20CS2024 Ethics in Information Technology PDF

20CS2024 Ethics in Information Technology Syllabus Module 1: Overview of Professional ethics Professional Ethics – Big Picture View - Organizational Culture and Climate- Senses of ‘Engineering Ethics’- Leadership theories: Transactional, Transformational, charismatic leadership, situational lead...

20CS2024 Ethics in Information Technology Syllabus Module 1: Overview of Professional ethics Professional Ethics – Big Picture View - Organizational Culture and Climate- Senses of ‘Engineering Ethics’- Leadership theories: Transactional, Transformational, charismatic leadership, situational leadership – Participative style of management- Engineers as Managers – Concept of Continuous improvement- PDCA Cycle- Suggestion Schemes and Quality circles Module 2: Cyber‐crimes and Cyber Laws Ethics for IT Workers and IT Users-IT Professionals-IT professional malpractice-IT , IT Act cyber laws - Information Technology Act, 2000 (“IT Act”) – Digital Signature – Confidentiality, Integrity and Authenticity (CIA) Module 3: Intellectual Property Rights Key Issues-Intellectual Property – Software Copy Rights- Patents- Patentable Software related Products- IPR Procedures- Patent Application, Publication, examination, awarding Module 4: Software Development and Information Technology Strategies to Engineer Quality Software-Key Issues in Software Development- The impact of IT on the Standard of Living and Productivity -Industry 4.0 standards and applications in areas like Food, Water, Energy and Health care Module 5: Social networking, ethics of information technology organizations Social Networking Web Site - Business Applications of Online Social Networking-Social Networking Ethical Issues Online Virtual Worlds- Key ethical issues for Organizations-Outsourcing-Whistle Blowing-Green Computing-ICT Industry Code for Conduct. Module 6: Standards for Information Security Management Information Security Management Systems (ISMS) – ISO 27001 – Framing Security Policy of Organization- Committees- Security Forum, Core Committee, Custodian and Users, Business Continuity Process Team & Procedure- Information Security Auditing Process, IT Security Incidents. 2 Course Objectives: Enable the student to 1. Acquire knowledge about professional ethics and understand Organizational culture and climate 2. Understand the impact of IT Profession, software development Cyber laws and regulations in society 3. Familiarize with standards, policies, procedures and controls for Information Security Management. 3 Course Outcomes: The student will be able to 1. understand professional ethics and organizational culture conduct in information technology. 2. choose various leadership styles and the suitability for the specific organization 3. identify the possible Computer crimes and the rules and regulations for protection. 4. describe the various types of IPR and the procedures for obtaining IPR 5. explain the various types of Social Networking and issues 6. relate to the different national and international organizational models with intellectual ability. 4 Books for reference Text Books: 1. George Reynolds, “Ethics in Information Technology”, CENGAGE Learning Fourth Edition, 2012. ISBN: 9788131518755, 8131518752 Reference Books: 1. Richard A. Spinello, “Case Studies in Information Technology Ethics”, Prentice Hall, Second Edition, 2003. ISBN:978-0130991508. 2. Sara Base, “A Gift of Fire: social, legal, and ethical issues for computing and the Internet”, Prentice Hall, Second Edition, 2008, ISBN: 978-0132492676 3. IT Act https://indiacode.nic.in/bitstream/123456789/1999/3/A2000-21.pdf 4. IPR in India Laws and Procedures: https://www.india-briefing.com/news/intellectual-property-rights-india-laws-procedures- registration-14312.html/ 5. Industry 4.0 the Fourth Industrial Revolution https://www.i-scoop.eu/industry-4-0/ 6. ISMS Policy Oil India. https://oilweb.oilindia.in/policy/Information_Security_Policy_2013.pdf 5 Module 1: Overview of Professional ethics Professional Ethics - Big Picture View Organizational Culture and Climate Senses of ‘Engineering Ethics’ Leadership theories: Transactional, Transformational, charismatic leadership, situational leadership Participative style of management- Engineers as Managers Concept of Continuous improvement- PDCA Cycle Suggestion Schemes and Quality circles 6 Professional Ethics - Big Picture View A set of rules expressed in statements are formed by every society which establishes the boundaries of generally accepted behavior. These rules are about how people should behave, and the individual rules fit together to form the moral code by which a society lives. The term morality refers to social conventions about right and wrong that are so widely shared that they become the basis for an established consensus. Morality may vary by: Age Cultural group Ethnic background Religion Life experiences Education Gender 7 Ethics Ethics is a set of beliefs about right and wrong behavior within a society. Ethical behavior conforms to generally accepted universal norms. Ethical behavior can vary dramatically. For example, attitudes toward software piracy—a form of copyright infringement that involves making copies of software or enabling others to access software to which they are not granted. Countries with the highest rate of piracy: Zimbabwe (92%), Georgia (91%), Bangladesh (90%), Libya (90%), and Moldova (90%). Countries with the lowest rate of piracy: The United States (19%), Luxembourg (20%), Japan (21%), and New Zealand (22%). A virtue is a habit that inclines people to do what is acceptable. e.g. : Fairness, generosity, and loyalty Vice is a habit of unacceptable behavior. E.g.: vanity, greed, envy, and anger. People’s virtues and vices help define their personal value system. 8 Integrity - importance Cornerstone of ethical behavior – Integrity A person who acts with integrity acts in accordance with a personal code of principles. Consistency can be difficult to achieve, particularly when you are in a situation that conflicts with your moral standards. Another form of inconsistency emerges if you apply moral standards differently according to the situation or people involved. If you are consistent and act with integrity, you apply the same moral standards in all situations. Morals are one’s personal beliefs about right and wrong, Ethics describes standards or codes of behavior expected of an individual by a group (nation, organization, profession) to which an individual belongs. Law is a system of rules that tells us what we can and cannot do. Laws are enforced by a set of institutions. Legal acts are acts that conform to the law. Moral acts conform to what an individual believes to be the right thing to do. 9 Professional Ethics – Ethics in business world 10 Corporate Social Responsibility (CSR) Corporate social responsibility (CSR) is the concept that an organization should act ethically by taking responsibility for the impact of its actions on the environment, the community, and the welfare of its employees. Setting CSR goals encourages an organization to achieve higher moral and ethical standards. e.g.: CISCO - has set and achieved a number of CSR goals for itself, and is recognized as a highly ethical company. Supply chain sustainability ‐ a component of CSR - that focuses on developing and maintaining a supply chain that meets the needs of the present without compromising the ability of future generations to meet their needs. - takes into account such issues as fair labor practices, energy and resource conservation, human rights, and community responsibility. Each organization must decide if CSR is a priority and specify the CSR goals. Some CSR goals can lead to increased profits, making it easy for senior company management and stakeholders to support the organization’s goals. If striving to meet a specific CSR goal leads to a decrease in profits, senior management may be challenged to modify or drop that CSR goal entirely. 11 Why fostering Corporate Social Responsibility and Good Business Ethics is important 5 reasons for pursuing CSR goals and for promoting a work environment in which employees are encouraged to act ethically when making business decisions: Creating an Promoting good Gaining the organization business goodwill of the that operates practices community consistently Protecting the Avoiding organization & unfavorable the employees publicity from legal action 12 Gaining the goodwill of the community Organizations have fundamental responsibilities to the society Organizations Organizations issue a formal devote the statement of resources as the initiatives that organization's are socially desirable than values, Philanthropy is one way in which an organization can principles & profitable. demonstrate its values in action and make a positive beliefs. Gaining the connection with its stakeholders. goodwill of the community A stakeholder is someone who stands to gain or lose, Organizations depending on how a situation is resolved. Organizations provide should attract benefits for & maintain employees for loyal any legal customers. requirements. Organizations support socially responsible activities. 