...IN HEALTH AND SOCIAL CAREHS4501-40Describe The Importance Of Quality Leadership And The Difference Between Leadership And Management Within A Health And Social Care Environment, And Explain The Ethical Value Framework Leaders Of Services Should Adhere To STUDENT ID: 213599 06/05/2011 WORD COUNT 3,606 | | Describe The Importance Of Quality Leadership And The Difference Between Leadership And Management Within A Health And Social Care Environment, And Explain The Ethical Value Framework Leaders Of Services Should Adhere To | | This essay will discuss the importance of quality leadership, the diversities between leadership and management within health and social care and explain the ethical frame work leaders of services should adhere to. Every organization strives to be successful regardless of the type of business it conducts; no organization can be fully successful and productive without good quality leadership. Haris and Ogbonna (2000) discovered that although leadership may not completely affect the organisations achievement, the quality of leadership does affect the workers of the organisation who in turn have a substantial affect on the organiation. (cited in Haracre, et al 2011) If workers are contented and without stress in their work they will be more likely to be enthuiastic about their work and deliver an enhanced quality of work in contrast to those who are discontented...
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...Chapter 1 The Problem and Its Settings Introduction Competence is defined as the skills, knowledge and other attributes that lead to success in a chosen area. One of the major factors for students to ponder upon after graduation in college is whether they became competent to the different challenges of the global market. Acquiring techniques or knowledge for new trends is a head start for being a competent employee which can be learned through quality education. Job qualification for Hotel industry is essential in finding a competitive work in the Philippines or even in other countries. Due to the rampant growth in hospitality industry, there has been a major concern for the Hotel and Restaurant Management students to be highly competitive or highly qualified in terms of hotel and restaurant preferences and standards. The job market in the hospitality industry is very competitive, employers will always want new graduates who are ready to “jump in” and start working immediately. Equipped with knowledge on the new trends for today’s hospitality industry, in order to be competitive in this market, newly graduates must possess the maximum skills required to perform efficiently and effectively in the hospitality industry. Industry professionals often claim that what educators teach in the classroom is out dated (Kang, Wu, & Gould, 2005). Technology, the workforce, hospitality and tourism products, and customers are constantly changing. As a result, relevant competencies...
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...Nature and the Importance of Operation Management 2 Task 2: The Link between Operation Management and Strategic Planning 4 Task 3: Organizing a Typical Production Process 6 Task 4: Application of Relevant Technique to the Production of an Operational Plan for an Organization 7 Conclusion: 9 References: 10 Introduction Operation management is a part of overall function of a business organization. It means planning, organizing, staffing, leading and controlling the resources of a company those are used to make goods or services of that particular organization. So it can also be said as a part of management function. Operation management is important for any kinds of company including for- profit, not-for-profit, social, commercial etc. IT performs the prime managerial activities of any organization. Weather the organization is service oriented or profit oriented to achieve goals it needs to manage its resources like human, technological, informational etc. organizational management makes the way for a better combination of these resources. In this assignment the nature and importance of operation management will be described. The importance of organization management for an organization, its operation in a selected organization and evaluation of operational management of a selected organization by using a process model also will be described. There is a link between operation management and strategic management it will also be explained. The importance of Three Es’,...
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...Determinants of Critical Success Factors of Quality Management in Higher Education Institutions in Morocco Using DELPHI method by: Youssef Loutfi Supervised by: Dr. Abderrahman Hassi Thesis Presented to the Faculty of the Graduate School of Business Administration Al Akhawayn University In Partial Fulfillment of the Requirements for Master of Business Administration Al Akhawayn University Summer 2014 iii Dedication In conducting this process, I would like mention people to whom this work is dedicated. To my parents, Habiba Hamdi and Abdessamd Loutfi, who instilled in me very young the thirst for knowledge and determination. Your values, your humility and generosity have always guided me and represent what I most admire in a human being. Here I take a special place to celebrate the sacrifices you have made to educate us and to enable us to follow our dreams. Thank you dear parents for this unique feeling of success and excellence, thank you to support me when I doubted especially you believed in this dream despite all the sacrifices it required. Thank you to believe in this project, our project. To my sister and brother, Ijlal and Ahmad Amine. Thank you for your patience and your great sense of humor. To Sofia, my treasure. My apologies for any breach of my duties. You have come to accept my frequent absences and my moods. Thank you Sofia. To Mr. Hassi Abderahman, you felt my ambition, you have believed in me and you opened the doors of knowledge. To...
