August 31, 2012 3 Comments
Feelings – I believe that’s something I so closely associate with! When you are with your family and friends, your practical approach to life takes a back seat and the emotional quotient takes charge. It’s very natural when you are out of your work place and relaxing at home. Having an emotional quotient in the workplace is something which needs to be worked on. Tremendously. And this requires the simultaneous buildup of feelings of employees within an organization.
Paul Borawski, in his August blog on A View from the Q, presents a ‘feelings and culture’ perspective to quality health in any organization. I’ve always stressed endlessly how senior management goals and objectives play a towering factor in almost all things desired to be quality. Even Culture.
I work in a very money-oriented organization where management emphasis on quality is nearly non-existent. What do you think is the quality culture here? However, thankfully our Quality department (which includes me, of course!) has always thought otherwise and has put sincere, clandestine efforts to continually improve the system in the organization. There, I believe, exist the feelings, the passion to do business, my business. Putting it bluntly – that does not or did not change the culture. For me, culture remains a top management vehicle which carries like-minded professionals on board through imbibing a ‘good to great’ culture of quality. I think low quality-cultured professionals would thrive within high quality-cultured organizations, while a high quality-cultured professional would deteriorate within a low quality cultured organization, especially where his/her efforts go unheard or unnoticed by the responsible management! This is the hard ground reality.
Coming back to Paul’s blog post, there is no dearth of good quality professionals in the world. If the focus is on sustaining an existing quality culture, one of the major criteria for hiring professionals is to gauge the ‘teamwork quotient’ within potential candidates. One of my best virtues in developing our quality department has been the consistent and persistent emphasis on working as a team. This works wonders for our department and is in my opinion one of the most important criteria for sustainable quality culture within organizations!
Recently, I had been on a flight to Dubai by Emirates Airlines on business class. My jaw dropped at the end of the awesome experience I had on-board. They are the first airline in the world to provide in-flight telecommunications! Their customer service levels speaks volumes of the quality culture built in every aspect, every employee within the organization. This is possible first through strategic alignment of corporate goals by top management to every quality-cultured employee for implementation. Second by working focused towards this goal as a wholesome team, eventually integrating individual performances into overall company results.
Quality culture attributes, though unique to an individual in a certain location, are universally spread within quality professionals around the world. While one cannot hire a candidate with all cultural attributes, a team of unique-attribute professionals hired for a quality oriented organization is what I envision within my own.
Finally, I would like to share histrionics of a professional friend, Dr. Dheeraj Mehrotra, who has dedicated himself to ‘Quality in Education’ through the path of feelings and culture, inculcating them in the future youth of India. I am a fan and follower of this quality human being who is also the recipient of the National Teachers Award 2006.