13 Creating an organization that operates consistently Consistency ensures that Shareholders employees Employees Suppliers know what is expected of them. community employ the organization’s values to help in decision making. know what is expected of the organization. 14 Fostering Good Business Practices Organizations Organizations Organizations Good ethics – Avoids costly that develop and produce safe and provide excellent good business – recalls and maintain strong effective service – retain improved profits lawsuits employee products customers relations Enjoy low Increase revenue Organizations turnover rates and profits ‐ that operate in a and better decreases fair and ethical employee expenses manner. morale. Employees suppress Negative impact on their tendency ‐ act in Discrepancy Destroys employee Bad ethics – bad an ethical manner ‐ between employee commitment to employees – business protect them from & organizational organizational goals negative attitudes anticipated ethics occur. & ethics punishment. Erodes employee Builds indifference to involvement in the organization’s organizational Poor performance Creates low morale needs. improvement initiatives 15 Protecting the Organization and Its Employees from Legal Action U.S. Supreme Court established that an employer can be held responsible for the acts of its employees even if the employees act in a manner contrary to corporate policy and their employer’s directions. The principle established is called respondeat superior (let the master answer). A coalition of several legal organizations should “be able to escape criminal liability if they have acted as responsible corporate citizens, making strong efforts to prevent and detect misconduct in the workplace” - to establish effective ethics and compliance programs. Some people argue that officers of companies should not be given light sentences if their ethics programs fail to deter criminal activity within their firms. 16 Avoiding unfavorable publicity Public reputation of a company strongly influences: Organizations are motivated to build a strong ethics value of its stock program to avoid negative publicity. If an organization is perceived as operating ethically, customers, business partners, shareholders, consumer how consumers regard its advocates, financial institutions, and regulatory bodies products & services will usually regard it more favorably. degree of oversight it receives from government agencies amount of support & cooperation it receives from business partners 17 Improving Corporate Ethics Characteristics of a successful ethics program: Employees are willing to Employees feel prepared to Employees are rewarded seek advice about ethics handle situations that could for their ethical behavior issues lead to misconduct Organization does not reward Employees feel positive about success obtained through their organization. questionable means 18 Appointing a Corporate Ethics Officer provides an Corporate ethics officer should be a well- organization with respected, senior-level manager who reports vision & leadership in directly to the CEO. Ethics officers come from the area of business Corporate ethics conduct. diverse backgrounds, such as legal staff, human officer (Corporate resources, finance, auditing, security, or line compliance officer) aligns the workplace operations. with stated ethics & beliefs, holding the people accountable to ethical standards. Responsibility for creating & maintaining the ethics culture. Responsibility for compliance – ensuring Responsibility for ethical procedures are being a key put into place & knowledge & contact consistently adhered to person on issues throughout the relating to corporate organization. Responsibilities ethics & principles. of Corporate Ethics Officer 19 Ethical Standards Set by Board of Directors The board of directors is responsible for the careful and responsible management of an organization. Board’s primary objective is to oversee the organization’s business activities and management for the benefit of all stakeholders, including shareholders, employees, customers, suppliers, and the community - a for‐profit organization. In a nonprofit organization, the board reports to a Board members are expected to different set of stakeholders—in particular, the local community that the nonprofit serves. Conduct themselves according to the highest standards for personal & professional integrity. Set standard for company-wide ethical conduct Ensuring compliance with laws & regulations. Create an environment where employees can seek advice about appropriate business conduct, raise issues & report misconduct. 20 Establishing a Corporate Code of Ethics Identifies the overarching Focus Offer guidance Provide Fosters a values and Employees Highlights an employees on to help the mechanisms culture of principles – abide by the organization’s areas of employees for honesty & important to law & behave key ethical the ethical risk – recognize & reporting accountability values role in the deal with within the in an ethical organization & unethical organization ethical issues organization manner in decision conduct making 21 Sarbanes–Oxley Act of 2002 Sarbanes–Oxley Act of 2002 Enacted in Section 406 Section 404 requires public response to requires that the companies to public outrage CEO and CFO sign disclose whether or over several any SEC filing to not they have a code major of ethics and if any attest to its accounting waivers to that code accuracy scandals have been granted The penalties for false attestation - 20 years in prison and significant monetary fines for senior executives. 22 Intel’s code of conduct Conducts business Follows the letter & Treats each other with honesty & spirit of law fairly integrity Acts in the best interests Protects the of Intel & avoid conflict organization’s assets & of interests. reputation. 23 Conducting Social Audits An organization reviews how well it is meeting its ethical and social responsibility goals. communicates its new goals for the upcoming year. shares the audit information with employees, shareholders, investors, market analysts, customers, suppliers, government agencies, and the communities in which the organization operates. 24 Requiring Employees to Take Ethics Training Personal convictions improved through education. Comprehensive ethics education program encourages employees to act responsibly and ethically. Often presented in small workshop formats Employees apply code of ethics to hypothetical but realistic case studies Demonstration of recent company decisions based on principles from the code of ethics Critical that training increase the percentage of employees who report incidents of misconduct Employees must: Learn effective ways of reporting incidents Be reassured their feedback will be acted on without retaliation 25 Ethical Criteria in Employee Appraisals Managers can help employees to meet performance expectations by monitoring employee behavior and providing feedback; increasingly, managers are including ethical conduct as part of an employee’s performance appraisal. Ethical criteria Accepting Operating Treating personal Continually Operating effectively in others fairly accountabilit developing honestly a & with y for meeting themselves & with multicultural respect business others stakeholders environment needs 26 Creating an Ethical Work Environment Most of the employees want to perform their jobs successfully and ethically, but good employees sometimes make bad ethical choices. Employees in highly competitive workplaces often feel pressure from aggressive competitors, cutthroat suppliers, unrealistic budgets, unforgiving quotas, tight deadlines, and bonus incentives. Employees may also be encouraged to do “whatever it takes” to get the job done. 27 ETHICAL CONSIDERATIONS IN DECISION MAKING No Develop Evaluate & Identify Implement Evaluate statement choose Success alternatives decision results problem alternative G Gather & Involve What laws, Develop & Evaluate guidelines, policies execute an results Yes analyze facts stakeholders Make no for & principles apply? implementation against assumptions Evaluate plan selected discussion Finished Identify alternatives based success stakeholders on multiple