Week 3 article Summary Essay

For Andrei Octavian PARASCHIVESCU and Florin Mihai CAPRIOARA, organizations that desire to implement a strategic quality management approach should consider both the strategic dimension of quality and the management strategy (2014, p 19). In fact, both writers stipulate ”Quality Management” aims to advance quality to meet patron’s requirements by controlling processes (Paraschivescu & Caprioara, 2014, p 21). Likewise, their ideas confirm that the production approach demands a strict input from workers. In doing so, quality improvement teams can measure and spot

Chapter 1 of your textbook includes, on page 9, Table 1.1, “Managing Change: Some Lessons from the Four Stories.” Review the four “lessons” (bullet points) on the table, and think about what some of the key “learning points” you gleaned about change from these stories. Then, do one of two things:1. Post the top three learning points you gleaned from the stories, and include how the stories for change helped you learn these points, or2. Research one of the four companies and see how or if that company has since changed (yet more) since the time of the book’s publication. How did that recent change fit with or not fit in with the “lessons” that the textbook mentions the company “learned” from their original set of changes? Explain what you

1. What are the current challenges facing United Way? What are key issues in the general and non-profit charitable giving industry environments that affect United Way’s operations?

1. Experts believe that the widening gap between the richest and poorest individuals in the U.S. is in part due to the weakened position of labor unions. (Points : 1)

Walking into my classroom every day allows me to feel that I am creating someone’s future be it personally or professionally. I love my career choice because of the impact that I have on my students. In these two years of teaching high school, I have learned a lot about the students in which I share a city with. I say this because when I was in high school, I faced struggles with peer pressure, fitting in, and other frivolous things that really was not as big as I made them. But what I find now is that my students are facing life decisions at even younger ages. Some are facing extreme poverty where they are having to choose

There are several external and internal factors that influence the quality and the outcomes of an organization. One of the internal factors would be how it affects quality management and what the outcome will be in the organization. It is very important to have leadership and have prosperous outcome with quality management because if there is no support from the leadership then the organization will not be successful.

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

Quality management is about the group building for dealing with the final objectives of the organization so even serves to plan appropriately and execute so can happens smooth flow of operation or work and to keep up the quality and

Quality management is an integrative management philosophy aimed at the continuous improvement of performance of processes, products and services to achieve and exceed customer needs and expectations. It is a way of managing the whole business process to ensure complete customer satisfaction at every stage, internally and externally’. It transforms an organizational status to a world-class level and helps organizations achieve excellence. It has evolved as a management paradigm to improve organizational effectiveness competitiveness and

Quality management is about the group building for dealing with the final objectives of the organization so even serves to plan appropriately and execute so can happens smooth flow of operation or work and to keep up the quality and even the correct usage of raw material.

Quality management is not an easy thing to maintain, therefore, there are certain challenges that it must face before being successful. Some of them are ineffective TQM model, the human resource barriers, and also lack of management committment.

Oakland, 1989 (cited Lakhe and Mohanty, 1993: p9-10) has defined Total Quality Management (TQM) as an “approach to improving the effectiveness and flexibility of business as a whole. It is essentially a way of organizing and involving the whole organization; every department, every activity, every single person at every level”.

Examining my lessons on how businesses and other similar entities traditionally developed their strategies, and comparing it with the way that some of today's more innovative firms have begun to plan, reminds me of the change in many companies' approach to quality decision-making. From what I have learned, quality was traditionally associated with inspectors assuring quality after the fact--after parts were made--rather than getting everyone down the line involved in building in quality in the first place, as eventually happened through the TQM (Total Quality Management) movement.

Dr. Ishikawa spend many years as a professor of engineering at Tokyo University and became a Japanese icon as an influential quality management innovator. He helped develop the bottom-up view of quality management which the Japanese used to approach quality management. Dr. Ishikawa not only help the Japanese workers see the need for quality in their product he was able to persuade top management to get involved and make total quality control a success in Japanese companies. Dr. Ishikawa, with the help of the Japanese Union of Scientist and Engineers, was able to implement changes in the way companies in Japan thought about total quality control through in the introduction of quality circles.

Juran (as per Sosik & Dionne 1997) stated that management commitment is pertinent to every successful quality revolution, and that no exceptions are known. This paper will focus upon the role reported in literature that leadership plays in the improving an organisation’s level of business excellence (BE) from the implementation of the initiative to the point whereby continuous process improvement is a natural function of daily business. The paper will review research conducted upon BE as achieved through the European Foundation for Quality Management’s (EFQM) Excellence Model as well as through Total Quality Management (TQM). There exist countless models for implementing TQM within organisational literature. For