INTRODUCTION TO PUBLIC SECTOR QUALITY MANAGEMENT

(PAD252)
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Characteristics of quality management are as follow:
People orientation
Market driven
Recognition
Accountability
Transparency
Continual mprovement
f the public organi!ations do not implement the characteristics of quality management" they
may face the following consequences:
i# mage of public organi!ation will be ruined $ global perception
ii# %igh operational cost $ business performance in term of quality" service quality and
relationship quality#
iii# &ecreasing efficiency in work and low productivity $ high defection rate
iv# 'oosing customers( loyalty and satisfaction $ legitimacy possessed by the
government is bestowed upon them by the people" ensure continuous support of the
people is vital to the public agencies # )uality management supposed to be market
driven" in term of public organi!ation" it is *people driven(
v# +mployee attitude
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According to guideline by ,rank -ryna
i# Maintain awareness of quality as a key culture issue
ii# +vidence of management(s leadership
iii# +mployees empowerment and encourage self.development and self.initiative
iv# /eep employees involved
v# Recogni!e and reward the behaviors that tend to nurture and maintain the quality culture
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There are several recommended strategies towards establishing quality culture in the public
sector 0-oestch" 12324:
a4 dentify the attitudes" behaviors" processes and procedures that are changed
b4 Put the planned changes in writing
c4 &evelop a comprehensive plan for making the changes
d4 Make sure all change advocates are familiar with emotional transition people go
through when confronted with change
e4 dentify the key people in the organi!ation who can either make the conversion
work or make sure it doesn(t work# -et the indentified key people on the team
0turn them into advocates4
f4 Take a hearts.and.minds approach when introducing the new culture
g4 Apply courtship strategies to bring people along slowly but steadily
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a4 nternal customers . refers to those at the process level" departments
and key cross.functional processes within an organi!ation# They are the
main contributors to the organi!ation(s vision and mission# They depend on
the department(s 8 function(s 8 products 8 services to ultimately serve the
consumers 0i#e# those who receive the final products 8 services4# ,or
e9ample" nursing unit in a public hospital is a customer to the laundry unit
in the same hospital or %+P is a customer to %+PA#
b4 +9ternal customers . refers to those who receive 8 pay for the products
and8or services# n this case" they are considered as the *outsiders( of an
organi!ation" since they are not involved directly with the processes within
the organi!ation# ,or e9ample" the students are e9ternal customers to
6iTM and other higher learning institutions" of which they only receive the
services provided i#e# education services and they are not involved in
preparing the means for education#
5. D)+*r() %#r)) $ppro$*#)+ %#$% *$n () u+). (y %#) o--*)r+ %o &$6) $n )%#*$/
.)*+on.
:+thical decision: means the right decision with no bias or influence of other e9ternal factors of
sub;ect matter# There are three approaches a managers could use to carry out their roles as
decision maker in an organi!ation# As referring to Chapter < of our module" the three approaces
are:
3# =est Ratio Approach
7r so called situational ethics# t is a pragmatic option" which could be defined as a method of
dealing with things sensibly and realistically in a way that is based on practical rather than
theoretical considerations 079ford &ictionary4#
This approach assumes that employees are basically good and will behave ethically under the
right circumstances# 7nly under certain conditions" the employees are driven to behave
unethically# ,or e9ample" A=C is a very hardworking" committed and honest employee in
Company &+" in time of economic recession" A=C is making e9tra income by driving *pirate cab(
by transporting employees of the same company from their home to the workplace" which is
strictly not allowed by the Company &+# %e abandoned the rule of Company &+ 0unethical
behaviour4 because he had a tough time to raise his family 0the force 8 condition that lead to his
unethical behaviour4#
Managers need to do anything possible to create and preserve appropriate conditions or
environment that promotes employees to behave ethically# >hile making decision" managers
should take into account and try their best to maintain and offer more good choices to bad" so
that the employees would be lead to ethical behaviour# n case of A=C" the manager could set
up a mini weekend ba!aar at the company(s compound" which would allowed A=C and other
employees who wants to earn e9tra income" could do so after their working hours#
%owever" when facing more comple9 issue and hard decision has to be made" the most
appropriate decision is the one that will do the most good for the most employees#
1# =lack and >hite Approach
As the term *black and white( dictates" this approach prescribes *right is right" wrong is wrong(#
Considering long term circumstances" decisions made by this approach are strict" ethical" fair
and impartial" regardless of the outcome in short term circumstances#
The circumstances and situations the employees involve in are irrelevant to be weight on
decision making scale#
The managers are responsible to make ethical decisions and enforce the decision made
throughout the organi!ation and help the employees to chose the right things to do" thus" the
conform and ethical route#
?# ,ull.potential Approach
This approach refers to decision making based on and focused on how the outcomes from the
decision made affect the ability of the people or employees involved to achieve their full
potential#
The people or employees are responsible in reali!ing and recogni!ing their own full potential
within moral framework# Choices that can achieve this goal without fringing the rights of others
are considered ethical#
,or e9ample" ,- as a Assistant Architect attached to an unknown section in Company % has
succeed in many ma;or pro;ects of the company# ,- has all the good quality of an architect" let
alone his modesty and humble in learning from all the seniors" ,- is a rising star who had has
the potential to become a very successful architect# &espite of his working e9perience" his
manager sees the potential in ,-# The manager offer ,- an opportunity to become an Architect
0who will be assist by an assistant architect4 and attach to a department" instead of an unkown
section# >ithout crossing all the senior architect who had years of e9perience in the company"
the manager comes up with a term ,- must comply to"which is ,- must attend < months
training at their oversea(s headquarters and passed the Architect entrance e9amination with
high grade# 5eeing ,-(s potential" the manager made the decision to help ,- but at the same
time" does not fringing the rights of other senior architect" who will be entitled the same post in
year to come#