criteria criteria affected by the decision 28 Develop a Problem Statement A problem statement is a clear, concise description of the issue that needs to be addressed. A good problem statement answers the following questions: (i) What do people observe that causes them to think there is a problem? (ii) Who is directly affected by the problem? (iii) Is anyone else affected? (iv) How often does the problem occur? (v) What is the impact of the problem? (vi) How serious is the problem? Development of a problem statement is the most critical step in the decision-making process. Without a clear statement of the problem or the decision to be made, it is useless to proceed. If the problem is defined incorrectly, the decision will not solve the problem. Gather and analyze facts to develop a good problem statement. Seek information and opinions from a variety of people to broaden your frame of reference. Be extremely careful not to make assumptions about the situation. Simple situations can turn into complex controversies because no one takes the time to gather the facts. Part of developing a good problem statement involves identifying the stakeholders and their positions on the issue. Identifying the stakeholders helps you understand the impact of your decision and could help you make a better decision. 29 Examples – Problem statement Good problem statement: Our product supply organization is continually running out of stock of finished products, creating an out-of-stock situation on over 15 percent of our customer orders, resulting in over $300,000 in lost sales per month. Poor problem statement: We need to implement a new inventory control system. (This is a possible solution, not a problem statement.) We have a problem with finished product inventory. (This is not specific enough.) 30 Identify, Evaluate & Choose an alternative During this stage of decision making, it is ideal to enlist the help of others, including stakeholders, to identify several alternative solutions to the problem. Brainstorming with others will increase your chances of identifying a broad range of alternatives and determining the best solution. Once a set of alternatives has been identified, the group must evaluate them based on numerous criteria, such as effectiveness at addressing the issue, the extent of risk associated with each alternative, cost, and time to implement. Evaluate by weighing laws, guidelines, and principles - Consider likely consequences of each alternative. Alternative selected must: (i) Be ethically and legally defensible (ii) Be consistent with policies and code of ethics (iii) Take into account impact on others (iv)Provide a good solution to problem 31 Approaches to Ethical Decision Making This approach best reflects moral virtues Virtue ethics approach in yourself & community. This approach produces the greatest Utilitarian approach excess of benefits over harm. This approach treats everyone the same & Fairness approach shows no favoritism or discrimination. Common good approach This approach advances the common good. 32 Virtue Ethics Approach This approach best reflects moral virtues in yourself & community. focuses on concern (how you should behave and think about relationships) with daily life in a community. People are guided by their virtues to reach the “right” decision. Virtue ethics approach more effective than following a set of principles & rules. Problem: (i) Does not provide guide for action (ii) Virtue cannot be worked out objectively - depends on circumstances 33 Utilitarian Approach This approach produces the greatest excess of benefits over harm. Chooses action that has best overall consequences Finds the greatest good by balancing all interests Utilitarian approach Fits concept of value in economics and the use of cost‐benefit analysis Problems: (i) Measuring and comparing values is often difficult (ii) Predicting resulting benefits and harm is difficult 34 Fairness approach This approach treats everyone the same & shows no favoritism or discrimination. Focuses on fair distribution of benefits/burdens Fairness approach Guiding principle is to treat all people the same Problems Decisions can be influenced by personal bias Others may consider the decision unfair 35 Common good approach This approach advances the common good. Work together for common set of values and goals Implement systems that benefit all people. Problems: Common good approach (i) Consensus is difficult (ii) good often requires some groups to bear greater costs than others— e.g.: home owners pay property taxes to support public schools, but apartment dwellers do not. 36 Implement the Decision & Evaluate the results Once an alternative is selected, it should be implemented in an efficient, effective, and timely manner. The bigger the change, the greater the resistance to it. Communication is the key to help people accept a change. A transition plan must be defined to explain to people how they will move from the old way of doing things to the new way. It is essential that the transition be seen as relatively easy and pain free. After the solution to the problem has been implemented, monitor the results to see if the desired effect was achieved, and observe its impact on the organization and the various stakeholders. This evaluation may indicate that further refinements are needed. If so, return to the develop a problem statement step, refine the problem statement as necessary, and work through the process again. 37 ETHICS IN INFORMATION TECHNOLOGY Public concern about the ethical use of information technology includes: E-mail and Internet access monitoring Downloading in violation of copyright laws Unsolicited e-mail (spam) Hackers and identify theft Students and plagiarism Cookies and spyware The general public does not understand the critical importance of ethics as applied to IT. Important decisions are often left to technical experts. General business managers must assume greater responsibility for these decisions by: (i) Making decisions based on technical savvy, business know-how, and a sense of ethics. (ii) Creating an environment where ethical dilemmas can be discussed openly, objectively, and constructively. 38 ETHICS IN INFORMATION TECHNOLOGY Summary To educate people about the tremendous impact of ethical issues in the successful and secure use of information technology. To motivate people to recognize these issues when making business decisions. To provide tools, approaches, and useful insights for making ethical decisions. 39 Organizational culture & climate Introduction Humans are social beings and society plays a major role in shaping the culture of human beings. Once a person joins an organization, the individual is bound by the culture of that organization. Organizational culture is the practice of shaping human behavior in order to facilitate smooth interaction between the employees that enhances the effectiveness of the organization. The culture of an organization is influenced by the culture of the nation. Multinational companies that establish branches in various foreign locations have to adhere to the native cultures in order to utilize local human resources. 41 Introduction At the same time, organizations can also influence people to work according to their own organizational culture. Thus building organizational culture is both proactive and reactive. What is Organizational Culture? Culture as generally understood implies a set of code of conduct which regulates human life. Thus culture is a set of many factors like value, beliefs, ideas, perceptions, preferences, concept of morality, code of conduct and expected ways of behavior of people of the society. 42 Characteristics of Organizational Climate It is a common ideology of employees in an organization. Organizations are distinguished based on the organizational culture. Organizational culture is a set of unwritten rules of conduct that guide the actions of the employees. It influences the effectiveness of the organization and the employees’ efficiency. New employees learn the culture of the organization as they continue to work in the organization. 43 Characteristics of Organizational Culture Stability Team Orientation Outcome Orientation The degree to which The degree to which work The degree to which the organizational activities activities are organized management focuses on maintain a status quo with around teams rather than results or outcomes rather respect to growth. individual. than on the techniques and processes used to achieve these outcomes. People Orientation Attention to detail Aggressiveness The degree to which the The degree to which The degree to which people management decisions take employees are expected to are aggressive and into consideration the effect exhibit precision, analysis competitive rather than of outcomes on people and attention to detail. easygoing. within the organization. Innovation and Risk Taking The degree to which employees are encouraged to be innovative and take risks. 