...analyzed and measured to identify sources of variations that cause products to deviate from customer requirements. He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements. As a teacher, Deming created a (rather oversimplified) diagram to illustrate this continuous process, commonly known as the PDCA cycle for Plan, Do, Check, Act*: * PLAN: Design or revise business process components to improve results * DO: Implement the plan and measure its performance * CHECK: Assess the measurements and report the results to decision makers * ACT: Decide on changes needed to improve the process Deming's PDCA cycle can be illustrated as follows: Deming's focus was on industrial production processes, and the level of improvements he sought were on the level of production. In the modern post-industrial company, these kinds of improvements are still needed but the real performance drivers often occur on the level of business strategy. Strategic deployment is another process, but it has relatively longer-term variations because large companies cannot change as rapidly as small business units. Still, strategic initiatives can and should be placed in a feedback loop, complete with measurements and planning linked in a PDCA cycle. To illustrate the relationship of business unit processes to strategic processes, we may construct two nested PDCA cycles: This 'wheel...
Words: 1652 - Pages: 7
...response Quality has emerged now as a business strategy Total Quality Management What does total mean? Entire organization; All products and processes; All aspects (management, design, control) Not a flavor of the month (i.e. typical management fad) – Long-term perspectives, Consider the Japanese The Quality Challenge Today's economic reality: Intense global competition for sales, profits, contracts and jobs. Competition equally challenging in manufacturing and service organisations. Emphasis on controlling people has not worked. The emerging strategy: Augment TQM with Six Sigma Why is quality so difficult to deliver? Ambient temperature, vibration, humidity, supply, voltage, etc. Labor Training level Control variables Points for temperature, cutting speed, raw material specs, recipe, etc. The Process Variation in Output Quality of finished Product; Level of Customer Satisfaction Raw materials quality/quantity State Variables measured here Traditional Management Focus on short-term profits, stock price No clear strategic position in target sectors (poor competitive positioning) Clamping down on costs while...
Words: 4799 - Pages: 20
...Modern Quality Management Explain each of the following statements as they apply to modern quality management. a. Customer service is the rule, not the exception. b. The absence of defects is a given rather than a source of competitive advantage. a) The foundation of modern quality management is that the customer is the main judge of quality. Part of the customer’s experience is also the customer service. Customer service is essential and vital to the success of a company because if people see the customer service as lacking, this can also translate to its products. Poor customer service can be seen as bad quality. This starts a chain reaction of affects – without customer service, customers view the product as lacking (not good quality) and will therefore look to other companies for the product. This means less customers, which means less money and companies cannot succeed without money. So to say that customer service is the rule, not the exception means that there is the recognition of customers and their perception of quality of a companies product an that quality and customer service is expected. It is a given. b) Another given under modern quality management is that the customer expects the absence of defects. It is not enough to be lacking in defects to constitute as a quality product. Quality has evolved to being more than lacking defects to focusing more on customer satisfaction. Customer expectations have to be exceeded so customers continue their patronage...
Words: 5321 - Pages: 22
...Executive Management Module 1 February 14, 2014 Highlight the management theories or principles of each reading Understanding and Using the Best-Sellers This chapter discusses the books that have been on high demand for focusing on different aspects of management. The first reason why the books have been successful is for the tremendous thirst for American success and a desire to learn what would stop some of the negative incidents. The second reason is fighting for the visibility and way to be different from other managements. This is to provide a message to take home that is positive, unique and also able to gain wide exposure. The third reason is being able to provide a hopeful message to a receptive market. The message helps business create an easy path to personal success. The fourth reason is an increased principle in commitment to proactive organizational change and a search for differentiating one’s approach. In order to find a book that is a good fit you must look at the pros and cons of each book. There are several areas the author wants you to review. A few includes author credentials, rationale, face validity and target organizations. Flawed Advice and the Management Trap Argyris talks about how people receive and accept advice that is basically flawed. He uses two modules to explain where the flaws exist. Module I behavior is focused on protecting oneself and having a biased view of everyone. Protectionism and defensiveness are the bases for the behavior. Module...
Words: 2457 - Pages: 10
...HUMAN RESOURCE MANAGEMENT RESEARCH PROJECT relationship between type of compensation and work motivation and comparison between men and women as to which type of compensation motivates which gender. BY APSARA ALI EYMEN TATHEER YUSRA TARIQUE JAMALL BS – VIII SUBMITTED TO: MR: MANSOOR ZAKIR INSTITUTE OF PROFESSIONAL PSYCHOLOGY BAHRIA UNIVERSITY, KARACHI CAMPUS ACKNOWLEDGEMENTS We, Apsara Ali, Eymen Tatheer and Yusra Tarique Jamall would like to thank Allah Almighty for his blessings and for giving us the persistence to carry out this research study. Secondly, we would like to thank our supervisor Mr. Mansoor Zakir for guiding us throughout and for all his support and gave us opportunity to do this research which also helped us in doing a lot of research and we came to know about so many new things. Finally we would also like to thank our parents and friends who helped us a lot in finishing this research project within the limited time. Table of Contents * Acknowledgements 3 * Abstract 6 Chapter 1: Background of Research Study 7 - 12 1.1 Introduction 7 - 10 1.2 Statement of the problem 10 - 11 1.3 Importance of the project ...
