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MASTER OF EDUCATION OF STRATEGIC 
MANAGEMENTAND LEADERSHIP (ED 705) 
QUALITY MANAGEMENT FOR 
INTERNATIONAL EDUCATIONAL LEADERS 
CHANGING LEADER TO ACTIVATE CHANGE 
LAYING THE FOUNDATION FOR QUALITY CULTURE 
Presenter: Nour Amera Binti Md Nordin 
Student ID: 2014285724 
Lecturer Name: Dr Norshidah Binti Mohammed 
Noordin(PhD)
WHAT IS CULTURE
THE MEANING OF CULTURE 
Henry Mintzberg on Culture 
“Culture is the soul of the organization ,the 
beliefs and values, and how they are 
manifested . 
I think of the structure as the skeleton, and 
as the flesh and blood. 
And culture is the soul that holds the thing 
together and gives it life force.”
QUALITY CULTURE 
“An organizational value system that results in an 
environment that is conducive to the establishment 
and continual improvement of Quality"
CHANGING LEADER TO 
ACTIVATE CHANGE 
How does one know or how can tell it will be 
necessary to change leader in order to change 
the organization? 
“Senior Executives who fail to comprehend the 
need to change, who fail to create a sense of 
urgency when needed and who fail to follow 
through the changes they initiated are poor 
candidates to lead an organization through a 
major culture change.”
Several question that can be used by the 
senior executives for self assessment or by the 
organization in making it own assessment of 
the need of new leadership 
 Knowledgeable 
 Vision 
 Sense of urgency 
 Obstacles 
 Initiatives 
 Employee empowerment
LAYING THE FOUNDATION 
FOR QUALITY CULTURE 
 Establishing a Quality Culture is lot like constructing 
a building. 
 According to Peter Scholtes 
“Management should begin by developing 
understanding of “laws” of organizational change 
they are: 
 Understand the History behind the Current Culture, 
 Don’t Tamper with Systems – Improve Them, 
 Be prepared to Listen and Observe, 
 Involve Everyone Affected by Change in Making It
10 STEPS MODEL THAT QUALITY PROFESSIONAL 
CAN USE TO ESTABLISH A SOLID FOUNDATION 
FOR A QUALITY CULTURE IN ANY 
ORGANIZATION
10 STEPS MODEL THAT QUALITY PROFESSIONAL 
CAN USE TO ESTABLISH A SOLID FOUNDATION 
FOR A QUALITY CULTURE IN ANY 
ORGANIZATION 
1. UNDERSTAND 
2. ASSESS 
3. PLAN 
4. EXPECT 
5. MODEL 
6. ORIENT 
7. MENTOR 
8. TRAIN 
9. MONITOR 
10. REINFORCE AND MAINTAIN QUALITY
UNDERSTAND 
 Quality professional needs to understand 
the culture as a concept. 
 Relate the concept of the quality culture 
with their roles in order to establish and 
maintain quality culture. 
Example: school administrator (principal) 
need to understand the quality culture and 
link their roles with it in order to establish and 
maintain the quality culture.
ASSESS 
 Quality culture assessment 
 There is an instrument use to assess the 
quality culture 
 Assessment guide in developing an 
organization 
 Example : FIGURE 6
PLAN 
 Develop a comprehensive plan for 
establishing a quality culture 
 Specific plan should be planned for 
correcting the problem that appears. 
 Example: Policy in education (Malaysia 
Education Blueprint )
EXPECT 
 Corporate culture is one of the phenomenon 
in which you get what you expect 
 Make sure that all the personnel know that 
quality- positive attitudes and behaviour are 
expected 
 Expectation that have been set by the 
organization can be achieve through 8 ways 
Example: refer to page 56 text book
MODEL 
 Executives, managers and managers as the 
role model in the organization. 
 The personnel expected to have good 
behaviours and attitudes‘ 
 “ACTION speak more than WORDS” 
Example: Principal should shows good attitude's 
and behaviour to serve as role model.
ORIENT 
 New employee orientation should have 
comprehensive component. 
 Relates what the company expected about 
quality in their orientation programs. 
Example:
MENTOR 
 Mentor play important role in 
development of the employee 
 Helping new personnel in providing 
technical assistant 
 Developing quality need positive 
attitudes' and good behaviour of both 
mentor and employee. 
Example:
TRAIN 
 Providing quality training at all level 
 Quality training program should include 
both attitudinal and behavioural topics. 
 “HOW” and “WHY” 
 Competition- employee plays important 
roles in helping organizational to achieve 
a good quality culture.
MONITOR 
 Habitual 
 Attitudes and behaviour if it continues tend to 
becomes habitual. 
 Habitual is difficult to change 
 Need to be corrected immediately 
Example: Principal need to monitor and report 
the bad behaviours through continuously 
observed and reinforced the matters
REINFORCE AND MAINTAINING 
QUALITY 
 In order to maintain a quality culture the 
organization need to reinforces the 
quality related to the attitudes and 
behaviours that they expect from the 
personnel. 