44 Factors in the Organizational Culture Performance Standards Performance Evaluations Expectations of various people Interpersonal relations Interpersonal Trust Communications among employees Leadership Support Participation Mutually shared trust Socialization Customer Support Mutually shared purpose Social Responsibility Quality of Work environment CRM - Customer Relationship Management, etc. 45 Significance of Organizational Culture Organizational culture determines the way employees in the organization perform various roles. While a strong and positive organizational culture may not necessarily ensure an organization’s success, a weak organizational culture will surely kill it. If properly nurtured, a strong organizational culture promotes a positive performance in the employees. An employee’s willingness to perform in an organization depends on the internal environment and good interpersonal Bonding relationships that are determined by the organizational culture. Organizational culture creates a strong sense of bonding between the organization and its employees. Sense of Employees identify themselves with the organization based on the culture. identity Employees joining an organization from various organizational Attitude cultures develop a positive work attitude towards the organization, if the culture of the organization is such that it has development a positive attitude towards its employees. 46 Organizational Culture & Climate The terms organizational culture and organizational climate are used synonymously and interchangeably even though there are clear distinctions between these two aspects. Climate at work place can be either physical climate (like the temperature or humidity) or the psychological climate created in the minds of employees (like belongingness). Differences between organizational culture & organizational climate 47 OCTAPACE CULTURE of an Organization Organizational Culture is the collective behavior of humans who are part of an organization and the meanings that the people attach to their actions. Organizational culture is composed of several characteristics that range in priority from high to low. Every organization has a distinct value for each of these characteristics, which, when combined, defines the organization's unique culture. Members of organizations make judgments on the value their organization places on these characteristics and then adjust their behavior to match this perceived set of values. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization. OCTAPACE CULTURE includes ethics, values, beliefs, attitudes, norms, ethos, climate, environment and culture. A culture with OCTAPACE values has the greater chance of achieving high involvement and satisfaction, team work, growth and free flow of communication within the organization. The most important aspect of organizational culture are the values it practices. 48 Elements which make up an organization's culture Eight values examined to develop the profile of an organizational culture that is called OCTAPACE that stands for: Openness Confrontation Trust Authenticity Proactive Autonomy Collaboration Experimentation 49 OCTAPACE Culture of an organization O – Openness: It signifies the transparent environment in the organization like freedom to communicate share and interact without hesitation receiving feedback from customers giving ideas and suggestions to team members etc.,. OUTCOME: It helps to improve implementation of systems and innovation & free interaction among team mates , leaders and top authority and clarity in setting objectives and common goals. C – Confrontation: The term signifies the actual problems which the teams face in the day to day work. It implies to face the problem and find the best solutions to get over it rather than stepping back to escaping the problems. Facing the problems and challenges boldly and not shying away is the main theme of Confrontation. If an organization encourages people to recognize a problem, bring it to people concerned, explore with them and search possible ways of dealing with it. OUTCOME: Improved problem solving and clarity and team discussions to resolve problems 50 OCTAPACE Culture of an organization T – Trust: The trust factor come with openness which includes maintaining the confidentiality of information shared by the organization as well as others. If the level of trust is low, the various dimensions of HRD are likely to be seen with suspicion and therefore the credibility of the system may go down. Outcome: Higher empathy, timely support, reduced stress and reduction and simplification of forms and procedures. A – Authenticity: Authenticity is the congruence between what one feels and says. It is the value underlying trust. Authenticity is reflected in the narrowest gap between the stated values and the actual behavior. This value is important for the development of a culture of mutuality. OUTCOME: Sharing of feelings freely to improve interpersonal communication and reduced distortion in communication. 51 OCTAPACE Culture of an organization P ‐ Pro‐ Active: Proactive means anticipating issues in advance. Its measures - taking initiative, preplanning and taking preventive action. Organizations must be proactive in terms of their planning. OUTCOME: Taking and planning actions at immediate concerns. A – Autonomy: Autonomy is the willingness to use power without fear and helping others to do same. Autonomy is using and giving freedom to plan and act in one’s own sphere. Organizations must avoid autocratic type of environment Give chance to teams to use their powers in a positive way. OUTCOME: Develops mutual relationships, reduce reference made to senior people. 52 OCTAPACE Culture of an organization C – Collaboration: involves working together in a team for a common cause. Individuals solve their problems by sharing their concerns with one another prepare strategies work out plan of action and implement the plan of action together. OUTCOME: Timely work, improved communication, resource sharing E – Experimentation: It Involves using and encouraging innovative approaches to solve problems. It is the value which emphasizes the importance given to innovating and trying out new ways of dealing with problems in the organization. OUTCOME: Development of new product, methods, and procedures 53 Senses of Engineering Ethics Dealing with an Ethical Problem Recognizing a problem or its need. Gathering information and defining the problem to be solved or goal to be achieved. Generating alternative solutions or methods to achieve the goal. Evaluate benefits and costs of alternate solutions. Decision making & optimization. Implementing the best solution. Senses of engineering ethics set of specific moral problems and issues related to engineering. based on justified moral principles. activity of understanding moral problems. set of belief and attitude for a group displays concerning morality. Socially responsible Professionally responsible Four Senses – Engineering ethics It is an area of inquiry & activity. It enables to distinguish between moral & non‐moral problems. It refers to a particular set of moral beliefs, attitudes and habits that a person or a group displays. It refers to the principles of ideas, obligations & rights which are morally justified. set of moral principles beliefs, distinguish of ideas, attitudes area of between obligations and habits inquiry & moral & & rights that a activity non‐moral which are person or a problems morally group justified. displays Types Two different senses of engineering ethics: Normative and the Descriptive senses. The normative sense includes: (a) Knowing moral values, finding accurate solutions to moral problems and justifying moral judgments in engineering practices, (b) Study of decisions, policies, and values that are morally desirable in the engineering practice and research. (c) Using codes of ethics and standards and applying them in their transactions by engineers. The descriptive sense refers to what specific individual or group of engineers believe an act, without justifying their beliefs or actions. VARIETY OF MORAL ISSUES Reasons for people including the employer and employees, behaving unethically may be classified into three categories: Resource Crunch - individual diversity, dissent, and input to decision- making Opportunity Attitude Resource crunch Poor attitude of the employees set in due to: Low