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...Total Quality Management Vol. 23, No. 11, November 2012, 1227–1239 Which HRM practices contribute to service culture? Akiko Ueno∗ ,† Royal Docks Business School, University of East London, Docklands Campus, 4-6 University Way, London, E16 2RD, UK It is known that Human Resources Management (HRM) can help to develop service culture, which will in turn improve service quality. The purpose of this article is to determine the relative importance of six HRM practices in terms of their impact on culture. A questionnaire survey of medium and large-sized UK service businesses was conducted. The results reveal that there is a strong association between culture and HRM practices, and that some management practices are more strongly associated with culture than others. Further research should explore the reasons why some HRM practices are more contributory to culture than others. Service businesses in pursuit of service quality should make use of these HRM practices for developing service culture in their organisations. This research has confirmed a strong association between culture and HRM practices, and also clarified the relative importance of HRM practices in terms of their impact on culture in order to improve service quality. Keywords: culture; HRM; services Introduction This article investigates the relative importance of six Human Resources Management (HRM) practices in terms of their impact on culture in order to improve service quality. In a previous study, it was found...
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...the quality management practices in UK SMEs Maneesh Kumar Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK, and Quality management practices 1153 Received 5 May 2008 Revised 23 June 2008 Accepted 17 July 2008 Jiju Antony Centre for Research in Six Sigma and Process Excellence (CRISSPE), Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK Abstract Purpose – The last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium-sized enterprises (SMEs). However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma. The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms. Design/methodology/approach – A survey-based approach was adopted to understand the established quality management practices in the UK SMEs. A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs. A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling technique. Findings – A response rate of 12.7 per cent was achieved and included respondents at senior management and...
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...Operations management primarily concerned with making the most efficient use of whatever resources an organisation has, so as to provide the goods or services their customer needs, in a timely and cost effective manner. Operations management can apply to virtually any kind of organisation, whether it operates in industry or commerce, services or the public sector. Every organisation must be concerned with efficiency whether or not it exists to make a profit, because it still needs to give as much value for money as possible to its customers. Operations management operates via the organisational structure which currently exists. All businesses are concerned with quality, usually because they have come to understand that high quality can give a significant competitive advantage. Quality management has come to mean more than avoiding errors. It is also seen as an approach to the way processes should be managed and, more significantly, to improve. This is because quality management focuses on the very fundamental of operations and process management – the ability to produce and deliver the products and services that the market requires, in both the short and the long term. This research paper will discuss the importance of effective operations management in achieving the objectives of Plas Newydd Care Ltd and how the existing operation management processes meet the organisation’s overall strategic management objectives. In this paper also will discuss the importance of quality management...
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...Int. J. Services and Operations Management, Vol. 7, No. 4, 2010 465 An AHP framework of supplier evaluation with reference to high-value and critical items: a case study Debadyuti Das* Faculty of Management Studies University of Delhi 110 007 Delhi, India E-mail: debadyuti_das@yahoo.co.in *Corresponding author Deepak Barman Faculty of Management Studies Banaras Hindu University 221 005 Varanasi, India E-mail: dbarmanbhu@rediffmail.com Abstract: This study developed a simple two-stage decision framework for evaluating suppliers of high-value and critical items with reference to a heavy engineering organisation by employing the Analytic Hierarchy Process (AHP). The first stage involved examining the qualifying criteria of the items on quality, while the second stage was concerned with identifying all other relevant attributes, including quality concerning high-value and critical items applicable to the organisation under study, and with finding out the relative importance of the same. The attributes were organised in a two-tier hierarchy showing four major criteria in the first tier and 17 subcriteria in the second tier. This enabled us to employ AHP to find out the relative importance of each individual subcriterion through pair-wise comparison between all major criteria and subcriteria by eliciting opinions from three experts. The findings indicated the quality/reliability of the items to be the most important criterion, followed by price and then technological capability...