 Recognition and reward system 
 Quality related attitudes and behaviours 
should be factors in all decision about: 
Raises, promotions and recognition award.
CONCLUSION

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QUALITY CULTURE IN TOTAL QUALITY MANAGEMENT

  • 1. MASTER OF EDUCATION OF STRATEGIC MANAGEMENTAND LEADERSHIP (ED 705) QUALITY MANAGEMENT FOR INTERNATIONAL EDUCATIONAL LEADERS CHANGING LEADER TO ACTIVATE CHANGE LAYING THE FOUNDATION FOR QUALITY CULTURE Presenter: Nour Amera Binti Md Nordin Student ID: 2014285724 Lecturer Name: Dr Norshidah Binti Mohammed Noordin(PhD)
  • 3. THE MEANING OF CULTURE Henry Mintzberg on Culture “Culture is the soul of the organization ,the beliefs and values, and how they are manifested . I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.”
  • 4. QUALITY CULTURE “An organizational value system that results in an environment that is conducive to the establishment and continual improvement of Quality"
  • 5. CHANGING LEADER TO ACTIVATE CHANGE How does one know or how can tell it will be necessary to change leader in order to change the organization? “Senior Executives who fail to comprehend the need to change, who fail to create a sense of urgency when needed and who fail to follow through the changes they initiated are poor candidates to lead an organization through a major culture change.”
  • 6. Several question that can be used by the senior executives for self assessment or by the organization in making it own assessment of the need of new leadership  Knowledgeable  Vision  Sense of urgency  Obstacles  Initiatives  Employee empowerment
  • 7. LAYING THE FOUNDATION FOR QUALITY CULTURE  Establishing a Quality Culture is lot like constructing a building.  According to Peter Scholtes “Management should begin by developing understanding of “laws” of organizational change they are:  Understand the History behind the Current Culture,  Don’t Tamper with Systems – Improve Them,  Be prepared to Listen and Observe,  Involve Everyone Affected by Change in Making It
  • 8. 10 STEPS MODEL THAT QUALITY PROFESSIONAL CAN USE TO ESTABLISH A SOLID FOUNDATION FOR A QUALITY CULTURE IN ANY ORGANIZATION
  • 9. 10 STEPS MODEL THAT QUALITY PROFESSIONAL CAN USE TO ESTABLISH A SOLID FOUNDATION FOR A QUALITY CULTURE IN ANY ORGANIZATION 1. UNDERSTAND 2. ASSESS 3. PLAN 4. EXPECT 5. MODEL 6. ORIENT 7. MENTOR 8. TRAIN 9. MONITOR 10. REINFORCE AND MAINTAIN QUALITY
  • 10. UNDERSTAND  Quality professional needs to understand the culture as a concept.  Relate the concept of the quality culture with their roles in order to establish and maintain quality culture. Example: school administrator (principal) need to understand the quality culture and link their roles with it in order to establish and maintain the quality culture.
  • 11. ASSESS  Quality culture assessment  There is an instrument use to assess the quality culture  Assessment guide in developing an organization  Example : FIGURE 6
  • 12. PLAN  Develop a comprehensive plan for establishing a quality culture  Specific plan should be planned for correcting the problem that appears.  Example: Policy in education (Malaysia Education Blueprint )
  • 13. EXPECT  Corporate culture is one of the phenomenon in which you get what you expect  Make sure that all the personnel know that quality- positive attitudes and behaviour are expected  Expectation that have been set by the organization can be achieve through 8 ways Example: refer to page 56 text book
  • 14. MODEL  Executives, managers and managers as the role model in the organization.  The personnel expected to have good behaviours and attitudes‘  “ACTION speak more than WORDS” Example: Principal should shows good attitude's and behaviour to serve as role model.
  • 15. ORIENT  New employee orientation should have comprehensive component.  Relates what the company expected about quality in their orientation programs. Example:
  • 16. MENTOR  Mentor play important role in development of the employee  Helping new personnel in providing technical assistant  Developing quality need positive attitudes' and good behaviour of both mentor and employee. Example:
  • 17. TRAIN  Providing quality training at all level  Quality training program should include both attitudinal and behavioural topics.  “HOW” and “WHY”  Competition- employee plays important roles in helping organizational to achieve a good quality culture.
  • 18. MONITOR  Habitual  Attitudes and behaviour if it continues tend to becomes habitual.  Habitual is difficult to change  Need to be corrected immediately Example: Principal need to monitor and report the bad behaviours through continuously observed and reinforced the matters
  • 19. REINFORCE AND MAINTAINING QUALITY  In order to maintain a quality culture the organization need to reinforces the quality related to the attitudes and behaviours that they expect from the personnel.  Recognition and reward system  Quality related attitudes and behaviours should be factors in all decision about: Raises, promotions and recognition award.