morale of the employees due to dissatisfaction & downsizing. Absence of grievance redressal mechanism Lack of promotions or career development policies or denied promotions Lack of transparency Absence of recognition & reward system Poor working environment Giving ethics training for all, recognizing ethical conduct in work place, including ethics in performance appraisal and encouraging open discussion on ethical issues – promote positive attitudes among the employees. To get firm and positive effect, ethical standards must be set and adopted by the senior management with input from all personnel. Opportunity Double standards or behaviour of the employers towards the employees and the public. Management projecting their own interests more than that of their employees. Some organizations over emphasis short-term gains and results at the expense of themselves & others. Emphasis on results & gains at the expense of the employees. Management by objectives, without focus on empowerment & improvement of the infrastructure. Attitude Poor attitude of the employees set in due to: Low morale of the employees due to dissatisfaction & downsizing. Absence of grievance redressal mechanism Lack of promotions or career development policies or denied promotions Lack of transparency Absence of recognition & reward system Poor working environment Giving ethics training for all, recognizing ethical conduct in work place, including ethics in performance appraisal and encouraging open discussion on ethical issues – promote positive attitudes among the employees. To get firm and positive effect, ethical standards must be set and adopted by the senior management with input from all personnel.  Giving ethics training for all, recognizing ethical conduct in work place, including ethics in performance appraisal, and encouraging open discussion on ethical issues. Difference between Moral & Ethics : Moral Ethics Refers only to personal behavior. Involves defining, analyzing, evaluating Refers to any aspect of human action. and resolving moral problems and developing moral criteria to guide Social conventions about right or human behavior. wrong conduct. Critical reflection on what one does and why one does it. Refers only to professional behavior Leadership 64 Who is a Leader? A leader is one who inspires, motivates and leads people to accomplish organizational goals. Leadership is all about influencing a group of people. 65 Interpersonal effectiveness Leadership is a direct function of three elements of interpersonal effectiveness: Awareness Ability Commitment 66 Awareness Awareness is a state of consciousness. It is the ability to recognize yourself, others, events and situations in real time. It is the ability to assess the impact of actions on situations and others, and be critically self-reflective. It is a development process that is a function of experience, communication, self discovery and feedback. 67 Ability Ability to learn and understand technical issues - basis of our careers. Ability to lead is a function of influence: (i) Ability to communicate (ii) Ability to resolve conflicts (iii)Ability to solve problems and make decisions As a member of a team, we influence others in a collaborative effort to find better ideas or solve problems. 68 Commitment For leaders, the “one thing” that leads to maturity is the fully aware recognition that one’s decisions make a difference, both positively and negatively, in the lives of others, and that any attempt to solve a problem might have a decided negative impact on some, while helping others. In no-win scenarios, one must still make a hard decision. 69 Leadership Attributes 70 Characteristics of an effective leader Demonstr Make Share the ate hard Empower vision integrity decisions others Lead by Communi Recognize Motivate example cate success & Inspire effectively 71 Share the vision A leader with a vision has a clear idea of where they want to go, how to get there, and what success looks like. Be sure to articulate your vision clearly and passionately, ensuring your team understands how their efforts contribute to higher-level goals. Working toward your vision with persistence, tenacity, and enthusiasm will inspire others to do the same. 72 Lead by example As a leader, the best way to build creditability and gain the respect of others is to set the right examples. Demonstrate the behavior that you want people to follow. If you demand a lot of your team, you should also be willing to set high standards for yourself. Aligning your words and actions will help build trust and make your team more inclined to follow your example. 73 Demonstrate integrity A leader with integrity draws on the values to guide the decisions, behavior and dealings with others. Clear convictions about what is right and wrong and are respected for being genuine, principled, ethical and consistent. A strong sense of character, keep their promises, and communicate openly, honestly and directly with others. Displaying integrity through the daily actions will see you rewarded with loyalty, confidence, and respect from your employees. 74 Communicate effectively The ability to communicate effectively, concisely, and tactfully is a crucial leadership skill. Communication involves more than just listening attentively to others and responding appropriately. It also includes sharing valuable information, asking intelligent questions, soliciting input and new ideas, clarifying misunderstandings, and being clear about what you want. The best leaders also communicate to inspire and energize the staff. 75 Make hard decisions To be an effective leader, the ability to make fast, difficult decisions with limited information is critical. When facing a tough decision, start by determining what you are trying to achieve. Consider the likely consequences of your decision and any available alternatives. Make your final decision with conviction, take responsibility for it, and follow it through. Being a resolute and confident decision‐maker will allow you to capitalize on opportunities and earn the respect of your team. 76 Recognize success Frequently and consistently recognizing achievement is one of the most powerful habits of inspiring leaders. To inspire employees to give their best, they need to know that their work will be valued and appreciated. Find ways to celebrate your team’s achievements, even if it’s through a simple “well done”. Besides boosting morale, it will also strengthen their motivation to continue giving their best. 77 Empower others Great leaders understand that for people to give their best, they must have a sense of ownership over their work and believe that what they’re doing is meaningful. Communicate clear goals and deadlines to your team, and then give them the autonomy and authority to decide how the work gets done. Challenge them with high expectations and encourage them to be creative and show innovation. 78 Motivate and inspire The best leaders drive their team forward with passion, enthusiasm, inspiration and motivation. Invest time in the people you lead to determine their strengths, needs and priorities. Making them feel valuable, this will help you understand the best way to motivate them. Continually reinforce how their efforts make a difference and encourage the development of their potential with meaningful goals and challenges. 79 Types of Leadership styles Transactional - Leader-Follower Relationships Transformational - that can inspire positive changes in those who follow. charismatic leadership - The quality of a leader that makes many people want to follow situational leadership - the most effective leaders are those that are able to adapt their style to the situation 80 81 Leadership Styles 82 Types of Leadership styles Transactional - Leader-Follower Relationships Transformational - that can inspire positive changes in those who follow. charismatic leadership - The quality of a leader that makes many people want to follow situational leadership - the most effective leaders are those that are able to adapt their style to the situation 83 Transactional Leadership Leader-follower relationship - Focus on the leader and the follower Classical management Transaction Work for pay Work for psychological benefits (status, recognition or esteem) Requires appropriate role behavior Requires clear goals and appropriate instructions 84 Transactional Leadership Transactional leadership focuses on the task. Puts leaders and followers on opposite sides. Flow of power and reward depending on follower performance. High task performance=power and rewards to the follower. Low task performance=Leader exercises legitimate and coercive power. Promotes “game-playing” 85 Transformational Leadership Transforms the environment and the people in it. Focuses on building an appropriate context and on enhancing the relationships of people within the system. 