Content uploaded by Phil Bowen
Author content
All content in this area was uploaded by Phil Bowen on Jun 12, 2017
Content may be subject to copyright.
The need for quality
cultures
Phillip lxl Bowen
@
Phillip W. Bowen is based at 4 Harrier Close,
Pennyfarthings, Watermead, Aylesbury, Bucks HP20 2UN.
Tel: 01 29626690.
@
Discusses training, development and quality cultures in
organizations. Contends that deskilling the workforce in
order to improve efficiency and productivity is at odds with
creating a quality culture. Explains why a quality culture is
important and how one may be achieved.
Training for Quality
Volume 4 . Number 2.1996 . pp. 14-18
O MCB University Press. ISSN 0968-4875
lntroduction
This article discusses the need for quality
cultures in organizations. Such cultures can
be achieved by developing and improving
training and development programmes.
Many organizattons traditionally have made
efforts to deskill their workforces believing
that the simpler the job becomes the easier it
is for the employee to perform his or her
duties. This will result in improved efficiency
and thus improved productivity. The tradi-
tional view is that training and development
are unnecessary.
This outlook is unsuitable in a quality
culture. Organizations should not live in
the past and they should not fear the
changes that are required to achieve a quali-
ty culture.
Beyond training and development a quali-
ty culture can be achieved by "reframing"
the way people think and operate throughout
the organization Organizations have devel-
oped a general acceptance of "short ter-
mism", providing high returns to the share-
holder, over short periods of time. Short
termism must be replaced by strategies for
the long-term success of organizatLons. This
requires sustainability. Sustainability encom-
passes reframing and upside-down thinking
and will lead to an organizatron that has a
quality culture. A quality culture will develop
trust. It will reskill workers. These outcomes
will be achieved by improving training and
development.
Deskilling
No one knows what the future holds. FIow-
ever, one can prepare for likely eventualities.
*?r, organizations believe that where staff
are expected to carry out routine jobs they
do not require training and development.
Many organizations have reduced the job so
that the work is repetitive and narrowly
defined.
Drummond[l] says that deskilling is
"inappropriate in a quality culture" because it
results in waste through:
. insufficient trainirg;
jobs being wrongly perceived as requiring
no skill;
the alienation of both customer and
employee.
14
The need for quality cultures
PhillipW. Bowen
Mistrust
Many of those who become managers achieve
their position by technical merit and not
necessarily by their knowledge and the skills
associated with human resource planning.
Indeed, many of those who achieve manage-
ment positions are often unsuited to their new
responsibilities. These people can cause
mistrust, fear, dissatisfaction and demotiva-
tion. The result can be that many of the good
staffwill leave the organization for employ-
ment elsewhere.
Organizations often place new employees
with existing employees. This leads to the new
employee learning both positive and negative
issues associated with the job. They may not
be able to function to their full potential
because no one advises them as to how the job
should be done properly[2].
Wasted resources
Many organizations have systems where the
staffhave to "clock on" and "clock off". Each
member of staffhas to calculate his or her
time. The cards/figures are then passed to
senior management to check and sign. They
are then passed to another section or depart-
ment where another person checks the fig-
ures. They are then logged on to a computer.
A similar system often exists for processing
mileage sheets, annual leave or for the coding
of time sheets. The aforementioned are exam-
ples of systems which are extremely time-
consuming. People's time should be more
constructively used. People are a resource and
time *rat is not spent constructively is time
wasted. It costs the organization both in
productivity and finance.
Rather than existing systems being
improved, increased constraints are being
placed on employees tyrng up their working
hours on issues associated with control and
supervision. This is a waste of resources.
Fear of change/living in the past
A quality culture requires that resources are
maximized by developing a structured train-
ing programme. Training improves staff
confidence. It results in improved service or
products. Managers often consider that they
know best. They tell people what to do and
how to do it. That is what management is
about. Indeed that is often q-hat 6sining and
Training for Quality
Volume4. Number2. 1996. 1tt-l8
development are considered to reinforce.
Contrasting views may be repressed in
favour of the traditional approach of man-
agement. This intransigent and traditional
approach of management has existed for
many years and there are those in organiza-
tions who continue to preserve this myopic
view. It is, however, a view that distances
management from staff.
People want to feel wanted. They want
to be part of a "family". Management has
traditionally treated staffas adults treat
small children. For example, children are
reproached for their misdeeds. This can result
in fear. IThy should employees use initiative
or show enthusiasm if they are to be criticized
and treated like children? If employees are
treated like children, they are likely to act like
children. Employees are not children; they are
adults.
oaoaaaaoaaaoaaaaaaooooaaaaaaaaaaa
'...Management and staff alike have an
inbuilt fear of change. They often
prefer the tried and tested existing
practices. This fear of change
entrenches the organization's
....:T1'.':oll'.:ti:tt:':'. ... ... o. o... ,.
