QUALITY

MANAGEMENT,
ETHICS AND
CORPORATE
EDUC 606
TOTAL QUALITY MANAGEMENT
OBJECTIVES
1. Describe the interconnection between quality
management, ethics and corporate
2. Define quality management and its key principles
3. Define ethics and its core principles
4. Define Corporate Social Responsibility and its key
areas
5. Discuss the benefits of combining quality
management, ethics and CSR
INTERCONNECTION BETWEEN
QUALITY MANAGEMENT, ETHICS AND
CORPORATE
Quality management, ethics, and CSR are closely
linked and mutually reinforcing. Ethical behavior is essential
for building trust with customers, employees, and other
stakeholders, which is crucial for achieving quality and
sustainability. CSR initiatives can enhance a company's
reputation and attract customers and employees who value
ethical and responsible businesses, while quality
management practices can help ensure that CSR initiatives
are effective and impactful.
QUALITY MANAGEMENT
Quality management is a comprehensive
approach that focuses on consistently meeting
or exceeding customer expectations. It involves
processes, methodologies, and tools to ensure
that products, services, and processes are of
high quality.
KEY PRINCIPLES OF QUALITY
MANAGEMENT
1. Customer Focus - Understanding and meeting customer needs and
expectations.
2. Leadership - Establishing a clear vision and direction for quality
improvement.
3. Engagement of People - Involving and empowering employees at all levels.
4. Process Approach - Managing activities as interconnected processes.
5. Improvement - Continuously seeking ways to enhance processes and
outcomes.
6. Evidence-Based Decision Making - Making decisions based on data and analysis.
7. Relationship Management - Building and maintaining strong relationships
with suppliers and partners
ETHICS
It involves applying moral principles
to decisions and actions. It
encompasses a wide range of issues,
including honesty, integrity, fairness,
and respect for stakeholders.
CORE PRINCIPLES
1. Honesty - Being truthful and transparent in all dealings.
2. Integrity - Adhering to moral and ethical principles.
3. Fairness - Treating all stakeholders equitably and justly.
4. Respect - Valuing the rights and dignity of all individuals.
5. Responsibility - Being accountable for one's actions and
decisions.
6. Transparency - Openly communicating information to
stakeholders.
7. Trustworthiness - Being reliable and dependable
CORPORATE SOCIAL
RESPONSIBILITY
CSR is an approach that involves integrating
social and environmental concerns into a
company's operations and interactions with
stakeholders. It goes beyond legal obligations to
encompass ethical and philanthropic
responsibilities.
KEY AREAS OF CSR
1. Environmental Sustainability - Reducing pollution, conserving
resources, and mitigating climate change.
2. Social Impact - Supporting local communities, promoting diversity
and inclusion, and protecting human rights.
3. Ethical Governance - Ensuring transparency, accountability, and
ethical decision-making.
4. Stakeholder Engagement - Engaging with employees, customers,
suppliers, and communities to understand and address their
concerns.
BENEFITS OF COMBINING
TQM, ETHICS AND CSR
1. Enhanced Reputation
An organization known for its quality, ethical behavior, and social
responsibility will have a stronger reputation, attracting customers,
employees, and investors.
2. Increased Customer Loyalty
Customers are more likely to be loyal to a company that they trust
and that shares their values.
3. Improved Employee Engagement
Employees are more likely to be engaged and motivated when they
work for an organization that is ethical and socially responsible.
4. Reduced Risk
Ethical behavior and CSR can help organizations
avoid legal, regulatory, and reputational risks.
5. Long-Term Sustainability
By integrating ethics and CSR into their TQM
efforts, organizations can create a more sustainable
business model that benefits all stakeholders.
REFERENCES
Best Buy Co., Inc. (2007). 2007 Corporate Social Responsibility Report.
Retrieved April 2, 2010 from
http://www.bbycommunications.com/csr/CSR_2007_Final.pdf
Clawson, J. G. (2009). Level three leadership: Getting below the surface (4th
ed.). Upper Saddle River, NJ: Prentice Hall.
Ferrell, O. C., Fraedrick, J., & Ferrell, L. (2010). Business ethics: Ethical
decision making and cases: 2009 update (7th ed.). Mason, OH: South-
Western Cengage Learning.
Goetsch, D. L., & Davis, S. B. (2010). Quality management for organizational
excellence: Introduction to total quality (6th ed.). Upper Saddle River,
NJ: Prentice Hall.
Henderson, D. R. & Hooper, C. L. (2009, September 9). Pfizer’s $2.3 billion-
dollar settlement. Retrieved March 28, 2010 from
www.forbes.com/2009/09/08.
Nintendo of America. (2010). Nintendo of America’s code of conduct.
Retrieved April 2, 2010 from http://www.nintendo.com/corp/coc.jsp
Piechocki, M. (2007, October 1). Five orthopedic device companies reach
settlement with DOJ for investigation into consulting practices. Retrieved
March 29, 2010 from www.orthosupersite.com/view.aspx?rid=24187
University of Illinois Ethics Office. (2010). Code of conduct. Retrieved April 2,
2010 from http://ethics.uillinois.edu/policies/code.cfm
YUM! Brand, Inc. (2010). Supplier code of conduct. Retrieved April 2, 2010
from http://www.kfc.com/about/supplier.asp.
SOCIAL
RESPONSIBILITY
QUALITY CULTURE:
CHANGING HEARTS,
MINDS AND ATTITUDES
QUALITY CULTURE
A quality culture is an environment
where employees not only follow quality
guidelines but also consistently see, hear,
and feel quality in their surroundings. It
requires:
• Leadership commitment
• Employee ownership
• Organization-wide continuous
improvement
TO ESTABLISH AND
MAINTAIN A QUALITY
CULTURE, ORGANIZATIONS
MUST:
1.Maintain awareness of quality as a key cultural
issue
2.Provide evidence of management's leadership
3.Empower employees and encourage self-
development
4.Keep employees involved in quality initiatives
5.Recognize and reward behaviors that nurture
the quality culture
CHANGING HEARTS, MINDS
AND ATTITUDES
Changing hearts, minds, and attitudes
is a complex process that involves
cultivating moral imagination, fostering
empathy, and implementing strategic
approaches to influence behavior and
perspectives.
KEY ASPECTS OF THIS
TRANSFORMATIVE PROCESS
1. Cultivating Moral Imagination
helps bridge ideological divides and fosters
understanding between different perspectives on issues.
This approach encourages:

-Perspective-taking
-Empathy for those we may never meet
-Willingness to deliberate and solve problems
collaboratively
2. Fostering Perspective –Taking in Education
Educational settings can promote empathy
and expand boundaries of concern through:
-Self-directed perspective-taking exercises
-Imagining oneself in another's situation
-Exploring diverse experiences and
circumstances
3. Leveraging Art, Science and Design

Interdisciplinary approaches can

cultivate moral imagination and empathy:

-Storytelling
-Co-creation of artworks
-Scientific experiments as public art
-Poetry and narratives addressing global
challenges
4. Implementing Organizational Change

-Establish a clear vision aligned with

organizational strategy
-Define key values and corresponding behaviors
-Engage employees in identifying and describing
important values
-Create behavioral norms for each value
-Identify change champions to lead and
encourage behavior change
REFERENCES
Anzalone, A. (2011, February 7). Quality Culture: Changing Hearts, Minds, and
Attitude. Hillsborough Community College, Brandon Campus.
https://etshare.pbworks.com/f/Chapter%206%20%20Quality%20Culture%
20Changing%20Hearts,%20Minds,%20and%20Attitudes.pdf
Changing hearts and minds: theorizing how, when, and under what conditions three
social influence implementation strategies work. (2024, September 5). Frontiers
in Health Services. https://www.frontiersin.org/journals/health-
services/articles/10.3389/frhs.2024.1443955/full
Pearce, B. (2024, March 7). Changing hearts instead of changing minds – another
take on climate action. Bristol University Press.
https://bristoluniversitypressdigital.com/gsc/view/journals/gscj/3/3/article -
p443.xml
Social Responsibility. (2024, June 29). Lark Editorial Team.
https://www.larksuite.com/en_us/topics/quality-management- glossary/social-
responsibility
Llyall, K. (2020, August 3). Culture of Quality. Quality Magazine.
https://www.qualitymag.com/articles/96166-culture-of-quality
Gubler, R. et al. (2022, October). Changing Hearts and Minds? Why Media
Messages Designed to Foster Empathy Often Fail. The University of
Chicago Press Journal.
https://www.journals.uchicago.edu/doi/abs/10.1086/719416
Samuel, J. (2019). Culture Change-Engaging Hearts and Minds.
ScopeFlexibleLearnging4_Jan-Samuel-v2.pdf.
https://www.thescopes.org/assets/Uploads/ScopeFlexibleLearnging4_Jan-
Samuel-v2.pdf
Wisniewska, M. (2024). The self-assessment of quality culture and
dimensions of social responsibility on the example of Pomeranian
public organizations- winners of the Pomeranian Quality Award. pdf-196568-
120316. https://www.management-poland.com/pdf-196568-
120316?filename=The+self_assessment+of.pdf