Soft skills for tqm and change

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Presentation at EOQ pre-conference 2013 Tallinn

Text of Soft skills for tqm and change

  • 1. Soft Skills for TQM in highereducation standards and the QualityChange AgentEverard van Kemenade, PhD.
  • 2. Methodology Litterature review on the need for soft skills Literature review on coverage in Higher Education Review of accreditation standards HigherEducation Review of one EOQ scheme
  • 3. The literature review shows that soft skillsbecome increasingly important in qualityparadigms like Total Quality Managementand Commitment. Higher Education Accreditation Standards do notcover all soft skills required More soft skills in EOQ schemes required.Results
  • 4. DefinitionNo clear definition of soft skillsSoft skills refer to individual development(intrapersonal) and to management of interactions withothers inside and outside the organisation(interpersonal).
  • 5. Kantrowitz (2005) found 107 soft skills. They havebeen clustered with qualitative cluster analysis into 10groups and reduced with multidimensional scaling tothe following: Self-management skills; Communication/persuasion skills; Performance management skills; Interpersonal skills; Leadership/Organization skills; Political/cultural skills.
  • 6. Soft skills (Kantrowitz, 2005) TQM literatureCommunication/persuasion skills Interpretation of language dataEmployee communicationsDervitsiotis, 2006Wilkinson, 1992Performance management skills HRMTotal employee involvement;Continuous trainingTeam learningQuality working climateCoachingWilkinson, 1992; Lewis et al.,2005Vouzas and Psychogios, 2007Vouzas and Psychogios, 2007Vouzas and Psychogios, 2007Yang & Chen 2005Ali et al, 2010Brady 2005; Hagen, 2010Self management skillsInterpersonal skills Teamwork Vouzas and Psychogios, 2007Leadership/organization LeadershipTop management commitmentDemocratic management styleSharing visionsBuilding trustLewis et al, 2005; Brady 2005;Hagen, 2010Vouzas and Psychogios, 2007Vouzas and Psychogios, 2007Yang and Chen, 2005Dervitsiotis (2006)Political/cultural Relation with suppliers andcustomersCustomer awarenessCustomer satisfactionCultural changeLewis et al, 2005Wilkinson, 1992Vouzas and Psychogios, 2007Vouzas and Psychogios, 2007Table 2 : Results of soft skills for TQM mentioned
  • 7. In terms of Kantrowitz (2005) the TQM literaturestudied in this literature review focuses onperformance management skills;leadership skills; communication skills andpolitical/cultural skills as being needed in the TQMenvironment. Little on interpersonal skills. And self-management skills (see table 1) are notmentioned at all.
  • 8. 1. control2. continuous improvement3. commitment4. breakthroughQuality paradigms
  • 9. Paradigms Control Continuous improvement Commitment BreakthroughCharacteristicsObject Product/Process Organisation People Product, process,organisation and peoplewith the contextQuality = Fitness for use(Juran)Stakeholders value A cultural changeprocessTransformationQuality management=Note deviations from thenormSatisfy or delight customersexpectationsOptimize interactionbetween all stakeholdersAdjusting to the contextTheoretical conceptsOrganisationalCapacity (Hardjono,1995)Material capacity Commercial capacity Socialisation capacity Spriritual capacityValue orientation(Beck & Cowan,1996)Order (blue) Success (orange) Community (green) Synergy (yellow)Quadrants(Wilber, 2000)It(outer, individual)I(inner, individual)We(inner, collective)Its(outer, collective)The third logic(Friedson, 2001)Management logic Customer logic Professional logic -Quality paradigms(Shiba and Walden2006)Control Continuous improvement - BreakthroughGenerations of QM(Foster & Jonker,2007)First generation(measure)Second generation(judge)Third generation(understand)-Characteristics of the Quality Manager(Main) role of qualitymanagerInspector Coach Facilitator Quality Change AgentCompetences of thequality expertTechnical skills statisticaldata analysisskills; precision.Adding performancemanagement and politicalskills skills to supportstaff in qualityimprovement promotingcustomer focus skills to supportimprovementprograms andself-assessmentAdding self-managementand interpersonal skillsCompetences of (EOQ)Quality Change Agent
  • 10. Learning taxonomyA recognize (have an overview of)B understandC applyD analyze results and evaluate themTask descriptions forQuality Change AgentRelated competences:the quality change agent should be able toLearningtaxonomy1. Initiate quality change create the case for change,secure credible sponsorship,open the hearts for change,inspire people for the change by influencing the change culture in a positiveway,show passion for the change,show presence.C2. Foresee the change impact orient on the context,scope the breadth, depth, sustainability and returns of a quality changestrategy,analyse interdependencies in the organisation, status oforganisation/department in view of the overall organisational strategyC3. Facilitate and preparechangehelp others to gain insight in the human dynamics of change and to developthe confidence to achieve the change goaluse change intervention techniques,visualize the change.C4. Execute changeprocesses/projectsformulate and guide the implementation of a credible quality changeproject/process,apply Quality Management principles and methods to specificprocesses/projects (cf. EOQ Quality manager),moderate creative workshops,C5. Lead changeprocesses/projectsinfluence and enthuse others,build a team,work with large groups,deal with different people and stakeholders,handle conflicts in a diplomatic way.C6. Learn scan,self reflect,identify learning issues,show learning progress.D7. Be present demonstrate high personal commitment to achievement of change goalsthrough integrity and courage while maintaining objectivity and individualresilience,be there for people to stimulate change and individual growth.D8. Evaluate evaluate, report and consolidate the results of a change process/project inview of the overall organisational strategy.DTable 4 competences of a quality change agent
  • 11. LITERATURE1. James R. Evans, (1996), What Should Higher Education BeTeaching About Quality? Quality Progress, pp. 83-88.2. Larry B. Weinstein, Joseph A. Petrick and Paula M.Saunders, (1998), What Higher Education Should Be TeachingAbout Quality, But Is Not, Quality Progress, pp. 91-95.3. Wilkinson, A., (1992), The other side of quality: soft issuesand the human resource dimension, Total Quality Management,3, pp. 323-3294. Kemenade, E. van and Garr, P.,(2000), Teach what youpreach, Quality Progress5. Kemenade, E.A. van (2010), Past is prologue. Know thehistory of quality management to achieve future success,Quality Progress, August 2010, pp. 48-526. Kemenade, E.A. van (2013), Soft skills for TQM in a time ofbreakthrough, unpublished