JUST PLANE CULTURE
disengaged are your organizational saboteurs who seek to disrupt activities. They can be extremely dangerous. The latest polls put worldwide employee engagement as low as 13 percent and as high as 17 percent. Employee engagement is on the decline and our engagement eff orts are not working. Fortunately, the actively disengaged numbers has remained at about 1/3. The benign, not engaged group is growing but they are compliant, so it’s OK, right? You can’t focus on engagement without other factors being in place. You also need mutual respect and trust. You also need a sound corporate structure with a singular focus, but one does not supplant the other. We are talking about the people part. You can’t have respect without trust and you aren’t going to get engagement without respect. Where are you on this pyramidal hierarchy? Most will have to work on the trust factor before proceeding — this is a behavior change. “Creating Cultural Change: The Key to Total Quality Management,” a study conducted by Phillip Allison in 1990, found that 80 percent of companies are not interested in organizational culture. Other research has confi rmed these abysmal fi gures.
“Who needs all that aggravation? It’s too much work.
We pay them and they work — it’s that simple.” There is something to be said for that. It works but it suppresses the employees from putting forth their full potential. It either diverts attention of the supervisory staff or dilutes
their capability. This decreases their performance and is just plain exhausting. Simply put, it’s ineffi cient. If you are shooting for compliance, you need extra oversight to ensure workers are doing what they are supposed to be doing. People will only be compliant if they have to be. If there is looming punishment from getting caught, they will only be compliant when they are being watched. Compliance becomes labor intensive. Then you will need managers to oversee the supervisors to ensure they are compliant, and need general managers to oversee the managers to ensure compliance there, and so on up the food chain. Then their attention is diverted from doing their primary jobs, thus decreasing performance. Support for the workers is reduced; they now cannot perform effi ciently because of the lack of resources. If compliance is all you require, then more power to you. You have hampered your processes, so don’t expect to achieve high performance goals. You also are missing out on so much more. Engaged employees are more productive, produce higher
quality, are more creative, are absent less, are injured less, are healthier and are resilient to economic changes. They take responsibility and they are able to contend with problems as they occur. They don’t wait for supervisory intervention. Need I go on? (I will save details about high-performance organizations for future articles.) You can get there if you want. It’s your choice: compliance or commitment? Any organization can duplicate your product or service, but they can’t duplicate the culture in which it is produced. It isn’t a matter of bad or good, but of good or excellent.
It’s in our power.™
Patrick Kinane is an FAA- certifi cated A&P with IA and commercial pilot with instrument rating. He has 50 years of experience in aviation maintenance. He is an ASQ senior member with quality auditor and
At Pratt & Whitney, we keep you flying. Our Customer Training team is dedicated to advancing jet engine knowledge and maintenance techniques. From standard courses to customized solutions, whether instructor-led or on the web, we provide an innovative learning experience to support your maintenance, engine performance and fleet management needs. Backed by a global network that supports you anytime, anywhere. Pratt & Whitney. Learn more at
www.pwcustomertraining.com.
quality systems/organizational excellence manager certifi cations. He is an RABQSA- certifi ed AS9100 and AS9110 aerospace industry experienced auditor and ISO9001 business improvement/quality management systems auditor. He earned a bachelor of science degree in aviation maintenance management, a master’s of science degree in education, and a Ph.D. in organizational psychology. Kinane is presently a senior quality management systems auditor for AAR CORP and a professor of organizational behavior at DeVry University.
www.pw.utc.com
01.02 2014
22
BlueEagle_LittleTheater2013.indd 1 4/9/13 11:40 AM
DOMmagazine
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64