Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
matters.” (Beck<strong>for</strong>d, 2002) In terms of management perspectives, Beck<strong>for</strong>d’s point is that a major<br />
barrier to quality may be built into the reward system of an organization. It may condition that<br />
management should focus on ‘output today at all costs’, without real concern <strong>for</strong> or interest in<br />
quality. And, if it is not of primary interest <strong>for</strong> management, then it is not of interest <strong>for</strong> anyone else.<br />
It became clear a few decades ago that quality is just a function of an organization. Different<br />
organizations have different problems with quality. Some typical organizational decisions promote<br />
avoiding some typical problems. Some typical organizational weaknesses create conditions that<br />
cause corresponding quality problems. The requirements needed in an organization’s<br />
management system to improve quality were exposed in the defence industries during the late<br />
1940’s <strong>and</strong> 1950’s, <strong>and</strong> were subsequently translated into civil applications as national <strong>and</strong><br />
international st<strong>and</strong>ards. These requirements apply to all elements, aspects <strong>and</strong> functions of an<br />
organization that may have any impact on quality. These were called a ‘quality management<br />
model’, <strong>and</strong> then ‘quality management system’.<br />
Quality management systems<br />
Good order is the foundation of all good things.<br />
Edmund Burke (1790)<br />
The ISO 9000:2000 family represents the currently established global st<strong>and</strong>ard <strong>for</strong> the quality<br />
management system (QMS). It is the one most commonly adopted. Although initially these<br />
st<strong>and</strong>ards were developed <strong>for</strong> industries, they are applicable <strong>and</strong> have become common <strong>for</strong> the<br />
service sector also. In some European countries, they are widely used in the public sector. They<br />
were implemented in many local governments in the United Kingdom, Pol<strong>and</strong>, Latvia, etc. The<br />
applicability of these st<strong>and</strong>ards is unlimited due to the very basic <strong>and</strong> general nature of their<br />
recommendations <strong>and</strong> requirements.<br />
To prove compliance of their established QMS with the requirement of the International St<strong>and</strong>ard,<br />
organizations apply to independent certification bodies that undertake audits, issue certificates <strong>and</strong><br />
supervise ongoing compliance. It is an important factor <strong>for</strong> many organizations, since in some<br />
countries certification is almost obligatory <strong>for</strong> certain industries, <strong>and</strong> is often specifically requested<br />
by public sector clients.<br />
The ISO 9000 series of st<strong>and</strong>ards consist of: ISO 9000:2000 describes the fundamentals of<br />
quality management systems <strong>and</strong> specifies the terminology <strong>for</strong> quality management systems;<br />
o ISO 9001:2000 specifies requirements <strong>for</strong> a quality management system where an<br />
organization needs to demonstrate its ability to provide products that fulfil customer <strong>and</strong><br />
applicable regulatory requirements <strong>and</strong> aims to enhance customer satisfaction;<br />
106