Words: 10206 - Pages: 41
...Quality Management Journal, 6(2), 9-21 (1999). HOW TO IMPROVE TEACHING QUALITY Richard M. Felder Department of Chemical Engineering North Carolina State University Rebecca Brent College of Engineering North Carolina State University An announcement goes out to the faculty that from now on the university will operate as a total quality management campus. All academic, business, and service functions will be assessed regularly, and quality teams will plan ways to improve them. A campus quality director and a steering team are named, with the director reporting to the Provost. All university departments appoint quality coordinators, who attend a one-day workshop on quality management principles and return to their departments to facilitate faculty and/or staff meetings at which quality improvement is discussed. Many faculty members are irate. They argue that TQM was developed by and for industry to improve profits, industry and the university are totally different, and talking of students as "customers" is offensive and makes no sense. They make it clear that they will have nothing to do with this scheme and will view any attempt to compel them to participate as a violation of their academic freedom. What happens then is…practically nothing. Some changes are made in business and service departments, some curricula are revised, and a few instructors make changes in what they do in their classrooms but most go on teaching the way they have always taught. After two or three...
Words: 7432 - Pages: 30
...IMPLEMENTATION OF QUALITY MANAGEMENT: AN INTERNAL MARKETING PERSPECTIVE Principal Author Prof. Dr. Zahid Mahmood Department of Management Sciences BahriaUniversity, Naval Complex, Sector E-9, Islamabad, Pakistan Cell: +92-300-5301240 Office: +92-51-9260002 Ext. 260 zahid@bahria.edu.pk Biographical Note: Dr. Zahid Mahmood is a Professor of Total Quality Management at Bahria University Islamabad, Pakistan. He has published numerous articles and books. His papers have received world wide acclamation. He holds M.Com from the University of Punjab, Pakistan, MBA from the University of Wollongong NSW and PhD from University of Western Sydney Australia. Corresponding Author & Co-Author Sobia Mahmood PhD Scholar & Research Asistant Department of Management Sciences BahriaUniversity, Naval Complex, Sector E-9, Islamabad, Pakistan Cell: 0321-5342940 Office: +92-51-9260002 Ext. 260 sobia.mahmood1@gmail.com; sobia.mahmood@bahria .edu.pk Biographical Note: Sobia Mahmood is a Research Assistant & Visiting Faculty at Bahria University, Pakistan. At present, she is a PhD scholar at Bahria University, Pakistan. She has published numerous articles on Management. She holds MBA from University of Arid Agriculture, Pakistan, MEd & BEd from Allama Iqbal Open University, Pakistan and MS from SZABIST, Pakistan. Co-Author Muhammad Ayub Siddiqui PhD Scholar & Asistant Professor, Department of Management Sciences BahriaUniversity, Naval Complex...
Words: 83861 - Pages: 336
...Total Quality Management: A Continuous Improvement Process Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the...
Words: 6376 - Pages: 26
...INTRODUCTION Although modern management theory dates primarily from the early twentieth century, there was serious thinking and theorizing about managing many years before. Two events are especially significant to management history. First, in 1776, Adams Smith published The Wealth of Nations, in which he argued the economic advantages that organizations and society would gain from the division of labor (or job specialization). The second important event is the industrial revolution. Starting in the late eighteenth century when machine power was substituted for human power, it became more economical to manufacture goods in factories than at home. These large, efficient factories needed someone to forecast demand, ensure that enough material was on hand to make products, assign task to people, direct daily activities, and so fort. That “someone” was managers, and these managers would need formal theories to guide them in running these large organizations. It wasn’t until the early 1900s, however, that the first steps were taken toward developing such theories. The evolution of modern management thinking begins in the nineteenth century and flourished during the twentieth. EVOLUTION OF MANAGEMENT THOUGHT Today's management theory is the result of the interdisciplinary efforts of many people. THE FOUNDERS The beginning of the modern organization occurred primarily during the middle of the nineteenth century with the rise of the factory system, principally...
