...Total Quality Management Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. TQM requirements may be defined separately for a particular organization or may be in devotion to established standards, such as the International Organization for Standardization's ISO 9000 series. Every organization, both for profit and non-profit, can benefit from Total Quality Management (TQM). One definition for TQM is a management strategy aimed at embedding awareness of quality in all organizational processes. It has been widely used in education, government, manufacturing, and service industries. TQM processes are divided into four chronological categories: plan, do, check, and act (the PDCA cycle). In the planning phase, people define the problem to be addressed, collect relevant data, and discover the problem's root cause. Next in the doing phase, people develop and implement a solution, and decide upon a measurement to gauge its effectiveness. Third is the checking phase, where people prove the results through before-and-after data comparison. The final phase acting is where, people document their results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle (Green 2003). The large and growing importance of world trade is a major phenomenon of our time...
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...political system, and management style for doing business with respect to the culture and traditions of the country. Each country can be a real consideration for expanding your business in if the research is done by the business desiring to expand. If the research is not done properly, then without a doubt your business plan to expand will not be productive. Each of these countries it is easy to cause a great enough offense to the host country that it will be virtually impossible to enter into this country and have an effective business. The business must have a market advantage to expand in any country. The host country must feel they have respect and the wellbeing of their country before they will allow a business to enter into their country. A good example of this is when McDonalds entered into China. McDonalds needed to make some serious changes to their menu for the culture in which they intended to setup their business and they had to give certain guarantee’s to China about labor, customs, courtesies, and business involvement for political issues (Thuermer, 1998). A similar business move was required when McDonald’s established their self in England. England required a large amount of the product be produced by England for the product used. This research will look at Brazil, South Korea, and Saudi Arabia for a proposed business plan for implementation, with respect to the culture and how they are different in each country. What type of management style will be used and...
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...comment which was made by Joanne falls perfectly in McClelland’s acquired needs theory because she feels that there are some afflictive managers on board. (pg.223)The expectancy theory for the simple fact that supervisors want each of their employees to strive to be the best being high performers regardless to what they are saying in the meeting room.(pg. 233) Reorganization under the Bureaucratic management means that Betty would perhaps become unimportant as a manager. (pg. 275) If most of her employees are creative this would not be a good management style to use. Autocratic management should only be used for a certain amount of time. If the reorganization is only for a short period of time it would perhaps work using it long term could cause Betty’s employees to become resentful towards her and put in only half of the high performance that they would usually put in towards their work. (pg. 276) However the better management style for Betty to use would be Democratic style because she is preparing them as a group and trying to relive their tension. If she has been trained this style she could pull it off the employees would appreciate the trust that she gives and they can...
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...Twelve O’clock High Leadership and Management styles have played an important role in the learning in Outcome Assessment and Quality Management. In class I have learned the positives and negatives that come from the different leadership styles presented. The movie, Twelve O’clock High, is a film that takes place in 1943 outside Nazi Germany. It depicts the 918th Bomb Group and the problems that they are having. Throughout the movie we are presented with multiple leadership styles from the commanding officers; Colonel Davenport, Brigadier General Savage, and Major General Pritchard of Pine Tree. Through Colonel Davenport, Major General Pritchard, and Brigadier General Savage at the start of the film we can see the distinct difference between their leadership styles. General Davenport shows a high concern for his navigator trying to take blame for a navigation error that was his navigator’s fault. Davenport shows a high concern for his men and a low or medium concern for production lead me to believe middleman management style. General Savage, who seems to have the exact opposite leadership style, is highly task oriented and shows little if any concern for the men of the 918th. Savage has a managerial style mimicking authority compliance. Major General Pritchard shares the same management style as Savage. Shortly after the conversation Davenport is relieved of his duty and Savage is put in control of the 918th. Pritchard and Savage are both men who believe chain of command...
