increased or restraining forces must be reduced in order for the change to take place.

TQM applications start with the preparation stage. The preparation stage is critical to the success of the entire process. The stage should not be carried out in a hurry. Managers should never start the practices until preparations are complete. The decisions to be taken during the preparation stage and the actions to be taken are as follows:

Commitment by the top management

Form a steering committee

Team building

Total quality training for the steering committee

Developing vision and guiding principles

Set broad strategic objectives

Communicate and publicize

Identify organizational strengths and weaknesses

Identify change advocates

Baseline employee and customer satisfaction

Managerial Barriers:

• Not to examine the practices of other businesses.

• Not to plan the quality process.

• Not to insist on the process of change.

• Not to allocate sufficient resources for TQM applications.

• Not using effective quality measurement techniques.

• Not to determine the type of training required for each job and person.

• Changing business objectives frequently.

• Focusing on short-term business interests, putting teamwork and quality improvement efforts in the background.

• Ignoring subordinates’ participation.

Organizational Barriers:

• Poor written and verbal communication between hierarchical levels in the organization.

• Poor communication between departments. • High employee turnover.
• Resistance to change.
Philosophical Barriers:

• Not trying to understand customers, ignoring customer feedback.

• Not being able to create an organizational culture that enables everyone to participate.

• Failure to develop long-term relationships with good suppliers, believe that quality will only be achieved within the boundaries of the enterprise

• Forgetting that the TQM is an ongoing work.

The correct choice is D.

The correct choice is B.

The correct choice is E.

The correct choice is A.

The correct choice is C.

The correct choice is E.

Changing the change is one of the steps.

The correct choice is C.

The correct choice is B.

The correct choice is A.

The correct choice is B.