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...TOWARDS A BETTER UNDERSTANDING OF SUPPLY CHAIN QUALITY MANAGEMENT PRACTICES Article: International Journal of Production Research • This paper reports the result of a comparative study of quality tools and methods adaptation by operations and supply chain managers. • SCQM is defined as a system based approach to performance improvement that leverages opportunities created by upstream and downstream linkages with suppliers and customers. • Operation management is traditional been explained by some version of an ‘inputs-transformation process- outputs’ view of the productive capability of the firms. From Quality perspective, operation managers have focused on internal activities such as process control process improvement, product design improvement and design of experiment. As a result, more and more six-sigma improvement project evolved. • In addition experts like Deming have long emphasized importance of customers and supplier. • In this paper, it explored the difference between quality management practice of operation managers and each type of managers emphasizes supply chain managers, including what quality tools. Tool can here mean the method such as benchmarking, an approach to improving quality such as process improvement team (PIT) and leadership. Literature review and hypothesis development • Supply chain management has developed as a field from the integration of operations and marketing management. As a result, a linkage with upstream firms – which...
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...that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MGT 620a Operations Management & Supply Chain Syllabus Class Details Name: Email: Phone: Room: Method: Steve B. Young, Ph.D. (A.B.D.) syoung18@verizon.net (818) 360-6115 LA-Classroom C Hybrid Term/Year: Days: Time: Start Date: End Date: Spring Session 1 / 2015 Wednesdays 6:00pm-10:00pm January 05, 2015 February 27, 2015 Instructor’s Biography Steve Young graduated from Western Michigan University with a Bachelor of Science in Engineering and Business. He spent time as an HR director and consultant with many Aerospace firms. Steve has worked in numerous management positions for Boeing, Lockheed Martin, Eco Polymers, Hughes, and PM-10 Consultants specializing in the area of Human resource, business management, and business operations. Steve received his MBA from West Coast University with an emphasis in management and is looking to receive his PhD from Walden University in Applied Management and Decision Making with specializations in Organizational Change and Leadership in 2008. Steve is a senior faculty member and has been teaching for the University of Phoenix in their Undergraduate and Graduate Business Management Program for over 14 years. Steve has been involved in two successful starts up companies since 1985 that are still operating today in a growth environment. He functions as a consultant in...
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...TOTAL QUALITY MANAGEMENT OF LA PRIMERA POLLO INCORPORATION (LPPI): A PROPOSAL Chapter 1. THE PROBLEM AND ITS BACKGROUND Introduction In such a competitive environment resulted from world globalization and liberalization, firms survive with much difficulty unless they create the competitive advantage over their competitors (Adam et al., 2001; Samson & Terziovski, 1999; Terziovski & Samson, 1999). With the increasing competitive, business survival pressure and the dynamic, changing customer-oriented environment, total quality management (TQM) has been recognized as one of the important issues and generated a substantial amount of interest among managers and researchers (Ahire et al., 1995; Benson et al., 1991; Flynn et al., 1995; Powell, 1995; Samson & Terziovski, 1999; Sousa and Voss, 2002; Terziovski & Samson, 1999). Since 1980s, TQM has been regarded as one of effective ways for firms to improve their competitive advantage (Kuei et al., 2001). Leading pioneers in the quality area, such as Deming (1986) and Juran (1993), asserted that competitive advantage can be gained by providing quality products or services. Additionally, Eng and Yusof (2003) argued that quality holds the key competitiveness in today’s global market. In addition, TQM has widely considered as an effective management tool to provide business with stability, growth, and prosperity (Issac et al., 2004). The benefits of quality improvement can not only be reflected on decreasing costs, but...