Management and staffalike have an inbuilt
fear of change. They often prefer the tried
and tested existing practices. This fear of
change entrenches the organization's tradi-
tional values. The organization is likely to
lose its higher achievers to competitors while
keeping those with lower motivation levels,
those who are the lower achievers. In organi-
zations that are reluctant to change the higher
achievers face frustration, as managers are
often intransigent on both policy and techni-
cal matters. The lower achievers continue
with the tried and tested methods. Often,
managers prefer to lose their high achievers if
in so doing they can maintain their position
of "no change". They may be able to sustain
the traditional culture they have lived with for
many years. However, sooner or later they
will have to face change: change that is likely
to be more dramatic when it does happen
than ifthey had accepted a gradual change
that would occur now. Many managers could
lose both face and job ifthey are not prepared
to change with the times.
One of the controversial issues associated
with the fear of change is the need for organ-
izations to move arval'from a pliramidic struc-
The need for quality cultures
Phillip W. Bowen
ture towards a flatter structure. This requires
a total rethink ofhow the organization oper-
ates. It threatens senior, middle and junior
management. To be more effective, effrcient
and competitive, the organization must face
the need to flatten out the pyramidic struc-
ture. This can be achieved by developing a
quality culture.
Quality culture
Many organizations tell their staff what to do
and say when dealing with a customer. Yet
often the staffare not provided with the
necessary skills and knowledge to answer the
customer's queries. In the ever-competitive
market, staffneed to have increased know-
ledge and skills. People have an in-built desire
to learn. Opportunities to expand knowledge
and skills will be to the advantage of the
organization and the employees.
Drummond[l] writes: "In a quality culture
the managerial imperative is not how to make
do, but to do". This requires the develop-
ment of new skills rather than trying to deskill
the job. Deskilling is likely to result in alienat-
ing the employee both from the customer and
from the organization.
aaaaaaaaaaaoaaaaaoaaaaaoaaaaaaaaa
'...Deskilling does not Iead to improved
.... ::tlt:tntl;....... r.....,.. r. r..
Deskilling does not lead to improved effi-
ciency. An employee's lack of knowledge
when required to respond to customers'
queries is likely to result in the customer
being referred to the manager or even to
the manufacturer. This applies equally to
those who provide a service. Alternatively,
the inability of the employee to respond
directly could result in the customer going
elsewhere; it will generate at least customer
dissatisfaction.
Sustainability
Organizations need to develop sustainability.
Sustainability isy'meeting the needs of the
present generation without compromising the
ability of the future generations to meet their
needs". This definition comes from Our
Common Futurel3) - the report of the world
commission on the environment and develop-
ment (the o'Brundtland Commission"). How-
Training for Quality
Volume 4. Number 2. 1996. 1 4-18
ever, it can be equally relevant for human
resource development and planning. Sustain-
ability eschews "short-termism" as such. It
considers the future; short, medium and long
term. The traditional approach to managing
organizations is to maximize the short-term
returns to the shareholders. This is likely to be
detrimental to the long-term success of the
organization. Thus, an organization must
consider a strategy that achieves their long-
term success while maintaining acceptable
and justifiable short-term returns to the
shareholders. This is sustainability - and it
will be best achieved in organizations *rat
have a quality culture.
Reframing
Sustainability will release employees' nascent
potential. It will encourage people to ask
"why''questions.
Handy[4] describes the need to reframe
the way people
see things, problems situations or people in
other ways, to look at them sideways or upside-
down . ..to think of them as opportunities not
problems, as hiccups rather than disasters
Reframing is similar to lateral thinking. Many
people are imprisoned in the past. They do
not want to change. Indeed, many employees
are accustomed to being told what to do and
how to do it. Employees should not be
reproached for mistakes or failures. They
should be encouraged to ask questions, to find
out why there were failures or mistakes and
thereafter to resolve them. \trfi*rout failures or
mistakes there is less likelihood of people
learning.
Upside-down thinking
Employees need to be given the autonomy
and responsibility to develop their skills
and knowledge. Management and staffare
sometimes rooted in the belief that manage-
ment's role is to control.Organizations
should allow the workforce a greater degree
of flexibility as controlling and supervision of
people does not actually provide a return to
the organization. Supervision and control
imply a lack of trust. Staff should be allowed
to develop upside-down thinking. People
need to be seen as an asset) not as part ofthe
machinery.
16
The need for quality cultures
PhillipW. Bowen
Realism
There is a need for realism. Employees need
to be encouraged to define their own stan-
dards and objectives. The job of a supervisor
or manager as such is to lead, to set an exam-
ple. !(ralton[2] describes point seven of Dem-
ing's 14 points thus: "Organizations need to
develop trust. It will release resources pres-
ently tied up in duties that are no benefit to
either organization or customer".
Reskilling
Reskilling is required. This will lead to greater
sustainability. To reskill the workforce, proper
uaining is required. This will lead to
improved job satisfaction and motivation.
The individual and the organization will
benefit. Improved training and development
will create trust and a feeling of belonging.