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...I. Mangers or Leaders A. Sister Mary Clarence 1. Sister Mary Clarence is the manager of the singers, and the leader of the nuns a. Manager of the singers 1. Older autocratic style management b. From Management to Leadership Theory Paradigm c. Leader of the Nuns B. Reverend Mother 2. Reverend Mother is the manager of the nuns and later becomes the leader d. Manager of the nuns 2. Older autocratic management style e. From Management to Leadership Theory Paradigm f. Leader of the Nuns II. Leadership Traits A. Openness to Experience 1. After witnessing the execution of Vince’s chauffeur, Delores has to adjust her lifestyle- which drastically differs from her current lifestyle. Transitioning from a glamorized lounge singer, to a nun shows tremendous resolve. (Flexibility) a. Delores runs to the police to report the crime, and L.T. Eddie Souther puts her in a witness protection at St. Catherine’s Convent. She is not receptive at first, however. b. Moves from Nevada to San Francisco. She is faced with a transition that causes her a certain level of dismay. c. Delores is constantly changing her physical appearances and attributes to conform to her environment. From tight alluring club dresses she wore performing, to the nun-attire she wore at the convent. 2. After Delores witnessed the murder of the chauffeur, she has induced the...
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...1. In the case of Retrotonics, Masters’ management style has several features ,such as disrespecting and improper decision-making. Firstly, Masters ignored his subordinates’ feeling which make them embarrassed. For example, the production manager, Lee, who suffered Masters’ criticism in front of other employees(Drew 1998, para 4). Although employees need the evaluation from the manager, they tend to accept the criticism privately. Another factor of Masters’ management style is making decisions in improper ways. According to Drew(1998, para 3), Master set difficult and stressful deadlines for the staff. This is the main reason why employees in engineering apartment are stressed. Therefore, those decisions that Masters made have negative effects on both staff and productivity. 2. There are three management styles are suit for Masters’ situation, in terms of delegating, democratic style and autocratic style. Firstly, delegating which is an important competence for managers. Delegating can avoid to interferes in management. In Masters’ case, Imakito and Lee are experienced and professional in their work. Hence, delegating assignments to them is a method to achieve the business goals effectively. Furthermore, democratic style which encourage employees to share their own opinions and advice is suit for manage the engineering department, because most staff in this department are experts in their work(Hickey et al 2005, pp.27-31). Having more discussions and communication with those...
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...Webster University Michael A. Kirby MNGT 5000 OB S1 2014 Management Spring I Term Paper Date February 27, 2014 Introduction: Bloomberg L.P. is a privately-held financial software, media, and data company. Bloomberg L.P. comprises approximately one third of the $16 billion global financial data market with estimated revenues of $6.9 billion (Shetty, n.p.). Bloomberg L.P. was founded by Michael Bloomberg with the assistance of Thomas Secunda, Duncan MacMillan, and Charles Zegar--with a 30% ownership stake put off by Merrill Lynch--in 1981 (Shetty,n.p.). The company provides financial software tools, such as analytics and an equity trading platform, data services and news to financial companies and organizations around the world through Bloomberg Professional Services--its core revenue-generating service. Bloomberg L.P. has grown to include a global news service, including radio, television, the internet and print publications (Shetty, n.p.). Its CEO during its formative years was Michael Bloomberg who exhibited an generally autocratic style of management. D.L. Rogers Corp. is a company based in Bedford, Texas whose primary business consists of owning 54 franchises of Sonic Corp.--the drive-in restaurants that are common in the U.S. Southeast. At Sonic's eateries--which accounted for $44 million in revenues for D.L. Rogers in 2012 — carhops rollerskate out to serve customers through...
