Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. MAINTAINING A QUALITYCULTUREEstablishing a quality culture is a challenging undertakingfor any organization. It is even more challenging to maintaina quality culture over time. The easiest thing in the worldis to become complacent and let the organization's culturebegin to slip back into its old mold. In order to maintain aquality culture, organizations must foster the following criti-cal behaviors:"1. Maintain an awareness of quality as a key cultural issue.This is accomplished through the regular disseminationof quality goals to all personnel and the correspondingresults relating to these goals. Managers should "keepscore" and let all stakeholders know what the score is.2. Make sure that there is plenty of evidence of the man-agement's leadership. Cheerleading is good, but it's notenough. Managers should provide leadership in strate-gic planning for quality, serve on quality councils, andbe actively involved in the implementation of qualityinitiatives. Employees need to see managers "walkingthe walk" as well as "talking the talk."3. Empower employees and encourage self-developmentand self-initiative among them. Managers should makesure that jobs are designed for as much self-control aspossible, continually seek and use employee input, andencourage self-directed teamwork.4. Keep employees involved. Do not just seek their in-volvement through empowerment: structure the orga-nization and its processes in ways that ensure it. Thismeans making employees fully empowered members ofthe quality council; maintaining a system that makes iteasy, convenient, and nonthreatening for them to rec-ommend improvements; and involving employees inareas, such as product or process design review.5. Recognize and reward the behaviors that tend to nurtureand maintain the quality culture. Recognition involvesvarious forms of public acknowledgment. Rewards aretangible benefits, such as salary increases, bonuses, in-centives, and promotions. ESTABLISHING AQUALITY CULTURErealization bottoms out, acceptance occurs. Acceptance doesnot mean the person agrees with what has happened. Rather,it means that he or she is ready to say, "I have this problem;now what can I do about it?"This attitude allows the rebuilding process to begin.During this phase, people need as much support as theydid during the realization phase. As the rebuilding phase isaccomplished, understanding sets in. In this phase, peoplehave come to grips with the change, and they are dealingwith it successfully. This phase blends into the final phase,recovery. In this phase, people are getting on with theirlives.Position (Type)L Identify the attitudes, behaviors, processes, and procedures that are to bechanged.Put the planned changes in writing.* Develop a comprehensive plan for making the changes.DateEstablishing a quality culture involves specific planningand activities for every business or department. This sec-tion identifies the steps involved, but first it outlines theemotional processes employees go through as the steps arebeing taken. Managers need to recognize and accommodatethe emotional transition required not only of employees, butalso of themselves while the steps toward making the con-version to quality take place.InstructionsThe purpose of this survey is to assess the existing culture of our organization.The findings will be compared with what is known about a quality culture for thepurpose of identifying the cultural changes needed in our organization to continuallyimprove quality, productivity, and competitiveness. Respond to each of the criteria bycircling the number you think best describes our organization as it is today. Zero (0)means that we do not meet this criterion at all. Five (5) means that we completelysatisfy the criterion. Do not respond to items that don't apply or about which you areMake sure all change advocates are familiar with the emotional transitionpeople go through when confronted with change.Identify the key people in the organization who can either make theconversion work or make sure it doesn't work. Get the identified key people onthe team (turn them into advocates).unsure.* Take a hearts-and-minds approach when introducing the new culture.L Apply courtship strategies to bring people along slowly but steadily.* SUPPORT, SUPPORT, SUPPORT.1. All employees know the mission of the organization01 2 3 45Managers hoping to instill a quality culture should un-derstand this transitional process. The change from a tra-ditional organizational culture to a quality culture can betraumatic enough to trigger the process. Knowing this andunderstanding the process will help managers who are try-ing to instill a quality culture.Phases of Emotional Transition2. All employees know their role in helping theorganization accomplish its mission01 2 345A great deal of research has been done about how people un-dergo transitions from one state of being to another. Mostof this research has focused on the stages of transition or re-covery that people go through when they confront a majorunexpected and unwanted change in their lives. The typesof changes that have been studied most include divorce, thedeath of a loved one, a life-threatening illness, and the loss ofa job. Figure 6.4 illustrates the transition process people gothrough when confronted by one of these major traumaticchanges in their lives.The first emotional