management

Implementing a change within an organization is not an easy task. Change models, such as Kotter’s Eight Steps, are often viewed as a lifeline for organizations attempting at altering their structure, production or management process. However, unless every single step of Kotter’s Model is followed closely, an organization is most likely to fail. Because of the unwillingness to follow every step of Kotter’s Model, as well as lack of understanding for what makes an efficient change, the leaders of Kodak, McDonald’s, Hewlett-Packard and, partially, IBM, faced a serious crisis.

Consulting Kotter’s model, one is capable of seeing the errors made by Fiorine, a has-been head of the Hewlett-Packard Company, easily. The lack of support from the industry people was the key reason for the change implementation to fail. In other words, the project was doomed from the very first “sense of urgency” stage. In Kodak’s case, though the dissatisfaction of the stakeholders also played a major part in the failure of the company, it was the failure of the company’s leader to remove the obstacles, particularly, the employees’ fear for the future that created the premises for a complete failure.

Finally, considering the problem that McDonald’s faced as the infamous documentary revealed the effects of fast food on human body, one must name the inability of the company to build on the change as the key problem that made the organization’s success impossible. Indeed, since McDonald’s did not display any signs of altering its nature prior to the movie release, its intentions to alter its services were not taken seriously. As far as IBM is concerned, it could be argued that the company could have built up on its change in a more obvious manner, since it would have allowed the company to carry out the transfer to a new principle of management easier and faster (Palmer, Dunford & Alkin, 2009).

As it has been stressed above, most of the aforementioned change processes could have been conducted in a more professional way and with much better results. For example, in the Hewlett-Packard Company case, the introduction of a transformative leadership strategy with the following change in the staff’s motivation could have been advised. The same can be applied to the Kodak’s case; by offering the staff a new standard of organizational behavior and, perhaps, financial incentives, Kodak would have won the game. In McDonald’s situation, a proper competitive strategy could have been suggested as a means to cope with the pressure coming from the opponents and the subsequent rise of the rivals. Speaking of IBM, one must admit that the change process was carried out quite successfully; however, it could have been reasonable to implement a promotion campaign to make for the lack of financial support (McGrath, 2013).

Based on the existing classification, the change image of the HP Company leader could be defined as the one of a Director. Indeed, she attempted at carrying out the required alterations with the help of every single resource at her disposal, at the same time making sure that the staff complies with her decision. As far as Kodak’s case is concerned, the role of an Interpreter could suit the company’s leader, as the latter attempted at interpreting the outcomes of the change rather intensively.

In addition, the fact that the company’s leader realized the inconsistency between the advanced technology and the one that Kodak’s products were based on shows that the leader was ready for reconsidering the meaning of outcomes as an Interpreter should. The owner of McDonald’s, in their turn, displayed the qualities of a Caretaker, since the changes that the organization suffered were the effects of the outside factors rather than the direct influence of the company’s leader. Indeed, the change process was triggered and enhanced by the movie displaying the effects of fast food on human body, as well as the increased rates of competition within the marketplace.

The company leader, in their turn, played a comparatively small part in the process and merely saw the organization through the crisis. Finally, as far as the image of change applicable to the leader of IBM is concerned, the one of a Nurturer should be named as the most obvious choice. Indeed, unlike any other leader, the one that was at the helm of IBM set the priorities straight, locating the issues that needed to be addressed and at the same time fostering the principles of professional and social responsibility within the organization (Gossling, 2011).

Since each of the cases discussed above has a unique obstacle to handle, as well as a specific history, it is essential that the change management strategies should be tailored to suit the needs of each particular case. For instance, in the situation that the Hewlett-Packard Company witnessed, it would be reasonable to revisit the approach suggested by Fiorina. This time, however, it will be imperative that each staff member should understand the necessity for the change and be ready to alter their traditional routine.

Likewise, when carrying out the change process within the IBM, one will have to make sure that every single staff member understands the necessity for the organization to change its current processes. The leader of Kodak, in their turn, will have to conduct the required alterations in a more careful manner and schedule these alterations so that the staff could get used to the innovations within the company’s structure and processes. Addressing the McDonald’s issue, one may suggest that the company’s leader should enhance the competitive spirit among the staff and be more aggressive in its responses to the pressure from adversaries.

Reference List

Gossling, T. (2011). Corporate social responsibility and business performance: Theories and evidence about organizational responsibility. Northampton, MA: Edward Elgar Publishing.

McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as fast as your business. Boston, MA: Harvard Business Press.

Palmer, I., Dunford, R. & Alkin, G. (2009). Managing organizations change: A multiple perspectives approach. (2nd ed.). New York, NY: McGraw-Hill.