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...Business Foundations Part 1: Human resource management 1. Identify three human resource problems that are evident at the Last Resort Retirement Community? Each problem should be explained in 100 words or less. Approaches to Leadership is an evident Human Resource problem, the CEO of Last Resort’s Community’s participative management style (free-rein style) differed from the newly hired Director Gersick’s autocratic management style. Kerrigan delegated the decision – making authority to levels of management at various points below the top level. This pattern of decentralized organization decision – making was effective when his past Director of Nursing Martha Kane was acting as the informal leader in the nursing home her strong problem solving skill was effective in maintaining morale and professionalism amongst the departments. However, once Martha had left the organization the decision making hierarchy was unclear and with the introduction of a new director along with her centralized decision making philosophy chaos and confusion was created amongst the departments. The current organization chart does not provide a clear understanding the authority level. This was demonstrated during a discussing between Kerrigan and Gersick regarding the performance of a physical therapist. Employee Behaviour is one of the Human resources problems that is evident at the Last Resort, the negative performance behaviours of the department heads and Managers have also resulted in...
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...28962_Enterprise 9/6/08 10:08 Page 1 Using a range of management styles to lead a business Introduction For organisations to develop they require a direction. The people who manage the business provide the direction. Taking responsibility for making decisions and running a business well is a skill. Businesses place considerable emphasis on getting the right people with the right skills into key posts. They need to ensure that these people have the opportunities to develop decision-making skills. Enterprise Rent-A-Car (Enterprise) employs more than 75,000 employees and operates a fleet of cars exceeding one million vehicles worldwide. It has become one of the foremost car-hire companies and is the largest purchaser of cars in the world. Jack Taylor founded the company in St Louis in 1957. The owner had a simple belief: ‘Take care of your customers and employees first and profits will follow.’ This belief forms the foundation of Enterprise’s four key business objectives of: • customer satisfaction • fleet growth • employee development • profitability. CURRICULUM TOPICS • Leadership • Autocratic style • Democratic style • Laissez-faire style GLOSSARY Business objectives: the ends which an organisation seeks to achieve by means such as budgeting tools and strategies. Service-orientated: when the organisation’s behaviour is centred on meeting customers’ needs. Repeat business: when customers return to use a company’s services again. ...
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...was the change to a Six-Sigma Quality program a directed change or an elected change for the company? Does this make a difference in how top management supported change of the organization? Identify at least two instances in the case, which demonstrate the level of support provided by top management. It was definitely a directed change after the dismal first [1st] quarter of 2001, Telwork a $5 billion European organization seized the opportunity to capitalize off a poorly managed company. The direct change was to find acceptable solutions to problems Sigtek faced in the area of quality, production, and managerial practices. The change was also to implement Six Sigma Quality program, primarily, because the model was successful in other large organizations. Nonetheless, we agree that Telwork fail to adequately plan and research Sigtek before implementation to range its effectiveness. Because the change was not elected, support rendered by Richard Patricof, VP of Operations, other members of management, and several employees served as a facade, a false cover for non-supportive management as in the case of Sigtek. There was one prominent supporter of Six-Sigma, John Smithers, the Engineering Service Manager and passively Andrew Cross, VP of Engineering. To complicate matters, Sigtek reputation as an autocratic management style was untrusting and non-supportive of employees and new ideas. As a finale, Telwork terminated Mr. Charles Bradley, President, and Founder of Sigtek...
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...Assignment # 2 - Chapter 14 Case - Hewlett-Packard Company 1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. The first problem identified is the under-management of the company. The former CEO, Carly Fiorina, while being highly visible in the press failed to provide the necessary leadership within the company. Many felt she did not provide enough direction inside the company causing the company’s operations to suffer. Being perceived as inaccessible and unreliable to those under your leadership tends to lead to distrust. Often being press-savvy and being accessible and dependable to those under your leadership are sometime at the opposite ends of the spectrum. The second problem identified is that of the company being dysfunctional and struggling. The former CEO had implemented a strategic vision without have the proper guidelines in place to ensure success of the plan. Because of the vagueness of the vision, this caused the inability to determine if it was being executed at all. With the confusing matrix structure, there was little accountability which slowed the decision-making process. With the complicated reward system in place, no one knew if their performance had any effect on their bonuses. It also caused talented executives to leave the company and held little hope of new talent coming on board...