response to any type of change isshock. A person is living from day to day, comfortable withthe predictability of his or her life. Suddenly, an unexpectedchange intrudes. A typical response to the shock it producesis denial. The change is so unwanted that the natural humanresponse is to simply deny that it has happened. This levelsthe state of mind somewhat from the low experienced dur-ing the shock phase. The length of the denial phase variesfrom person to person. Regardless of its length, the denialphase is temporary.Events force the issue, and the realization of reality be-gins to set in. As this happens, the person's state of mindbegins to fall. Depression is common during the realizationphase. People need a lot of support during this phase. When3. Executive management is committed to the continualimprovement of quality, productivity, andcompetitiveness4. Management treats the workforce as a valuable asset5. Open, continual communication exists at all levels ofthe organizationFIGURE 6.5 Quality Culture Conversion Checklist.01 2 3 4 501 2 3 45Does the organization's culture have these characteristics? Thebest way to answer this question is to involve the entire work-force from bottom to top in a systematic assessment that isstratified by level (executive management, middle management,first-line employee, etc.). Figure 6.6 is an example of an assess-ment instrument that can be used for collecting information onthe perceptions of employees at all levels in an organization.The plan should contain all five elements, and each elementshould be dealt with comprehensively. However, the planshould be brief. Be comprehensive and thorough, but keepit as brief as possible.01 2 3 4Steps in the Conversion to Quality6. Mutually supportive internal partnerships exist betweenmanagement and employees0 1 2 3 4 5Figure 6.5 provides a checklist managers can use to guidetheir organizations through the conversion to a quality cul-ture. The various strategies contained in the checklist are ex-plained in the following subsections:7. Mutually supportive internal partnerships exist amongemployees8. Quality is defined by customers, internal and extemal9. Customers participate in the product developmentcycle01 2 3401 2 3 45Understand the Emotional Transition ProcessAdvocates of the change will play key roles in its implemen-tation. The success of the implementation will depend to alarge extent on how well advocates play their roles. It is es-sential that they understand the emotional transition peoplego through when forced to deal with change, particularly un-wanted change (see Figure 6.4).As noted above, the transition consists of seven steps:shock, denial, realization, acceptance, rebuilding, under-standing, and recovery. People who confront a change theydon't want to make may have to go through all seven steps inthe transition. Advocates should understand this and pro-ceed accordingly.01 2 3401 2 3 45Identify the Changes Needed An organization's cul-ture dictates how people in it behave, respond to problems,and interact with each other. If the existing culture is a qual-ity culture, it will have such characteristics as the following:Put the Planned Changes in Writing A comprehen-sive assessment of an organization's existing culture willusually identify improvements that need to be made. Theseimprovements will require changes in the status quo. Thesechanges should be listed without annotation or explanation.For example, if the assessment reveals that customer inputis not part of the product development cycle, the change listwould contain an entry such as the following: The productdevelopment cycle should be changed so that it includes thecollection and use of customer input.10. Employees are involved in the decision-making process11. Employees are empowered to contribute their ideas forpromoting continual improvement01 2 34501 2 3 4 512. Performance of processes is measured scientifically13. Scientific data are used in the decision-making process01 234 5. Open, continual communication• Mutually supportive internal partnerships. Teamwork approach to problems and processes14. Employee receive the education and training theyneed to continually improve their performance15. All employees at all levels are expected to maintainhigh ethical standards01 234 5Obsession with continual improvement- Broad-based employee involvement and empowerment- Sincere desire for customer input and feedbackFIGURE 6.6 Organizational Culture Employee Assessment Worksheet.Identify Key People and Make Them Advocates Keypeople are those who can facilitate and those who can inhibitimplementation of the change. These people should be iden-tified, brought together, and given the plan. Allow advocatesand inhibitors opportunities to state their cases. Record allconcerns and deal with them. This is the step in which a quidpro quo might be used to bring inhibitors around. Executivemanagers must use their judgment in applying the rightamount of the "carrot," the "stick," and peer pressure (fromadvocates) to turn inhibitors into advocates.Develop a Plan for Making the Changes The plan foreffecting change is developed according to the who-what-when-where-how model. Each of these elements representsFrequent, open communication-preferably face-to-face-is the best strategy. Advocates should allow even the mostnegative opponents to voice their concerns and objections inopen forums. Then