Some of the leadership principles that Pacetta talks about include developing trust in the team; creating loyalty; generation of enthusiasm and excitement in the team and the organization at large. Other leadership principles highlighted include the development of positive attitude by the leaders and members of his team, an exhibition of self-confidence, decisiveness, keeping positive company, effective execution of goal setting process, building a strong and cohesive team and constant search for improvement (Pacetta, 1995).

Pacetta’s leadership principles can be used on both military and non-military settings. In a non-military setting, it is pertinent that leaders remain decisive in all decisions that they take, be it on the field or in the office. Decisiveness entails making a good judgment by making rational and informed decisions. Decisions on military operations should be made on an informed perspective because of the huge financial costs that come with initiating such operations.

The leader should stick to such decisions, only making a few amendments whenever any weaknesses are observed. Obviously, this will be a challenge, but when the decisions are made from a well-informed perspective, then it may go smoothly. Operationalization of good decisions depends on the self-confidence of the leader. Decisiveness is a leadership principle evident in Pacetta’s management of the Xerox sales’ team that saw him transform the team to winning ways (Pacetta, 1995).

In a non-military environment, leaders and managers must develop a genuinely positive attitude. This is more than thinking good thoughts. Leaders have to realize that one’s attitude makes a difference. They must have faith that all problems can be solved and that their reaction to various circumstances is actually a model for teams to emulate. They have to be enthusiastic about whatever it is that they do. An enthusiastic leader will always have a team that is positive about their undertakings.

The pace of the leader usually determines the pace of the team. Team leaders must show self-confidence. However, there should show no element of arrogance in them. They have to exhibit an attitude and willingness to help their teams at all times because the leader’s efforts are rewarded when they are fully engaged in their responsibilities. One of Pacetta’s most important achievements was focusing on his leadership responsibilities even with all the challenges such as fear, resentment, back-stabbing, and all leadership challenges (Pacetta, 1995).

One only becomes proud of his profession when he or she possesses a positive attitude that leads his or organization to a situation when they break even. Leaders have to be decisive and driven by their set goals. They have to stand by their decision even if they are unpopular in other quarters. Leaders must keep the company of positive people as echoed by a popular cliché ‘you become what you think about’. The importance of a positive environment helps leaders to bring into perspective their success and that of their team. Their minds will, therefore, move in the direction of their dominant thoughts. They should undertake to seek out mentors who are wise and have relevant experience who can help them achieve their met goals. This example will also be emulated by their team. Leaders have to simplify their goal-setting process.

Successful leaders have to focus on what they want to achieve. They ought to come up with clear cut priorities so that they continue focusing on the set goals. They must come up with goals that are in the best interest of their organizations and their teams. Leaders have to be realistic when they are setting goals. The goals must be those that can be achieved (Pacetta, 1995).

The goals have to be kept visible so that all members of the team are capable of seeing them. Leaders in organizations have to be passionate about whatever activity they do. A leader who loves his work will not look at his work as labour. When your team realizes how passionate you are about whatever it is that you do they will also certainly become passionate about their work. They will be fired up about what they do because of the energy that creates some sense of unlimited potential. Team leaders must constantly seek improvement and must not assume that they have actualized and therefore need no continual learning.

Their teams must also seek for continual learning so that they improve on their skills. Managers who are not receptive to self-improvement are static and are backward. Team leaders and managers must put in place a cohesive team. They have to recruit qualified personnel and motivate and train them. This will make the team attain the company’s set objectives. The levels of building a good team should be the process of selection of employees; training them so that they have extensive knowledge of what they are supposed to do. The recruited team has to be motivated, and their progress monitored. They should be given either monetary or emotional rewards when they have performed exemplarily. Lastly, they should be promoted to re-enforce jobs that they have done well.

In my work environment, my leaders do praise us for our positive contribution. This makes us feel good. This really motivates us and creates in us an urge to give our all. Our leaders care about us as human beings and understand that we cannot be perfect in everything that we do. They respect us and appreciate. They praise us openly.

Reference

Pacetta, F. (1995). Don’t Fire Them, Fire Them Up. New York, NY: Simon&Schuster. Web.

Introduction

The concept of organizational culture has emerged as a powerful force for transforming the performance and effectiveness of different corporations. Leaders planning to establish a superior strategy should begin by introducing ideas, processes, and procedures that resonate with their firms’ missions and visions. Such initiatives will create a new culture that empowers and encourages all employees and supervisors to collaborate and deliver positive results. This paper discusses the importance of organizational culture and how it can impact a company’s ability to respond to the market, adapt to change, and improve its performance.

