英文质量管理课件 质量管理_Quality_Management__The_Fork_Model_for_Quality_Management_The_Neck,_or_Management’s_Educ.pdfVIP

Chapter 15 The Fork Model for Quality Management: The Neck, or Management’s Education Introduction • After the top management of an organization commits to transformation, its members enter a period of education and self-improvement. • The purpose of the neck of the Detailed Fork Model is to explain what top management needs to do to promote and coordinate its education and self- improvement in respect to transformation. Management’s Fears Concerning Education and Self-Improvement 1. What actually happens in meetings about quality management? 2. Will I lose power? 3. Will I be embarrassed? 4. Will I look stupid? 5. Will I “get it”? 6. Will I be able to do it? 7. Will I have to change my personality? 8. Will I be exposed as incompetent? 9. Will I have to justify myself to the others? Education and Self-Improvement Groups • One of the first tasks of the EC is forming one or more “education, training, and self-improvement” groups. The aim of each group is to expand and deepen its understanding of Dr. Deming’s theory of management in respect to business and life. • A group contains between three and six members, and meets frequently, for example, weekly. • The areas of concentration are studying the System of Profound Knowledge and identifying and resolving personal barriers to transformation. Studying the System of Profound Knowledge • The System of Profound Knowledge is discussed by the group, under the tutelage of an expert. • The expert creates an environment in which group members deepen their understanding of how the System of Profound Knowledge might affect organizational and personal decision- making. • The expert may use group meetings, role-playing, case studies, or workshops to generate the individualized feedback necessary