these concerns should be answered in animpartial, patient, nondefensive manner. When the majority ofemployees accept the change, critical mass will set in, and peerpressure will begin to work on the side of the advocates.a major section of the plan, as follows:7. Recovery. Who will be affected by the change? Who will have to beinvolved in order for the change to succeed? Who is likelya m orderto challenge the c2. DenialChange?What tasks must be accomplished? What are the mostlikely barriers? What are the related processes and proce-dures that will be affected by the change?. When should the change be implemented? When shouldprogress be measured? When should the various tasks as-sociated with the change be accomplished? When shouldimplementation be completed?. Where will the change be implemented? Where are thepeople and processes that will be affected?. How should the change be made? How will it affect ex-isting people and processes? How will it improve quality,productivity, and competitiveness?3. Realization6. UnderstandingApply Courtship Strategies Courtship is a phase in a re-lationship that moves slowly but deliberately toward a desiredend. During the courtship, the partner hoping to move the re-lationship forward listens carefully to the other partner andpatiently responds to any concerns expressed. This partneron his or her best behavior. If advocates think of their relation-ship with potential resisters as a courtship, they will be betterable to bring them along and eventually win them over.1. ShockTake a Hearts-and-Minds Approach Advocatesshould be conscious of human nature as they work to imple-ment change. On an intellectual level, people may under-stand and even agree with the reasons behind a change. Butunderstanding intellectually is rarely enough. People tendto react to change more on an emotional (hearts) level thanon an intellectual (minds) level, at least initially. Therefore,it is important to take the time to deal with the inevi-table emotional response that occurs in the early stages ofimplementation.5. Rebuilding4. AcceptanceTime (Duration Unspecified)FIGURE 6.4 Emotional Transition.Support, Support, Support This final strategy is critical. Itmeans that the material, moral, and emotional support neededby people undergoing change should be provided. Undergoingchange is a lot like walking a tightrope for the first time. It willgo more smoothly if you have someone to help you get started,someone waiting at the other end to encourage progress, and asafety net underneath in case you fall. Planning is important.Communication is critical. But support is essential.

Question

Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. MAINTAINING A QUALITYCULTUREEstablishing a quality culture is a challenging undertakingfor any organization. It is even more challenging to maintaina quality culture over time. The easiest thing in the worldis to become complacent and let the organization's culturebegin to slip back into its old mold. In order to maintain aquality culture, organizations must foster the following criti-cal behaviors:&#34;1. Maintain an awareness of quality as a key cultural issue.This is accomplished through the regular disseminationof quality goals to all personnel and the correspondingresults relating to these goals. Managers should &#34;keepscore&#34; and let all stakeholders know what the score is.2. Make sure that there is plenty of evidence of the man-agement's leadership. Cheerleading is good, but it's notenough. Managers should provide leadership in strate-gic planning for quality, serve on quality councils, andbe actively involved in the implementation of qualityinitiatives. Employees need to see managers &#34;walkingthe walk&#34; as well as &#34;talking the talk.&#34;3. Empower employees and encourage self-developmentand self-initiative among them. Managers should makesure that jobs are designed for as much self-control aspossible, continually seek and use employee input, andencourage self-directed teamwork.4. Keep employees involved. Do not just seek their in-volvement through empowerment: structure the orga-nization and its processes in ways that ensure it. Thismeans making employees fully empowered members ofthe quality council; maintaining a system that makes iteasy, convenient, and nonthreatening for them to rec-ommend improvements; and involving employees inareas, such as product or process design review.5. Recognize and reward the behaviors that tend to nurtureand maintain the quality culture. Recognition involvesvarious forms of public acknowledgment. Rewards aretangible benefits, such as salary increases, bonuses, in-centives, and promotions. ESTABLISHING AQUALITY CULTURErealization bottoms out, acceptance occurs. Acceptance doesnot mean the person agrees with what has happened. Rather,it means that he or she is ready to say, &#34;I have this problem;now what can I do about it?&#34;This attitude allows the rebuilding process to begin.During this phase, people need as much support as theydid during the realization phase. As the rebuilding phase isaccomplished, understanding sets in. In this phase, peoplehave come to grips with the change, and they are dealingwith it successfully. This phase blends into the final phase,recovery. In this phase, people are getting on with theirlives.Position (Type)L Identify the attitudes, behaviors, processes, and procedures that are to bechanged.Put the planned changes in writing.