KALİTE YÖNETİMİ

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.

According to Kurt Lewin’s 3-step model, successful change in business basically follows unfreezing-moving-freezing steps (Smith, 2014).

Self-interest, Low tolerance, Misunderstandings, Different evaluations are all reasons for resistance to change.

In order for TQM to be applied successfully in the businesses, preparation, planning, and execution stages must be carried out successfully.

Team activation and direction is a stage in the EXECUTION step of the implementation process of total quality management?

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

Philosophical Barriers:
• Not trying to understand customers, ignoring customer feedback.
• Not being able to create an organizational culture that enables everyone to participate.

Employees, Business age, scale, and performance, management and leadership style are business characteristics affecting the TQM practices.