A Term For Continuous Improvement In An Organization

A Term For Continuous Improvement In An Organization Ist

A term for continuous improvement in an organization is? Total Quality Management. Kaizen. Empowerment. Honne.

When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called: All hands meeting. Division meeting. Quality control circle. Board of Directors.

There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________. Saves money. Is very costly. Is unnecessary for any employees. Is too special for most employees to be trained.

The term for doing the right thing according to societal norms is called? The Status Quo. Political correctness. Social Politics. Tatemae.

The process of evaluating results in relation to plans or objectives and deciding what action, if any, to take is __________ and it is combined with __________? Global strategy and quality. Control and quality. Controlling and decision making. Decision making and quality.

Ways to recognize a neutral culture from an affective culture include all but which one of the following items? Physical contact, gesturing, and/or strong facial expressions are not used. Emotions are dammed up, although occasional explosions occur. Do not reveal what they are thinking or feeling. People express goodwill and respond warmly to all comments and ideas.

The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called? Leadership. Management. Charismatic. Socially responsible management.

Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid? High Concern for people and relationships; Low concern for production and task. Low Concern for people and relationships; High concern for production and task. High Concern for people and relationships; High concern for production and task. Low Concern for people and relationships; Low concern for production and task.

Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as? Idealized influential leaders; Inspirational motivational leaders; Intellectually stimulating leaders; Idealized Influential leaders.

Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because? A person can learn better on the job in a traditional factory than by themselves doing something new. The free enterprise system mainly benefits the rich and powerful. Trend toward leisure is not a good thing. The working class should have more say in how people manage organizations.

Which cultures would be more likely to focus on external controls? Which cultures would consider direct controls to be more important than indirect controls? Be specific and explain your answer. Your response should be at least 200 words in length.

Using GLOBE study results and other supporting data, determine what Japanese managers believe about their subordinates. How are these beliefs similar to those of the U.S. and European Managers? How are these beliefs different? Your response should be at least 200 words in length.

Paper For Above instruction

Continuous improvement is a fundamental principle in modern organizational management, aiming at enhancing efficiency, quality, and overall performance over time. One of the most recognized terms associated with this concept is "Kaizen," a Japanese philosophy that emphasizes small, incremental changes involving everyone in the organization. Kaizen fosters a culture where employees at all levels are engaged in ongoing efforts to improve processes, reduce waste, and increase value (Imai, 1986). In a broader context, Total Quality Management (TQM) also encapsulates the idea of continuous improvement by promoting a systemic approach to quality across all organizational functions (Deming, 1986).

The concept of groups regularly meeting to discuss quality challenges is often referred to as a "Quality Control Circle." Originating from Japanese management practices, these circles involve small worker groups analyzing problems and proposing solutions, thus encouraging participation and shared responsibility for quality (Kano, 1982). This participative approach enhances not only quality outcomes but also worker morale and teamwork. In contrast, terms like "All hands meeting" or "Division meeting" are more generic and do not specifically imply a focus on continual quality improvement.

Recent shifts in quality management reveal a paradigm where quality is viewed as everyone's responsibility rather than the sole domain of a specialized department. This cultural change pushes organizations to train employees at all levels, recognizing that quality improvement is integral to the organizational ethos. Such widespread training, although sometimes perceived as costly, yields benefits like increased employee engagement, better problem-solving ability, and higher customer satisfaction (Oakland, 2003). This shift aligns with the broader movement toward participative management and emphasizes that quality is a collective effort rather than a departmental task.

The societal norm of doing the right thing is often referred to as "Tatemae" in Japanese culture, which contrasts with "Honne." Tatemae refers to the public facade or behavior aligning with societal expectations, whereas Honne relates to one's true feelings and opinions that are often kept private (Hendry, 1994). This distinction underscores the importance of conforming to social norms and maintaining harmony, especially in collectivist cultures where group cohesion is prioritized over individual expression.

In organizational settings, evaluating results against plans or objectives is called "control." The process of such evaluation is typically coupled with "decision making," to determine appropriate corrective actions. This relationship between control and decision making underscores the importance of monitoring progress and acting accordingly to stay aligned with strategic goals (Simons, 1995). Effective control systems provide timely information, enabling managers to make informed decisions that guide organizational performance toward desired outcomes.