Drummond[l] states: "it is more important
to prevent people becoming demotivated than
to worry about what motivates them". Many
people believe that money is the main moti-
vating factor. However, it does not necessarily
follow that, if you pay people "X" per cent
more, they will increase their productivity. On
the other hand; if pay is reduced this is likely
to result in dissatisfaction and would affect
productivity. The employer should therefore
consider what issues prevent dissatisfaction.
Management should treat staffwith respect,
allowing them greater responsibility and
decision making opportunities. This is likely
to lead to greater trust between management
and employees.
The "master"
Aguoyo[5] describes training as
a critical part of improvement and ... manage-
ment's responsibility. Improvement always pays.
One person, the master, should be responsible
for teaching everyone the same skill. Once a skill
has been learned incorrectly, it cannot be
altered economically, if at all. Therefore, train-
ing must be right the flrst time.
An example of this is provided by musicians
or sportspeople. They often learn certain
techniques themselves or from their peers.
These techniques may not be correct and may
affect the other skills that are learned. When
they become "experts" and wish to fur*rer
their career, they may turn to a "master" of a
particular skill. At this stage it is extremely
difficult to rectifii the poor technique. Indeed
Training for Quality
Volume 4 . Number 2. 1996 . 14-18
they may have to go back to basics and learn
the skill all over again. It is much more cost
effective to acquire the skill correctly the first
time.
oaooaaaoooooaoaaaooaooooaoaoaoooo
'...!t is regrettable that when savings are
required in an organization, training is
invariably one of the first budgets to
. o.. 3::::'i.... o o... o o. o... o.. o o. o
A "master" should therefore always be avail-
able to assist and advise. Very few people
learn from a "master". It is regrettable that
when savings are required in an organizatuofl:
training is invariably one of the first budgets
to be cut. Training is so important and yet
some organizations have little thought of the
consequences of cutting the budget.
Deming
Deming[6] lists suggestions which have
been made about the role of a manager. In
summary a manager:
( 1) Understands and conveys to people the
meaning of a system.
(2) Helps people to work co-operatively.
(3) Understands that people differ from one
another. He or she tries to optimrze the
family background, education, skills,
hopes and abilities of everyone.
(4) Encourages education, training and
development.
(5) Acts as a coach and counsel, not as a
judge.
(6) Understands the interaction between
people and the circumstances they work
in.
(7) Has three sources of power:
. authority of office
. knowledge
. personality, persuasive power and
tact.
(A successful manager of people
develops the latter two sources. The
first helps the manager change equip-
ment, materials and methods.)
(8) $7ill study results with the aim of
improving his performance as a manager
(e)
(10)
(1 1)
of people.
Creates trust.
Does not expect perfection.
Listens and learns without passing
judgement.
17
The need for quality cultures
Phillip W, Bowen
(12) !7i11 hold an informal, unhurried con-
versation u,ith ever-v one of his or her
people at least once a )'ear) not to pass
judgement) merel1' to listen.
(13) Understands the benefits of co-opera-
tion.
The above is not an exhaustive list and
Deming expands on these suggestions tn Out
of the CrisislT).These suggestions summ artze
the role of a manager.
Conclusion
Hannam[8] recommends guidelines for
implementing the Japanese approach for
continuous improvement - kaizen. T};rese
guidelines include the need to
invoive everyone and make the involvement
personal by having it group based and ensuring
that all feel part of a team...Cultivate an image
of all playing for the sarne team. . . Develop
employees' knowledge and experience through
self learning, opportunities, group technical
exchanBes: job rotation, and training.
Experts ("masters") are need.ed to teach new
skills to new and existing employees.
In the future management will need to
develop a quality culture based on sustainabili-
ty. The role of management will need to
change, allowing greater freedom for the
Training for Quality
Volume 4 . Number 2 - 1996 . 14-18
employee. They will need to develop a training
and development programme/policy. This will
lead to greater trust. If they are
not prepared to change, their future and
that of their organtzations are likely to be
bleak. Thus there is a need for quality cultures
in organizations.
References
1 Drummond, H., The Quality Movemenf, Kogan Page,
London, 1992.
2 Walton, M., Deming ManagementatWork, Mercury,
Melbourne, 1 991 .
3 The Brundtland Commission, Sustainabitity Definition
- ")ttr Common Future" - The Report on the World
Commission on the Environment and Development,
Oxford University Press, Oxford and New York, NY
1987.
4 Handy, C., The Age of Unreason,2nd ed., Business
Books, London, 1991.
5 Aguoyo , R., Dr Deming (The Man Who Taught the
lapanese about Quality), Mercury, Melbourne,
1 990.
6 Deming, W. E., The New Economics (for lndustry,
Government, Education), MlL Cambridge, MA,
1 993.
7 Deming, W.E., Out of the Crisis, MIT Center for
Advanced Engineering Study, Cambridge, MA,
1 986.
B Hannam, R.G,, Kaizen for Europe IFS Ltd, Kempston,
1 993.
18