86 Transforming the culture People can be trusted. Everyone has a contribution to make. Complex problems should be handled at the lowest level. Norms are flexible adapting to changing environment. Superiors are coaches, mentors, models. 87 Transforming the leader’s behaviour Identifying and articulating a vision-Behavior on the part of the leader aimed at identifying new opportunities for his or her unit/division/company, and developing, articulating, and inspiring others with his or her vision of the future. Providing an appropriate model-Behavior on the part of the leader that sets an example for employees to follow that is consistent with the values the leader espouses. Fostering the acceptance of group goals-Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal. High performance expectations-Behavior that demonstrates the leader's expectations for excellence, quality, and/or high performance on the part of followers. Providing individualized support-Behavior on the part of the leader that indicates that he/she respects followers and is concerned about their personal feelings and needs. Intellectual stimulation-Behavior on the part of the leader that challenges followers to re-examine some of their assumptions about their work and rethink how it can be performed. 88 Charismatic Leadership The quality of a leader that makes many people want to follow. Charismatic leadership involves the use of power. 89 Power The ability to influence people to do things. Five types of power Coercive – based on punishment Reward – Based on rewards Legitimate –Based on a role Expert – Based on needed knowledge Referent – based on charisma 90 Use of power by leaders Socialized Charisma Power for social good Personalized charisma Power for personal benefit Office holder Charisma Combines legitimate power with task needs Personal charisma Use referent power to lead 91 Leadership from a systemic and sociological perspective Leaders and followers form a social system of relationships. Interact within a context. Leader Follower Context 92 Charismatic Leadership Characteristics Charismatic leaders high in Dominance Self confidence Need for influence Belief in own values 93 Charismatic Leadership Behaviours Goal Articulation A transcendent goal inspires a movement. Personal Image Building Behaviors that create impression of competence/success Prove his competence to the followers Leader role modeling of value system Gandhi models self sacrificing behavior of non violence Leader motive arousal behaviour Message inspires needs in the followers that are needed to complete the task. Leader communication of high performance expectations of, and confidence in, followers 94 Follower Behaviours Characteristics and behaviors of the charismatic leader encourage behaviors in the followers Trust, loyalty, unquestioning acceptance, obedience to the leader Emulation of leader’s value system Acceptance by followers of challenging goals Enhanced self esteem and performance expectations by the followers 95 96 Situational Leadership Situational leadership theory is a strategy that designates a leadership style to a given situation based on a number of factors. Situational leaders adapt their leadership styles according to the competency and commitment level of employees. Situational leadership is a flexible style designed to maximize employee potential while meeting corporate deadlines or milestones. Situational leaders strive to: Drive results by answering the what and the how of a project Develop people and appropriate workgroups Establish relationships and motivate employees Recognize when to adapt leadership styles over time 97 Four situational leadership styles The four situational leadership styles developed by Blanchard and Hershey are: Telling and directing (M1) Selling and coaching (M2) Participating and supporting (M3) Delegating (M4) 98  Telling and directing (M1): In this style of leadership, the leader provides support, specific guidance and close supervision. Telling and directing leaders make decisions and direct actions through communication and interaction. These leaders are closely involved and use a top‐down approach, meaning employees follow the directions that have been given to them. 99  Selling and coaching (M2): Considered the explaining and persuading style, selling and coaching leaders accept input from group members and encourage them to submit their own ideas and suggestions. These leaders effectively sell their concept to the group and aim to recruit their cooperation through debate and collaboration, although the final decision belongs to the leader. 100  Participating and supporting (M3): Participating and supporting leaders offer less direction and leave the decisions to others. Although they may oversee operations, participating leaders trust the group or member's ability and expect them to make the appropriate choices. 101  Delegating (M4): These leaders tend to limit participation and leave most of the responsibilities to the group. Delegating leaders may be consulted now and then, but they primarily pass decision‐ making and project direction to the group members. 102 Participative Management 103 104 105 106 How participative leaders operate 107 108 109 110 111 112 113 Concept of Continuous Improvement Introduction Continuous improvement system takes a step by step approach based on proven methods. Continuous Improvement is both a mindset and a tool. Opportunities for continuous improvement are all around, everyday. Take your learning here and apply it to your area of influence. What is Continuous Improvement? Method of making small, incremental improvements to contribute to increased competitiveness, productivity, teamwork, employee engagement, and reduced costs. It’s a series of asking, “How can we optimize the current process?” Continuous Improvement is the on-going effort to improve products, services and processes by making small, incremental improvements within a business. It is based on the belief that these incremental changes will add up to major improvements over time…” Mindset Continuous Improvement Mindset Shift thinking in order to see the issue more deeply Together ask, “How can the process be improved” Get input and feedback Set measurable objectives to optimize process and cost The more visual a process, the easier to identify status and problems Identify non value-adding work (waste) to optimize the process CI Mindsets Lead to a CI Culture Actively shape change Dedicated team member Positive attitude Be an example of the behavior and attitude you wish to cultivate in others Positive influence Take responsibility Communication Proven Success of CI in Industry Stages of a CI Program Begin Build Embed  Begin: primary need is to “demonstrate change” (proof of concept) Start small - focus on one or two specific areas or issues Begin establishing infrastructure required to maintain the program External consultants often used at this stage Helpful to have one or two lean experts and two to three change agents Focus on designing the program, training and coaching, and developing technical knowledge  Build: Companies often stall in this stage because the CI infrastructure is in adequate Focus is broadened Change agents become experts who now train the next group of agents As internal support grows and strengthens, the need for outside support is reduced  Embed: Every value stream has undergone lean transformation CI becomes the norm Rather than being pushed upon them, coaching is “pulled by line operators and managers who request it to help them meet targets” CI Process CI Process involves building a team and following eight well-defined steps - Define Define Root Define Check Act/ scope current cause future Plan Do state analysis /Study Adjust state Steps designed to standardize work and improve operational efficiency Because the steps are based on the scientific method, following the steps leads to improvements every time. Collecting CIs When considering a process or area for improvement, ask: How many people does this specific process affect? How much time do people spend working within the constraints of the current process? What would we gain if we spent time working to improve this process? (Gains should be measurable, as in dollars, hours or other value metrics that are quantifiable.) What other teams / processes would be impacted by changes to the current process, and how? Would those impacts serve as impediments? Is the amount of effort justified by the anticipated value of forming a new process? Process