mnagement practices.ppt
TRANSCRIPT
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F. QUALITY MANAGEMENTG. ORGANIZATIONAL CHANGE
MANAGEMENT
PRACTICES
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QUALITY MANAGEMENT
Management activities and functions involved in determination of
quality policy and its implementation through means such asquality planning andquality assurance (includingquality control ).
http://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/function.htmlhttp://www.businessdictionary.com/definition/quality-policy.htmlhttp://www.investorwords.com/9979/implementation.htmlhttp://www.businessdictionary.com/definition/mean.htmlhttp://www.businessdictionary.com/definition/quality-planning.htmlhttp://www.businessdictionary.com/definition/quality-assurance-QA.htmlhttp://www.businessdictionary.com/definition/quality-control-QC.htmlhttp://www.businessdictionary.com/definition/quality-control-QC.htmlhttp://www.businessdictionary.com/definition/quality-assurance-QA.htmlhttp://www.businessdictionary.com/definition/quality-planning.htmlhttp://www.businessdictionary.com/definition/mean.htmlhttp://www.investorwords.com/9979/implementation.htmlhttp://www.businessdictionary.com/definition/quality-policy.htmlhttp://www.businessdictionary.com/definition/function.htmlhttp://www.businessdictionary.com/definition/activity.html
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Four main components
1.Quality planning -
Systematic process that translates quality policy into measurable ob ecti!es an"requirements # an" lays "o$n a sequence o% steps %or reali&in' them $ithin a speci%ie"
time %rame(
http://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/quality-policy.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/requirements.htmlhttp://www.investorwords.com/9499/down.htmlhttp://www.investorwords.com/11189/step.htmlhttp://www.investorwords.com/11189/step.htmlhttp://www.investorwords.com/9499/down.htmlhttp://www.businessdictionary.com/definition/requirements.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/quality-policy.htmlhttp://www.businessdictionary.com/definition/process.html
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2. Quality Control –
An aspect o% the quality assurance process that consists o% activities
employe" in "etection an" measurement o% the !ariability in the characteristics o% output attributable tothe pro"uction system # an" inclu"es correcti!e responses
http://www.businessdictionary.com/definition/quality-assurance-QA.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/employed.htmlhttp://www.businessdictionary.com/definition/measurement.htmlhttp://www.businessdictionary.com/definition/variability.htmlhttp://www.businessdictionary.com/definition/characteristic.htmlhttp://www.businessdictionary.com/definition/output.htmlhttp://www.businessdictionary.com/definition/production-system.htmlhttp://www.investorwords.com/9996/include.htmlhttp://www.businessdictionary.com/definition/response.htmlhttp://www.businessdictionary.com/definition/response.htmlhttp://www.investorwords.com/9996/include.htmlhttp://www.businessdictionary.com/definition/production-system.htmlhttp://www.businessdictionary.com/definition/output.htmlhttp://www.businessdictionary.com/definition/characteristic.htmlhttp://www.businessdictionary.com/definition/variability.htmlhttp://www.businessdictionary.com/definition/measurement.htmlhttp://www.businessdictionary.com/definition/employed.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/quality-assurance-QA.html
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3. Quality Assurance –
is the process of verifying ordetermining whether products orservices meet or exceed customerexpectations. Quality assurance is aprocess-driven approach with specificsteps to help define and attain goals.
This process considers design,development, production, and service.
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Shewhart Cycle, developed by Dr. W. EdwardsDeming
- Most popular tool used todetermine quality assurance .
Four quality assurance stepswithin the DC! model stand "or#
lan# !sta"lish o"#ectives and processes
required to deliver the desired results.Do# $mplement the process developed.
Chec$# Monitor and evaluate theimplemented process "y testing the resultsagainst the predetermined o"#ectives
!ct# %pply actions necessary for improvement ifthe results require changes.
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4.Quality improvement -
The systematicapproach to re"uction orelimination o% $aste# re$or)#an" losses in pro"uctionprocess(
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An or'ani&ation attains customer %ocus $henall people in the or'ani&ation )no$ both the internal
an" e*ternal customers an" also $hat customerrequirements must be met to ensure that both theinternal an" e*ternal customers are satis%ie"(
Lea"ers o% an or'ani&ation establish unity o%purpose an" "irection o% it(
a. Customerfocus
b.Leadership
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c. nvolvement of people
complete in!ol!ement enablestheir abilities to be use" %or thebene%it o% the or'ani&ation(
The "esire" result can be achie!e"$hen acti!ities an" relate" resourcesare mana'e" in an or'ani&ation asprocess(
d. !rocessapproach
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e. "ystem approach to management
An or'ani&ation+s e%%ecti!enessan" e%%iciency in achie!in' its qualityob ecti!es are contribute" byi"enti%yin'# un"erstan"in' an"
mana'in' all interrelate" processes asa system(
f. Continual improvement
,ne o% the permanent qualityob ecti!es o% an or'ani&ation shoul"be the continual impro!ement o% itso!erall per%ormance(
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g. #actual approach to decision ma$ing
E%%ecti!e "ecisions are al$aysbase" on the "ata analysis an"in%ormation(
h. %utually beneficial supplierrelationships
Since an or'ani&ation an" its
suppliers are inter"epen"ent#there%ore a mutually bene%icialrelationship bet$een them increasesthe ability o% both to a"" !alue(
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ORGANIZATIONALCHANGE
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What is Organizational chang
"escribe the trans%ormationprocess that a company 'oesthrou'h in response to a strate'ic
reorientation # restructure # chan'ein mana'ement # mer'er oracquisition or the "e!elopment o%
ne$ 'oals an" ob ecti!es %or thecompany(
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&'amples o% the ma'nitu"e o% an e!entthat creates or'ani&ational chan'e an""e!elopment(
.uts in a company ’s %un"in'# an"the streamline o% operations "ue to amer'er
The ma(or precursor fororgani)ational change is some%orm o% e'ogenous force suchas an e'ternal event.
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Principles of e ectiveorganizational change:
%.&nvolve all the members in the proposedchange.
'. rovide and communicate the reason "orthe change and stress the positiveob(ectives.
). For e""ective organi*ational change, youshould create a transition managementteam .
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Additional Considerations ForE ective Organizational tructure:
%. Evaluation o" the aesthetic appeal isessential "or e""ective organi*ational change.
'. Ensure you adequately de"ine the nature o" thechanges .
). +ou should measure whether the change has
ta$en place or not.
. Establish "eedbac$ guidelines "or the interativere"inement and improvement o" current andongoing initiatives.
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Spea)in'3or"s are po$er%ul( Spea)in' is an art %orm not
to be ta)en li'htly# re'ar"less o% ho$ %lippantlymany o% your co-$or)ers mi'ht use their $or"s(
4reparation4reparation in e!ery situation pa!es the $ay %ore%%ecti!e communication(
4repare"ness not only bene%its your
or'ani&ation# it bene%its your career an" yourinteractions $ith co-$or)ers(