What’s Quality & Quality Management…?
The term "quality" has a relative meaning. This is expressed by the ISO definition: "The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs". In simpler words, one can say that a product has good quality when it "complies with the requirements specified by the client".
Quality management is a discipline for ensuring that outputs, benefits, and the processes by which they are delivered, meet stakeholder requirements and are fit for purpose.
Inside an organization that is take care about quality, three components should be founded:
A statement of objectives and policy to produce quality should be made for the organization or department concerned and also identifies the internal organization and responsibilities for the effective operation of the Quality System.
Which should be included the continual improvement strategy that is the generic term used by organizations to describe how information provided by quality assurance and quality control processes is used to drive improvements in efficiency and effectiveness.
As The ISO definition: "the assembly of all planned and systematic actions necessary to provide adequate confidence that a product, process, or service will satisfy given quality requirements."
As defined by ISO as "the operational techniques and activities that are used to satisfy quality requirements. An important part of the quality control is the Quality Assessment: the system of activities to verify if the quality control activities are effective, in other words: an evaluation of the products themselves.
Human Behavioral & Quality
Projects, programs and portfolios are ultimately about motivating and coordinating People (Project Team) to achieve specified objectives that’s should be satisfied by another People (Customers or Stakeholders). In order to do this, an individual manager needs to understand various skills and deliver these in a professional manner.
Behaviorism see psychological disorders as the result of maladaptive learning, as people are born a blank slate and assumes that all behavior is learnt from the environment and symptoms are acquired through classical conditioning and operating conditions; So, quality vision and targets should be build-in project management methodology.
People management is a process and should be studied like any other processes in project. They need to be assessed and trained on the latest requirements of process and product quality as required by the customers and market and identified correctly what’s customer needs to prevent the gold plating.
Gold Plating “refers to the process or concept of adding functionality beyond what is covered by the requirements - possibly even beyond what is practical or reasonable for the effort”.
Project manager should be always managing a way to make the project customer/key stakeholders feel more important with easy way to show more value as a PM to the customer on various project phases.
Finally, Project Manager should be has a coaching skills that's will inevitably be times when you need to correct behavior. Learn to do this properly. If you do it correctly, you will get the results you want. If you do it poorly, things can go horribly wrong.
Life sometimes takes over and these days, work-life balance can seem like an impossible feat; but like when you are leading a major project, you should determine early on what a win should look like. The same principle applies to leading a deliberate life: You have to define what success means to you—understanding, of course, that your definition will evolve over time— then you plan your project/life.
Same case should be planned in your project life cycle; many projects fails due to the project culture/team doesn’t have a fit balance between work and real life. When you have a healthy work-life balance is essential to keeping employees productive, happy and sharp. So, one of project manager role is to keep a project life in balancing mode for his business target and team emotional. Work-life balance means something different to every individual, but you will be found many of health and career experts share tips to help you find the balance that’s right for you.
“When I talk about balance, not everything has to be the completion and achievement of a task, it also has to include self-care so that your body, mind and soul are being refreshed,” says Puder-York.
For project managers, finding that balance may take a little extra effort; so, some of tips that can help a project manager:
Firstly, you should define what’s make you successful or what’s your goals included prioritized them with time frame.
Secondly, you should plan your efforts to achieve your goals without to be deeply under pressure you or your team almost of time.
You should establish a support networks both in the office and at home; Project managers always need to communicate – So, may be some of the busiest people in an office, but that doesn't mean their personal lives should suffer.
Finally, so how do you deal with work/life balance? Here are some key ideas:
It’s not simple and it won’t be resolved tomorrow but you can get much, much better at this with time.
Cultural intelligence refers to your ability to adapt, function, and thrive when interacting in different cultures or within culturally diverse situations. Developing your cultural intelligence involves opening yourself to experiences — cognitive, emotional, and physical — in order to acquire a higher-order understanding of a new culture.
Your success in today’s globalized world requires an ability to adapt to a variety of cultural situations. Conventional wisdom has been telling us this for decades. But only in recent years have academics discovered a proven way to quantify and develop this ability; it’s called cultural intelligence, or CQ, and it’s defined as the capability to function effectively in a variety of cultural contexts.
Activities to Develop Your Cultural Intelligence
If you have high cultural intelligence, then you can do that no matter where the people you’re interacting with are from. Fortunately, just as you can change your general intelligence, you can do the same with your cultural intelligence.