Recognizing cultural differences is essential in managing diverse workforces. A neutral culture often avoids physical contact, gesturing, or strong emotional expressions, with emotion being surface-level or repressed, and does not openly share feelings or thoughts. Conversely, affective cultures are characterized by expressive behaviors, including warmth, gestures, and emotional displays, which are considered normal and appropriate in social interactions (Hall, 1976). Therefore, items such as non-verbal expressions and emotional openness are key differentiators, with neutral cultures tending to suppress overt expressions of emotion.

Leadership involves influencing others towards shared goals. Unlike management, which emphasizes organizational planning and administration, leadership focuses on motivating and inspiring followers. Transformational leaders, in particular, are known for challenging existing paradigms and encouraging innovation. These leaders inspire followers to re-examine entrenched beliefs and adopt new, visionary perspectives about organizational and societal futures (Bass & Avolio, 1999). Such leaders are vital in navigating complex, rapidly changing environments and fostering a culture of continuous improvement and adaptation.

On the managerial grid, efficiency can be characterized by a low concern for human elements, where conditions are arranged to minimize human interaction, thus focusing on task completion and productivity. Frequently described as "Impoverished Management" style, this approach emphasizes task efficiency with little regard for employee needs or relationships (Blake & Mouton, 1964). While this may optimize short-term output, it risks neglecting the human aspects that underpin long-term organizational health and employee engagement.

Transformational leadership that challenges old paradigms and guides followers toward new ways of thinking and working is integral for organizational evolution. Leaders who are intellectually stimulating motivate employees to question existing assumptions, develop new solutions, and drive innovation. Such leaders foster an environment where risk-taking and experimentation are encouraged, ultimately facilitating organizational learning and adaptability (Bass & Riggio, 2006).

Geopolitical and cultural differences also influence managerial beliefs. In Russia, influenced by Marxist principles, the embrace of free enterprise varies, largely because the system benefits the wealthy more than the working class. Historically, Russian management has emphasized state control and collective ownership, but recent trends show some openness to market mechanisms. However, skepticism remains as many believe the free market primarily advantages the elite, leading to resistance among segments of the population and management (Morris & Shinohara, 2016).

Cultural controls differ significantly across societies. Cultures with external control focus more on explicit, formal rules and oversight—such as direct supervision and structured procedures. Cultures valuing indirect controls may rely on shared norms, values, and social influences, often preferring a participative approach to regulation. For example, Western cultures like the U.S. often emphasize direct controls for clarity and accountability, while East Asian cultures may prefer indirect, context-based controls that foster harmony and group cohesion (Hofstede, 1980). These differences impact managerial practices, communication styles, and organizational policies.

According to the GLOBE study, Japanese managers tend to believe that subordinates should display a high degree of loyalty, group cohesion, and respect for hierarchy, aligning with cultural norms of collectivism and long-term orientation. These beliefs are similar to European managers, who also value group harmony and participative decision-making, though with nuances based on individualism-collectivism tendencies. In contrast, U.S. managers often emphasize individual initiative, innovation, and direct communication, reflecting a more individualistic cultural orientation (House et al., 2004). Despite these differences, all these management beliefs underscore the importance of understanding cultural context in leadership and organizational behavior, as they influence motivation, communication, and decision-making processes across borders.

References

• Bass, B. M., & Avolio, B. J. (1999). Full Range Leadership Development. SAGE Publications.
• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Lawrence Erlbaum Associates.
• Blake, R. R., & Mouton, J. S. (1964). The Managerial Grid. Gulf Publishing Company.
• Deming, W. E. (1986). Out of the Crisis. MIT Center for Advanced Educational Services.
• Hall, E. T. (1976). Beyond Culture. Anchor Books.
• Hendry, J. (1994). Understanding Japanese Society. Routledge.
• Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. SAGE.
• Imai, M. (1986). Kaizen: The Key to Japan's Competitive Success. McGraw-Hill.
• Kano, N. (1982). "Attractive Quality and Must-be Quality," The Quality Control.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. SAGE Publications.
• Morris, M., & Shinohara, M. (2016). Russia's transition to a market economy: the collision of Marxist ideology and market reforms. Post-Communist Economics, 28(2), 150-171.
• Oakland, J. (2003). Total Quality Management: Text with Cases. Butterworth-Heinemann.
• Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Harvard Business School Press.