Total Quality Management and Business Excellence

Discuss about the Total Quality Management and Business Excellence.

Introduction

The organizational culture is a term which many institutions tend to ignore. The companies fail to understand the benefits of a culture such as the quality of work, employee morale, and the profits which are associated with culture. Leaders should infuse all the areas in the company to build culture as Tony Hsieh outlines in the clip about building a culture of the Zappos organization (Why Zappos Pays New Employees to Quit--And You Should Too, n.d.). In the other clip, Tony pays the new employees to quit and he does all he can to build the company culture (Zappos CEO Tony Hsieh talks about building a culture-based company, n.d). Therefore, the company culture can be defined as a system where there are beliefs, values, and assumptions which determine how individuals behave and conduct themselves within the company. Clearly, the shared values entail a strong impact on the persons in the companies and hence they monitor their way of dressing, actions, and how they conduct their jobs.

As an employee in an organization, I have experienced various types of cultures as outlined in this paper. To begin with the clan culture, it entails collaboration and people have similarities in what they do. Under the clan culture, most of the administrators are seen as team builders, mentors, and also facilitators in the organizations (Acar & Acar, 2014). This culture outlines the theory regarding effectiveness which holds on participation and the development of human beings. Finally, this culture holds various strategies which are of quality such as the employee engagement, team building, empowerment, and open communication. On the other hand, I have experienced the hierarchy culture. This type of culture involves an organization which is well structured and formalized for people to work. The leaders who are successful are viewed as monitors, organizers, and coordinators (Gimenez-Espin, Jiménez-Jiménez & Martínez-Costa, 2013). The governing theory within this type of culture is efficiency and control with available processes. There are quality processes which include the control of processes, quality tools, and continuous problem-solving. I have also experienced the adhocracy culture as an employee where there is a creative, entrepreneurial, and dynamic environment for work. The leaders are viewed as visionary, innovators, and entrepreneurs within the organization. The main theory ruling this culture is vision, innovativeness, and the new resources (Sanders, 2017). This because quality strategies are set such as looking for creative solutions to problems, progressive improvement, delights, and surprise. Finally, I have experienced the market culture. This is a type of culture where the organization is viewed as result-oriented where the main motive is to have the work completed. The administrators are viewed as producers, competitors, and hard driving. The main theory which focuses on the effectiveness under this culture is competitiveness, aggressiveness, and the customer focus. The strategies put in place are enhancing the competitiveness, estimating the preferences of various customers, creating partnerships from outside, and also, improving the productivity of the organization. The four types of cultures are evident in several organizations. Hover, the organizations change from one culture to the other due to the growth and changes experienced. Employees face significant challenges to recognize their organization’s culture which contributes to their development. Clearly, if a culture is viewed as dormant without the other characteristics, the organization can experience negative results.

Culture and Strategy

Focusing on the corporate culture and strategy, it is clear that culture has an impact on the implementation of strategies. This is because culture creates the strategy foundation. Clearly, the strategies should align with the organizational culture before they are implemented. For instance, in the case of adaptability and flexibility, it is important that organizations need to be flexible to acquire changes. Through flexibility and adaptability, an organization embraces the culture types hence the strategies are implemented effectively Guiso, Sapienza & Zingales, 2015). In evaluating a stable culture, it is clear that it should support the strategies implemented and also foster the partnership, teamwork, unity, and cooperation amongst the employees. Therefore, the employees exercise commitment and they are interested in the forward movement of the organization. Unified and flexible cultures impact the implementation of cultures since the goals should be aligned. At some point, the alignment of culture and the implementation of strategies engage the implementation of processes which include technology utilization to meet the customers’ needs (Ortega-Parra & Ángel Sastre-Castillo, 2013). Through process implementation, the organizations hold and maintain the strategies and cultures within the organization. Also, culture aligns in regard to the implementation of strategies hence the organization operates efficiently. This is because culture provides the leaders with the opportunity to work with the employees and develop better strategies. From the clip about culture building, Tony indicates that organizations should focus on improving the customer services, development, and the culture. This is because he looks forward to increasing the profitability of Zappos.  A culture where there is positivity in the office, the employees are assured of attaining the best talent, be outstanding in terms of performance, and also be passionate (Galpin, Whitttington & Bell, 2015). Zappos employees are engaged in the training program to improve their skills and this is a good strategy to enhance the performance of the institution. Based on the clip why Zappos pay new staff to quit, Tony develops strategies of benchmarking in other institutions to learn from them. Therefore, my evaluation of the alignment between strategy and culture, it is clear that the two concepts are correlated and have an impact on each other.

Conclusion

In conclusion, company culture outlines the company values which dictate the relationship between vendors, customers, partners, and employees. The main aim of the organization strategy is to show how the organization embraces the beliefs and roles to attain its objectives. Therefore, in considering the strategy within the culture, the organization should focus to alter the culture as they implement strategies in their favor. Organizations should follow various steps to align culture and strategy within the organization. For instance, the organization should evaluate the leaders as well as be realistic regarding the types of cultures to embrace. This paper outlines four different types of cultures which are beneficial to the organizations. At the same time, the organizations should implement a realistic plan for the organization which considers the alignment of culture and strategy.

References

Why Zappos Pays New Employees to Quit--And You Should Too [Video file]. (n.d.). Retrieved from http://www.youtube.com/watch?v=cQLTQAv5JQA

Zappos CEO Tony Hsieh talks about building a culture-based company [Video file]. (n.d.). Retrieved from http://www.youtube.com/watch?v=JdKZapHZL4c

Acar, A., & Acar, P. (2014). Organizational culture types and their effects on organizational performance in Turkish hospitals. Emerging Markets Journal, 3(3), 18.

Gimenez-Espin, J. A., Jiménez-Jiménez, D., & Martínez-Costa, M. (2013). Organizational culture for total quality management. Total Quality Management & Business Excellence, 24(5-6), 678-692.

Sanders, E. J. (2017). The Human Frontier: Building an Inclusive Organizational Culture. Journal of Organizational Psychology Vol, 17(1), 71.

Guiso, L., Sapienza, P., & Zingales, L. (2015). The value of corporate culture. Journal of Financial Economics, 117(1), 60-76.

Ortega-Parra, A., & Ángel Sastre-Castillo, M. (2013). Impact of perceived corporate culture on organizational commitment. Management Decision, 51(5), 1071-1083.

Galpin, T., Whitttington, J. L., & Bell, G. (2015). Is your sustainability strategy sustainable? Creating a culture of sustainability. Corporate Governance, 15(1), 1-17.