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...My Self Improvement Survey Personal Thinking Styles After taking the LSI (Life Styles Inventory) survey, I noticed certain things about my personality and my thinking styles. Certain styles rated higher than others, but there were a few that stayed constant. The two longest style extensions have the greatest influence on my behavior, and are called your primary and backup styles. Going through these styles in particular, I noticed my primary style is approval and my backup style is conventional style. In the LSI index, “The Approval scale measures our need to be accepted by others to increase or sustain our feelings of self-worth. While the desire to be approved of is natural, problems occur when approval-seeking becomes a need, and ultimately our standard way of interacting with others.” This means I need people to approve my lifestyle. I try so hard for people to impress people with my personality and character, but sometimes it’s not enough. This style is categorized as having low self-esteem, an over concern with wanting to be liked as well as complications with conflict and confrontation. In this case, I am the type of person who tries very hard to be liked by others. Sometimes it can backfire because I show a persona of myself to people where I will act like someone I am not so that they accept me. In this world we live in, it’s a dog eat dog world where people don’t care about your feelings. They will do anything to get to the top of ladder. Personally, I am the type...
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...Main problem The main problem in this case is the conflict between two different cultures underlined by two divergent management styles. A loose and people-oriented management style, applied by the supervisor Mike Wilson which proved to be efficient with the current situation of Consolidated Life company, versus a strict and task-oriented management style exercised by the senior vice president Jack Greely, a style assumed by the management to be the reference model that reflects the company’s culture and to be followed by all managers. Clash of cultures and management styles When Mike first got hired, the culture was “laissez faire” with flexible supervisory style, supervisors were free to manage their units as they saw fit and the management was tolerant to some limits. This culture permitted Mike Wisely to go far with his flexible management and create a loose and casual atmosphere in the company. Mike was more into a family type of culture with personal, face-to-face relationship with his team members. After he returned to the company, the management changed to be more tough and stricter with rules enforcement and task-oriented style. People have to do the work following the vice president rules and procedures with no margin of freedom or self-initiatives. Management, by oppression and hardship, governed the atmosphere in the company that some employees felt like working in a prison. Tension among employees, especially supervisors, was very high and people were...
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...1 Introduction: This Report has been compiled to determine how adopting a ‘learning organisation’ model would help to assist QPC in overcoming the problems they have concerning staffing and culture within their company. QPC is an international accountancy and consultancy partnership which offers professional services in corporate finance, taxation, accountancy and management. This case study looks at the combination of problems which QPC faces due to the companies ‘traditional’ way of operating. 1.1 The Aims & Objectives of this assignment are: To Identify the problems concerning staffing and culture within the company To assess how would adopting a learning organisation model assist QPC in overcoming these problems To assess how QPC would approach implementing the introduction of a learning organisation into its company To identify what barriers might QPC encounter while trying to implement a learning organisation. Learning Organisations are ‘organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together’. (Smith, 2001) Learning Organisations develop as a result of the pressure facing modern organisations and enables them to remain competitive in the business environment. In doing this I may encounter barriers on how to explain the five disciplines and...
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...Pros and Cons of Democratic Management There are many different styles of management and arguments for each. Having worked under multiple managers in a variety of different positions I have experienced most management styles. From my experience Democratic Management is the most accepted side of management but with any type of management style, you experience different reactions from employees and there are ups and downs to each kind. It is proven that a democratic management style will give proven results. You can typically expect a positive outcome when you engage issues as a team. Democrats appreciate the opinion of others and by basing solutions with a collective understanding you promote an open and honest work environment. This type of management is great when used in creative environments such as marketing and advertising. Democratic management is also a great method to use when working as part of a team. Teams managed with this style are typically strong and supportive of each other’s opinions because everyone’s opinion is taken into account. Democratic management is not always the best style for every type of situation. For example, if you are working on project that has a strict deadline, it might be a better idea to take control of the situation and delegate tasks. Taking a census of ideas takes time and when you are in a time crunch this will possibly set you up for failure. You don’t want to appear as an indecisive leader in these types of situations, it is...
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