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...Total Quality Management Total Quality Management is a strategic system involving teamwork, which is essential to the success of all businesses. This process has been developed and strengthened over several decades. This has caused businesses to work together to improve their knowledge of recent technology and approaches to training. Total Quality Management helps to competitively meet the demands of customers’ by bringing organizations together with management enabling professionals to improve customer quality. Total Quality Management was developed not long after World War II. The United States occupation force’s was aiding Japan to help them develop quality systems to resolve problems concerning the telephone system. W. Edwards Deming and JM Juran were businessmen who were deeply concerned with the issues occurring in Japan. These businessmen eventually brought Total Quality Management to the United States although it was initially limited to munitions and telecommunications. It was a method of sorting out defective products from good products by careful inspection through a production line. (http://tqms.com/). Philip B. Crosby is a businessman who consistently emphasizes the importance of total quality Management through his numerous speeches. He solely believed in carefulness and doing things right the first time in order to prevent errors. Crosby thought it would be a greater loss of sales and money to neglect problems. He strongly believed that putting more money into...
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...its corporate strategy. Strategy provides the goals, objectives and guidelines for the structure and operations of the organisation. It is by means of structure that the purpose and work of the organisation are carried out. Some structure is necessary to make possible the effective performance of key activities and to support the efforts of staff. Structure provides the framework of an organisation and its pattern of management. The manager needs to understand the importance and effects of organisation strategy and structure. The aim of this unit is to provide learners with the understanding and skills to manage their | activities in the business workplace to improve their effectiveness and efficiency. | This unit focuses on the effective and efficient planning and management of business work | activities. It gives learners with understanding and skills needed to design and implement | operational systems to improve their effectiveness and efficiency and achieve the desired results for the business. | | You are encouraged to consider the importance and interrelationship of business processes and the implementation of operational plans, together...
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...Construction Management and Economics (April 2010) 28, 377–391 Perception of various performance criteria by stakeholders in the construction sector in Hong Kong IVAN K.W. LAI1* and FRANKIE K.S. LAM2 1 2 Faculty of Management and Administration, Macau University of Science and Technology, Macau International Graduate School of Business, University of South Australia, Adelaide, Australia Taylor and Francis Received 8 March 2009; accepted 1 December 2009 10.1080/01446190903521515 All construction projects in Hong Kong have in common a cast of key contract participants, consisting of clients, consultants (designers) and contractors. The aim of this research is to examine, from different points of view, these practitioners in regard to the importance of perceived performance criteria and their respective performance outcomes in a construction project. A research model is structured based on nine performance criteria and their respective performances. The data were collected from 324 practitioners who have participated in construction projects in Hong Kong. One-way analysis of variance (ANOVA) and repeated measures ANOVA are used to analyse the data. The relative importance of nine performance criteria and their performances are measured. Timely completion of the project is the most important performance criterion, followed by profit, environmental protection and quality. There are differences in the importance of the performance criteria with respect to performance...
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...Construction Management and Economics (April 2010) 28, 377–391 Perception of various performance criteria by stakeholders in the construction sector in Hong Kong IVAN K.W. LAI1* and FRANKIE K.S. LAM2 1 2 Faculty of Management and Administration, Macau University of Science and Technology, Macau International Graduate School of Business, University of South Australia, Adelaide, Australia Taylor and Francis Received 8 March 2009; accepted 1 December 2009 10.1080/01446190903521515 All construction projects in Hong Kong have in common a cast of key contract participants, consisting of clients, consultants (designers) and contractors. The aim of this research is to examine, from different points of view, these practitioners in regard to the importance of perceived performance criteria and their respective performance outcomes in a construction project. A research model is structured based on nine performance criteria and their respective performances. The data were collected from 324 practitioners who have participated in construction projects in Hong Kong. One-way analysis of variance (ANOVA) and repeated measures ANOVA are used to analyse the data. The relative importance of nine performance criteria and their performances are measured. Timely completion of the project is the most important performance criterion, followed by profit, environmental protection and quality. There are differences in the importance of the performance criteria with respect to performance...
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