Through a series of activities, exercises and advice from leaders around the world, we could improve our CQ skills through three key ways:
Employees who possess a high level of cultural intelligence play an important role in bridging divides and knowledge gaps in an organization: educating their peers about different cultures; transferring knowledge between otherwise disparate groups; helping to build interpersonal connections and smooth the interpersonal processes in a multicultural workforce. Culturally intelligent employees also possess the potential to drive up innovation and creativity, due to their ability to integrate diverse resources and help the business make best use of the multiple perspectives that a multicultural workforce brings to the workplace.
Finally, everywhere is now part of everywhere. The world is global. There’s no going back. As you commit to increasing your cultural intelligence, you can join a community of individuals who are experiencing the benefits of the CQ difference.
What’s Classical Organization Theory?
Classical organization theory evolved during the first half of this century. It represents the merger of scientific management, bureaucratic theory, and administrative theory. In 1917, Frederick Taylor developed scientific management theory had four basic principles:
1) Find the one "best way" to perform each task.
2) Carefully match each worker to each task.
3) Closely supervise workers, and use reward and punishment as motivators.
4) The task of management is planning and control.
In 1947, Max Weber expanded on Taylor's theories, and stressed the need to reduce diversity and ambiguity in organizations. The focus was on establishing clear lines of authority and control. Weber's bureaucratic theory emphasized the need for a hierarchical structure of power. It recognized the importance of division of labor and specialization. A formal set of rules was bound into the hierarchy structure to insure stability and uniformity. Weber also put forth the notion that organizational behavior is a network of human interactions, where all behavior could be understood by looking at cause and effect.
Classical management theory was rigid and mechanistic. The shortcomings of classical organization theory quickly became apparent. Its major deficiency was that it attempted to explain peoples' motivation to work strictly as a function of economic reward.
Neoclassical Organization Theory
The Neoclassical approach began with the Hawthorne studies in 1920 (Wikipedia, 2013). It grew out of the limitations of the classical theory. Under classical approach, attention was focused on jobs and machines. After some time workers resisted this approach as it did not provide the social and psychological satisfaction. Therefore, attention shifted towards the human side of management. George Elton Mayo is considered to be the founder to the neoclassical theory (Gupta C B, 1992).
Up to the certain point it means a compromise between the classical theory of organization and the empirical investigations based on behavior sciences. The organizational theoreticians of the neoclassical school take into consideration the principles and proposals of the classical theory of organization as assumptions in their investigations. It is also characteristic of them that they expand and link their investigation with the ten modern theories of organization other scientific disciplines. Through their expanding the areas of organizational investigation and through their empirical research they have enriched the organization theory with new knowledge.
The theoreticians of management process and of the human behavior approach expanded the areas of their investigations to completely new views within the organization, such as participation, communication, motivating, morale, role and position of personnel in the organizational hierarchy and perceptions, and similar views.
The major advantage of the neoclassical theory over the classical model is that the former viewed workers as emotional beings, rather than as functional components that serve the organization. Applicant of the neoclassical theory believe that if employers gain a better understanding of their employees' needs and adjust their organizational structures to those needs, the organization will achieve greater success.
Modern Theory of Organization
Modern understandings of the organization can be broadly classified into: systems approach, socio-technical theory, and contingency or situational approach.
The systems approach considers the organization as a system composed of a set of inter-related - and thus mutually dependent - sub-systems. Thus the organization consists of components, linking processes and goals.
The socio-technical approach considers the organization as composed of a social system, technical system and its environment. These interact among themselves and it is necessary to balance them appropriately for effective functioning of the organization.
The contingency or situational approach recognizes that organizational systems are inter-related with their environment and that different environments require different organizational relationships for effective working of the organization.
The organization design framework portrayed above is called the “Star Model™.” In the Star Model™, design policies fall into five categories. The first is strategy, which determines direction. The second is structure, which determines the location of decision-making power. The third is processes, which have to do with the flow of information; they are the means of responding to information technologies. The fourth is rewards and reward systems, which influence the motivation of people to perform and address organizational goals. The fifth category of the model is made up of policies relating to people (human resource policies), which influence and frequently define the employees’ mind-sets and skills.
The Star Model™ consists of policies that leaders can control and that can affect employee behavior and shows that managers can influence performance and culture, but only by acting through the design policies that affect behavior.
Finally, as you move toward understanding each core concept, there will be times when you get caught in the intersections and become confused as to which concept, theory or perspective you are using. Expect this. Try not to feel discouraged when it happens because this is part of the process of becoming knowledgeable about organization theory. Trust that out of your confusion new possibilities for theorizing, designing and managing organizations will emerge in ways that you would never have imagined before you studied organization theory.