* Develop a comprehensive plan for making the changes.DateEstablishing a quality culture involves specific planningand activities for every business or department. This sec-tion identifies the steps involved, but first it outlines theemotional processes employees go through as the steps arebeing taken. Managers need to recognize and accommodatethe emotional transition required not only of employees, butalso of themselves while the steps toward making the con-version to quality take place.InstructionsThe purpose of this survey is to assess the existing culture of our organization.The findings will be compared with what is known about a quality culture for thepurpose of identifying the cultural changes needed in our organization to continuallyimprove quality, productivity, and competitiveness. Respond to each of the criteria bycircling the number you think best describes our organization as it is today. Zero (0)means that we do not meet this criterion at all. Five (5) means that we completelysatisfy the criterion. Do not respond to items that don't apply or about which you areMake sure all change advocates are familiar with the emotional transitionpeople go through when confronted with change.Identify the key people in the organization who can either make theconversion work or make sure it doesn't work. Get the identified key people onthe team (turn them into advocates).unsure.* Take a hearts-and-minds approach when introducing the new culture.L Apply courtship strategies to bring people along slowly but steadily.* SUPPORT, SUPPORT, SUPPORT.1. All employees know the mission of the organization01 2 3 45Managers hoping to instill a quality culture should un-derstand this transitional process. The change from a tra-ditional organizational culture to a quality culture can betraumatic enough to trigger the process. Knowing this andunderstanding the process will help managers who are try-ing to instill a quality culture.Phases of Emotional Transition2. All employees know their role in helping theorganization accomplish its mission01 2 345A great deal of research has been done about how people un-dergo transitions from one state of being to another. Mostof this research has focused on the stages of transition or re-covery that people go through when they confront a majorunexpected and unwanted change in their lives. The typesof changes that have been studied most include divorce, thedeath of a loved one, a life-threatening illness, and the loss ofa job. Figure 6.4 illustrates the transition process people gothrough when confronted by one of these major traumaticchanges in their lives.The first emotional response to any type of change isshock. A person is living from day to day, comfortable withthe predictability of his or her life. Suddenly, an unexpectedchange intrudes. A typical response to the shock it producesis denial. The change is so unwanted that the natural humanresponse is to simply deny that it has happened. This levelsthe state of mind somewhat from the low experienced dur-ing the shock phase. The length of the denial phase variesfrom person to person. Regardless of its length, the denialphase is temporary.Events force the issue, and the realization of reality be-gins to set in. As this happens, the person's state of mindbegins to fall. Depression is common during the realizationphase. People need a lot of support during this phase. When3. Executive management is committed to the continualimprovement of quality, productivity, andcompetitiveness4. Management treats the workforce as a valuable asset5. Open, continual communication exists at all levels ofthe organizationFIGURE 6.5 Quality Culture Conversion Checklist.01 2 3 4 501 2 3 45Does the organization's culture have these characteristics? Thebest way to answer this question is to involve the entire work-force from bottom to top in a systematic assessment that isstratified by level (executive management, middle management,first-line employee, etc.). Figure 6.6 is an example of an assess-ment instrument that can be used for collecting information onthe perceptions of employees at all levels in an organization.The plan should contain all five elements, and each elementshould be dealt with comprehensively. However, the planshould be brief. Be comprehensive and thorough, but keepit as brief as possible.01 2 3 4Steps in the Conversion to Quality6. Mutually supportive internal partnerships exist betweenmanagement and employees0 1 2 3 4 5Figure 6.5 provides a checklist managers can use to guidetheir organizations through the conversion to a quality cul-ture. The various strategies contained in the checklist are ex-plained in the following subsections:7. Mutually supportive internal partnerships exist amongemployees8. Quality is defined by customers, internal and extemal9. Customers participate in the product developmentcycle01 2 3401 2 3 45Understand the Emotional Transition ProcessAdvocates of the change will play key roles in its implemen-tation. The success of the implementation will depend to alarge extent on how well advocates play their roles. It is es-sential that they understand the emotional transition peoplego through when forced to deal with change, particularly un-wanted change (see Figure 6.4).As noted above, the transition consists of seven steps:shock, denial, realization, acceptance, rebuilding, under-standing, and recovery. People