Words: 6174 - Pages: 25
...Assignment On- “The Evolution of Management Thought and The Patterns of Management Analysis” Submitted To: Professor Dr. Abu Hossain Siddique Department of International Business University of Dhak 9th Batch, EMBA Date of Submission: 4th July,2012 INTRODUCTION Although modern management theory dates primarily from the early twentieth century, there was serious thinking and theorizing about managing many years before. Two events are especially significant to management history. First, in 1776, Adams Smith published The Wealth of Nations, in which he argued the economic advantages that organizations and society would gain from the division of labor (or job specialization). The second important event is the industrial revolution. Starting in the late eighteenth century when machine power was substituted for human power, it became more economical to manufacture goods in factories than at home. These large, efficient factories needed someone to forecast demand, ensure that enough material was on hand to make products, assign task to people, direct daily activities, and so fort. That “someone” was managers, and these managers would need formal theories to guide them in running these large organizations. It wasn’t until the early 1900s, however, that the first steps were taken toward developing such theories. The evolution of modern management thinking begins in the nineteenth century...
Words: 6134 - Pages: 25
...Journal of Advanced Nursing, 1999, 30(6), 1432±1440 Issues and innovations in nursing education Evaluation of an innovative curriculum: nursing education in the next century 1 Senior Lecturer, Faculty of Welfare and Health Studies, University of Haifa Hasida Ben-Zur PhD Dana Yagil PhD Lecturer, Faculty of Welfare and Health Studies, University of Haifa and Ada Spitzer RN PhD Senior Lecturer and Head of Nursing Department, Faculty of Welfare and Health Studies, University of Haifa, Haifa, Israel Accepted for publication 22 March 1999 BEN-ZUR H., YAGIL D. & SPITZER A. (1999) BEN-ZUR Journal of Advanced Nursing 30(6), 1432±1440 Evaluation of an innovative curriculum: nursing education in the next century The present research focused on an interim evaluation of a new nursing curriculum made by ®rst- and second-year undergraduates. Study 1 examined the assessments made by 90 students of the new, actual programme of their studies, as well as an ideal one, on 21 bipolar criteria re¯ecting the developing changes in health care practices and higher educational processes in western society. The results of study 1 indicated that students perceived the actual programme as compatible with health care changes, but lacking in terms of the learning process. Study 2 investigated the same assessments among 105 registered nurses who evaluated the traditional nursing programme under which they were trained as well as an ideal one. The results of study 2 showed that registered...
Words: 6505 - Pages: 27
...Management Theory Introduction and Main Points Civilization is the product of those who came before us. The evolution of modern management thinking begins in the nineteenth century and flourished during the twentieth. The twentieth century has witnessed a revolution in management theory ranging from classical theory to the Japanese management approach. Today's management theory is the result of the interdisciplinary efforts of many people. The Founders The beginning of the modern organization occurred primarily during the middle of the nineteenth century with the rise of the factory system, principally in the textile industry, where automation and mass production became the cornerstone of productivity. Management thinking, however, was slow to evolve during the century. The need existed to define what management was in the first instance as well as to operationalize it in meaningful terms for an organization. During this period two principal management theorists took up this challenge and emerged as the so-called Pre-Classicists of management thought. Pre-Classicists In the nineteenth century, Robert Owen and Charles Babbage seriously addressed the quest for the development of management theory. Owen was an entrepreneur and social reformer while Babbage was a noted mathematician with a strong managerial interest. Robert Owen (1771-1858) Robert Owen's ideas stemmed from his ownership of a cotton mill in New Lanark, Scotland where he developed a strong interest in the welfare...
Words: 7041 - Pages: 29
...leadershipELAF 683 LEADERSHIP FROM THE BOARDROOM TO THE CLASSROOM: EFFECTIVE PRACTICES IN BUSINESS AND EDUCATIONAL LEADERSHIP Introduction Purpose and Direction for the Paper: This paper intends to discuss leadership from a business perspective leading to effective practices that are both documented in business and educational leadership. It will present a historical perspective on leadership from the kings of the 16th Century to a discussion on theory (administrative and leadership). The paper will transition to discuss effective practices and common characteristics of effective leaders tying the concepts from business thought to educational leadership. Finally, a discussion will be presented detailing current educational and economic trends for schools for the 21st century and a summary of the leadership that will be required. A Business and Educational Leadership Perspective: A Required Change Niccolo Machiavelli, the 16th century author of The Prince (1981), stated, “The whole Kingdom . . . is governed by one man; everyone else is his servant” (p. 22). Since its first printing in 1516, The Prince has been the inspiration for many managerial texts and has been utilized as a guide for leaders throughout the centuries, including several today. In a Machiavellian or so-called “top-down” managerial philosophy, a chief executive officer (CEO) defines and controls the power of the organization. The workforce serves the mission as determined by management, which oftentimes has...
Words: 13625 - Pages: 55
...1 Total Quality Management: A Continuous Improvement Process 1 Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management...
Words: 9238 - Pages: 37
...Total Quality Management: A Continuous Improvement Process Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the...
Words: 9445 - Pages: 38