deviations Key performance indicators (KPIs) Customer complaints Deviations from specifications/standards Downtimes Rework Employee ideas and suggestions Building a Team Why teamwork? Best practice To develop an organizational capability for continuous improvement through employee engagement To ensure solutions are fully realized and sustainable Doesn’t teamwork take longer? “If you want to go fast, go alone. If you want to go far, go together.” – African Proverb The time lost in developing improvement is gained back many times over due to increased process efficiency It’s not time lost, but time invested Leading a Team Volunteer employees who have undergone advanced CI Leader training Goal is to engage, not dictate Leaders focus not on solving the problem, but leading the team through the process so they can solve the problem: “Never tell people HOW to do things. Tell them WHAT to do, and they will surprise you with their ingenuity.” Team Members How many people on a team? Five people per team is best practice Smaller teams may not have fully realized solutions Larger teams may become bogged down in too many opinions Who should be on the team? 1) CI leader Helps ensure process is followed 2) 3 process experts Intimately understand the process and problems 3) ‘Ringer’ Someone with ‘no horse in the race’ Outside perspectives lead to unexpected solutions Continuous Improvement Steps Continuous improvement leaders guide a CI team through the eight step problem solving process using the Plan‐Do‐Check‐Act method Define Define Root Define Check Act/ scope current cause future Plan Do state analysis /Study Adjust state Continuous Improvement Steps Steps based on the scientific method Ask Question 1.Define Scope Background Research Formulate Hypothesis 2.Define Current State Develop Testable Predictions 3.Root Cause Analysis 4.Define Future State 5.Plan Test Predictions 6.Do Analyze Results Report Results 7.Check / Study 8.Act / Adjust Define Scope Narrow down the continuous improvement opportunity into a manageable size Keep the scope within the resources of the team Example: don‘t attempt to implement a new building construction project in another city Keep the boundaries within the resources of the team Too narrow: may limit root cause problem solving Too wide: will not be able to solve every problem with one solution Scope must be just wide enough to solve the problem and just narrow enough to focus the CI effort Focus is key to a successful outcome Define Current State What do you see now? How is the situation currently handled? Do this at “the place,” called the Gemba Don‘t take anyone‘s word for it: Go and See Notice the interactions of people in the area Spend as much time as necessary to understand the current state Do not rush this step! We must first uncover the process to uncover the problems We must fully understand the problems before the best solution can emerge Creating flow charts and maps help identify problem areas Notice any waste “Waste is anything that adds cost but not value.” Define Current State: Identifying Waste Defects Efforts caused by rework, scrap, and incorrect information Overproduction Production that is more than needed or before it is needed Waiting Wasted time waiting for the next step in a process Non‐Utilized Talent Underutilizing people’s talents, skills, & knowledge Transportation Unnecessary movements of products & materials Inventory Excess products and materials not being processed Motion Unnecessary movements by people Extra‐Processing More work or higher quality than is required by customer Root Cause Analysis Root cause analysis (RCA) is a systematic process for identifying “root causes” of problems or events and an approach for responding to them. Problem Root cause Solution analysis 5 whys Spend too Different Tools are No standard Product not much time people store located in protocol for completed on time hunting down various places tools in tool storage tools different places Root Cause Analysis: Fishbone Diagram Used for complex problems that likely have more than one root cause. All potential causes categorized in 6 groups: Machine (Equipment) Man (People) Material Method (Process) Measurement (Management) Environment Process experts are helpful during analysis. Example Example Develop Future State Brainstorm ideas What will the situation look like after the solution is implemented? Think about how the area would look, feel, sound, if the problem was solved Determine any solution requirements Use the root cause analysis Eliminate waste Define measurements: How will you know the solution worked? Improvement is determined by data, not anecdotes Plan Cultivate an implementation plan: What must be done to achieve the future state? Who is responsible? When will it be completed? What is the effect on the company when the solution is implemented? Is there any risk associated with this solution? How will you know the solution was effective? Is a budget required? Capital approval? What training will be required? Implement the improvement Test the improvement Experiment Learn Do Implement the solution Define responsibility and timelines for implementation of the parts of the improvement Action Item Cards Check / Study Confirm the improvement was effective ‘Check’ phase is where most Continuous Improvement efforts fail Was the solution effective? Did it work? Did the measurements improve as expected? Was something missed in the continuous improvement process? Should the Plan be adjusted? Act / Adjust Adjust the solution if needed Expand the learning and improvement to other areas Key points: What didn’t work? Could the solution have been better? Should another continuous improvement be initiated based on the results? Team identifies any opportunities to expand the improvement Share the improvement with the leaders in identified areas Start additional Continuous Improvement Projects PDCA cycle PDCA steps Step 1: (Hypothesis) “Plan” Identify problem Investigate root cause Select appropriate countermeasures Step 2: (Try) “Do” Implement countermeasures Step 3: (Reflect) “Check” Study the Results Step 4: (Adjust/) “Act” Standardize and Plan Continuous Improvement Step 1A: “Plan” Problem Identification 1. Determine the problem area 2. Define the standard 3. Define the current situation 4. Determine the inconsistency 5. Select a measurable goal 6. State the problem in a “Problem Statement” form in order to brainstorm potential causes Step 1B: “Plan” Cause Investigation 1. Brainstorm potential causes of the problem 2. Collect and analyze data related to the problem 3. Challenge the data with facts 4. Select most likely causes 5. Establish a cause/effect relationship 6. Determine root/driver cause Step 1C: “Plan” Select countermeasures 1. Brainstorm for countermeasures to address root cause 2. Select proper countermeasure based upon criteria 3. Coordinate/gain approval of leadership to implement countermeasure Step 2: “Do” Implement Countermeasures 1. Develop a plan to implement the countermeasure(s) selected 2. Are they temporary? 3. Assign tasks 4. Communicate the plan 5. Execute pilot Implementation Plan with timelines and establish a tracking method Step 3: “Check” Study the Results 1. Monitor progress of pilot Implementation Plan 2. Gather/analyze additional data if necessary 3. Modify implementation plan if necessary, based upon results 4. Monitor results of the specific countermeasure(s) that addressed the root cause Step 4: “Adjust / Act” Standardize and improve 1. Evaluate the results 2. Standardize the effective countermeasure(s) to prevent recurrence 3. Share success with other affected areas 4. Plan on‐going monitoring of the solution 5. Start the PDCA process again to refine the countermeasure or if the results are uneven 6. Continue with other improvement opportunities PDCA & Its Tools: Tools for Step 1A: Problem Identification Tools to clarify information for problem identification: Check sheet Line graph Pareto Chart Flowchart Affinity diagram Tools for Step 1B: Cause Investigation Tools to identify the most likely causes of the problem: Cause and Effect (Fishbone) diagram Affinity diagram Interrelationship diagram Tools for Step 1C: Select Countermeasures Tools to select countermeasures: Criteria matrix Force field analysis Tools for Step 2: Implement Countermeasures Tools to implement countermeasures: Implementation Plan / Gantt chart Action Plans Flowchart Tools for Step 3: “Check” Study the Results Tools for determining effectiveness of countermeasures: Data collection Check sheet Line graph Histogram Pareto Flowchart Tools for Step 4: “Adjust / Act” Standardize Tools for planning and implementing standardized processes: SOPs Visual Controls Force field analysis Criteria matrix Radar chart Flow chart Tools for Problem Solving 5W‐1H Cause and effect diagram (Fishbone Diagram) Pareto chart Flowchart 5-Why + (1-How) Analysis The 5 ‘Whys’ and 1 ‘How’ Define the problem What fails? Where does the failure occur? When does it occur? How does it occur Then ask ‘why’ five times until root cause(s) are identified or ignorance is reached Once the root cause(s) is identified, ask, ‘How do I correct it?’ Example Cause and effect diagram (Fishbone Diagram) Refer the previous notes… Creating a Fishbone Diagram Step 1: Clarify the characteristics of the problem and write a title Step 2: Write in the effect characteristics and draw the spine Step 3: Clarify the factors affecting the characteristics Step 4: Check for omitted factors Step 5: Identify factors that strongly affect the characteristic Step 6: Write in related information Pareto Charts Used to show relative frequency or magnitude of events or issues, to identify the most important. Creating a Pareto Chart Step 1: Decide which items to study and collect data Content categories Cause categories Select the data collection time period Step 2: Tabulate data and calculate the cumulative number Arrange items in order Use of “Other” category Step 3: Draw the vertical and horizontal axes Step 4: Display the data as a bar graph Step 5: Drawing a cumulative curve Step 6: Create a percentage scale on a vertical axis on the right side Step 7: Label the diagram Step 8: Examine the diagram Flowchart Purpose: A graphical description of the steps in a task or process. “See” duplication, complexity waste & bottlenecks Quality Circle Quality? Quality is about meeting the needs and expectations of customers” Key aspects of quality for the customer include: Good design – looks and style Good functionality – it does the job well Reliable – acceptable level of breakdowns/ failure Consistency in performance Durable – lasts as long as it should Good after sales service Value for money Circle? Nov 1930 : Mahatma Gandhi-First Round Table Conference in London All members in Quality Circle enjoy equal rights Leader is just to merely maintain orderly proceedings No interruptions while other member is speaking No counter or criticism Genesis Defeat of Japan in 2nd World war Socio- Economics reconstruction Severe constraints of high population density, lack of natural resources, compulsorily dependent on import of fuel, food, energy and raw materials required for industries. Solution was only to ‘Export’ For Export, you need superior quality Superior Quality comes through high technological investment Superior Quality also comes through small but continuous ways of improved working Quality Circle QC is a form of participative management. QC is Human Resource Development technique. QC is Problem solving technique. Scope of QC QCs are applicable, where there is scope for group based solutions of work related problems Scope of QCs is not limited to industry or manufacturing firms only but are relevant for any other organizations, schools, hospitals, Universities, Banks, Research Institutes, Govt. Office, Homes etc.. Not limited to the narrow definition of Quality Check but is concerned with Total Customer Satisfaction. Definition Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily meet together on a regular basis to identify improvements in their respective work areas using various techniques for analyzing and solving work related problems coming in the way of achieving and sustaining excellence leading to mutual upliftment of employees as well as the organization. QC is a way of capturing the creative and innovative power that lies within the work force. Voluntary groups of employees who work on similar tasks or share an area of responsibility. They agree to meet on a regular basis to discuss & solve problems related to work. They operate on the principle that employee participation in decision-making and problem-solving improves the quality of work. Basic Assumptions Employees want to do good job. Employees want to be recognized as intelligent and interested and like to participate in problem solving. Employees want to be better informed about organizational goals and problems. Employees want recognition, responsibility and a feeling of self esteem. Human Beings are basically human beings where ever they are. Objectives Achieved a) Change in Attitude: From "I don’t care" to "I do care" Continuous improvement in quality of work life through humanization of work. b) Self Development: Bring out ‘Hidden Potential’ of people (People get to learn additional skills) c) Development of Team Spirit: Eliminate inter departmental conflicts. d) Improved Organizational Culture: Positive working environment. Total involvement of people at all levels. e) Higher motivational level. Advantages Boosts organizational morale Inspires effective team work Promotes involvement to address issues Creates problem solving capability Promotes personal & leadership development Improves communication gap within the organization Brings cost reduction Better motivation among employees Changes from negative environment to the positive one Basic Problem Solving Technique Brain Storming. Pareto Diagrams. Cause and Effect Analysis. Data Collection. Data Analysis. The tools used for data analysis are: Tables Bar charts Histograms Circle graphs Line graphs Control charts Basic steps in QC Present Data Generate Problem Select the Prepare solution Impleme Problem collectio alternati Identifica best plan of to nt & Solution n& ve tion solution action Manage Monitor analysis solution ment Which is the best solution? Which does not involve cost or has the least cost implications? Which can be executed without dependency on other unit or agency? Which can be executed in the shortest possible duration? Which can make use of some waste product or existing data? Which can fit in the existing rules & policies of the organization? Organizational Hierarchy Top Management Steering Committee Facilitator Leader Members Recorder Role of QC Facilitators Co‐ordinate the Arrange for Serve as a resource work of multiple QC’s expertise from other to QCs. through leaders. groups/agencies. Provide feedback to Keep QCs on track Arrange for training the Management and and enthusiastic. of QC members. also QCs. Maintain budgets Help QCs to make and keep cost presentation before records. the management Role of QC Leaders Keep the meeting Transmit QC focused, positive and Help in collecting data suggestions to ensure participation related to problems. facilitator. by all members. Present Ensure Maintain relevant solutions/suggestions implementation of records of meetings. to management. solutions by the group. Guiding members in Keeping the circles group process, use of informed about status tools, techniques for of previously submitted generating ideas/ suggestions. solutions Role of QC Members Focus at all times on Do not press for organizational problems/ Demonstrate mutual inclusion of personal objectives related to the respect- no criticism. problems. work. Offer views, opinions Contribute to finding and ideas freely and Attend meeting solutions to problems & voluntarily in problem regularly implementing solutions. solving. Attend training with a receptive attitude to acquire skills to contribute to the problem solving activities of the QC How to introduce QC? Expose middle level executives to the concept and ask them to identify area under their purview where they think the climate is conducive to start QC. Explain the concept to the employees in such identified areas and invite them to volunteer as members of QC. Nominate Senior officers as facilitator for each area. Form a steering committee for directing, establishing the objectives, policies, activities and composition of QCs. It may consist of a Chief Executive as the chairman and the Departmental Heads as members along with facilitators from each area Recognize results & spread How meetings are conducted? QC meeting are fixed preferably for one hour but every week. In the first meeting, Problem identification session is held. Leader asks every member to state one problem at a time and goes on sequentially. Recorder writes it and reads to confirm, if the problem statement is recorded correctly. Each member has to state unique problem faced in the work area. Second & third rounds are held in the similar manner. May be 20 or more unique problems are recorded. How meetings are conducted? In next meeting, order of priority is decided based on urgency, quick & ease of execution and cost benefit analysis. Problem Titles & Priority Numbers are freezed. Top priority problem is taken up for solution