who confront a change theydon't want to make may have to go through all seven steps inthe transition. Advocates should understand this and pro-ceed accordingly.01 2 3401 2 3 45Identify the Changes Needed An organization's cul-ture dictates how people in it behave, respond to problems,and interact with each other. If the existing culture is a qual-ity culture, it will have such characteristics as the following:Put the Planned Changes in Writing A comprehen-sive assessment of an organization's existing culture willusually identify improvements that need to be made. Theseimprovements will require changes in the status quo. Thesechanges should be listed without annotation or explanation.For example, if the assessment reveals that customer inputis not part of the product development cycle, the change listwould contain an entry such as the following: The productdevelopment cycle should be changed so that it includes thecollection and use of customer input.10. Employees are involved in the decision-making process11. Employees are empowered to contribute their ideas forpromoting continual improvement01 2 34501 2 3 4 512. Performance of processes is measured scientifically13. Scientific data are used in the decision-making process01 234 5. Open, continual communication• Mutually supportive internal partnerships. Teamwork approach to problems and processes14. Employee receive the education and training theyneed to continually improve their performance15. All employees at all levels are expected to maintainhigh ethical standards01 234 5Obsession with continual improvement- Broad-based employee involvement and empowerment- Sincere desire for customer input and feedbackFIGURE 6.6 Organizational Culture Employee Assessment Worksheet.Identify Key People and Make Them Advocates Keypeople are those who can facilitate and those who can inhibitimplementation of the change. These people should be iden-tified, brought together, and given the plan. Allow advocatesand inhibitors opportunities to state their cases. Record allconcerns and deal with them. This is the step in which a quidpro quo might be used to bring inhibitors around. Executivemanagers must use their judgment in applying the rightamount of the &#34;carrot,&#34; the &#34;stick,&#34; and peer pressure (fromadvocates) to turn inhibitors into advocates.Develop a Plan for Making the Changes The plan foreffecting change is developed according to the who-what-when-where-how model. Each of these elements representsFrequent, open communication-preferably face-to-face-is the best strategy. Advocates should allow even the mostnegative opponents to voice their concerns and objections inopen forums. Then these concerns should be answered in animpartial, patient, nondefensive manner. When the majority ofemployees accept the change, critical mass will set in, and peerpressure will begin to work on the side of the advocates.a major section of the plan, as follows:7. Recovery. Who will be affected by the change? Who will have to beinvolved in order for the change to succeed? Who is likelya m orderto challenge the c2. DenialChange?What tasks must be accomplished? What are the mostlikely barriers? What are the related processes and proce-dures that will be affected by the change?. When should the change be implemented? When shouldprogress be measured? When should the various tasks as-sociated with the change be accomplished? When shouldimplementation be completed?. Where will the change be implemented? Where are thepeople and processes that will be affected?. How should the change be made? How will it affect ex-isting people and processes? How will it improve quality,productivity, and competitiveness?3. Realization6. UnderstandingApply Courtship Strategies Courtship is a phase in a re-lationship that moves slowly but deliberately toward a desiredend. During the courtship, the partner hoping to move the re-lationship forward listens carefully to the other partner andpatiently responds to any concerns expressed. This partneron his or her best behavior. If advocates think of their relation-ship with potential resisters as a courtship, they will be betterable to bring them along and eventually win them over.1. ShockTake a Hearts-and-Minds Approach Advocatesshould be conscious of human nature as they work to imple-ment change. On an intellectual level, people may under-stand and even agree with the reasons behind a change. Butunderstanding intellectually is rarely enough. People tendto react to change more on an emotional (hearts) level thanon an intellectual (minds) level, at least initially. Therefore,it is important to take the time to deal with the inevi-table emotional response that occurs in the early stages ofimplementation.5. Rebuilding4. AcceptanceTime (Duration Unspecified)FIGURE 6.4 Emotional Transition.Support, Support, Support This final strategy is critical. Itmeans that the material, moral, and emotional support neededby people undergoing change should be provided. Undergoingchange is a lot like walking a tightrope for the first time. It willgo more smoothly if you have someone to help you get started,someone waiting at the other end to encourage progress, and asafety net underneath in case you fall. Planning is important.Communication is critical. But support is essential.

Accepted Answer

A Company is a legal entity formed when group of people come together for certain objectives.…