Organizational Culture: Adapting and Responding to Market Changes

The ultimate objective of every business firm is to maximize profits through the use of sustainable practices and processes. Many organizational theorists have presented evidence-based ideas and insights that leaders can consider taking their companies from point A to B (Suwaryo et al. 69).

Such scholars have also identified corporate culture as a powerful concept that has the potential to make a difference for any firm. Nesbit and Lam define “organizational culture” as the atmosphere of shared ideas, beliefs, norms, procedures, and practices within a given company (314). In most cases, firms will align such attributes with the established visions and missions. The overall outcome is that all employees and leaders will remain dedicated and focus on the changing needs of the targeted customers.

A corporation with a healthy organizational culture will identify market changes and respond to them efficiently. This means that the leaders will collaborate with their followers, implement change within the shortest time, solve emerging problems, and promote superior practices depending on the existing market trends. A positive culture creates the best environment whereby workers share their ideas, solve emerging problems, and propose superior strategies for driving organizational performance (Suwaryo et al. 71). They will remain loyal, support the outlined vision, and set higher objectives that can make the targeted company profitable.

The involvement of leaders and supervisors in an organization’s wider culture is something that creates the best environment for adapting and responding to the market. For instance, all stakeholders will collaborate, implement evidence-based change, and introduce adequate resources that will eventually drive performance (Suwaryo et al. 71). In the private sector, various public companies have managed to use their cultures to adapt to the changes and developments experienced in the global market. For example, Google Incorporation is a leading organization that continues to leverage its powerful culture to respond to developments in the market.

Since its employees are empowered, they find it easier to innovate and produce superior apps that meet the changing needs of the global consumer. Similarly, many private corporations pursue the unique benefits of organizational culture to adapt and respond to the market efficiently (Felipe et al. 2365). A good example is Salesforce that encourages its workers to chase their interests while at the same time identifying issues that can add value to the community. Consequently, it has managed to respond to the demands of the market, thereby remaining a competitor in its industry.

Organizational Culture and Behavior: Adapting to Change

Companies that manage to establish positive organizational culture promote the establishment of evidence-based behaviors. According to Felipe et al., the concept of organizational behavior (OB) focuses on the ways employees and stakeholders act whenever working in groups (2361). A positive OB makes it easier for leaders to streamline all existing processes and business functions. A powerful leadership style informs a superior OB whereby managers address emerging issues, solve conflicts, and create the best environment for delivering positive results. This analysis indicates that organizational culture and behavior work synergistically to influence various processes that can enhance business performance.

The concept of organizational change applies to any initiative or procedure implemented to introduce or replace a specific process, culture, or structure in a given company. This transformation is essential since it makes it possible for companies to achieve their goals much faster or improve their competitive advantages. Throughout the change implementation process, it is appropriate for leaders to involve all stakeholders and followers (Nesbit and Lam 319).

Many workers will tend to criticize or resist the proposed change if it is not intended to improve their working conditions or expectations (Suwaryo et al. 74). The occurrence of objection throughout the process can affect the effectiveness of the company.

With his kind of understanding, it becomes necessary for organizational managers to take the issue of organizational culture and behavior seriously. This move will ensure that all workers are involved, responsive, and willing to undertake actions that can add value to the company. Appropriate norms, practices, teams, and procedures will support a reliable and positive culture. This means that the leader of the targeted organization will only consider the existing attributes and use an effective change model to deliver positive results. For example, Kurt Lewin’s change theory is appropriate whenever implementing and supporting a new transformation initiative.

The presence of a pleasing organizational culture will ensure the entire process succeeds (Felipe et al. 2367). Companies that combine organizational customs and change processes will not experience these challenges: resistance from employees and prolonged implementation. All workers will be willing to be part of the process, sacrifice their competencies and skills, and form teams to support the initiative.

Discussion

Many small and large organizations that make culture a critical aspect of their respective business strategies or models achieve their objectives much faster. Firms that promote a positive organizational culture find it easier to empower their employees, solve problems, and promote superior processes that have the potential to drive organizational performance (Nesbit and Lam 322). A good example or strategy is that of Apple Corporation. The leaders at this organization embrace the power of culture to encourage all workers to innovate continuously, identify emerging trends in the global market, and produce superior products that will meet the needs of all customers.

Similarly, Boeing has been focusing on the most appropriate initiatives to empower its employees using a desirable organizational culture. The outcome is that most of its employees remain supportive whenever implementing new change initiatives. Consequently, the corporation has remained a leading player in its industry (Felipe et al. 2369). Companies that ignore the importance of organizational culture will, therefore, find it hard to achieve their goals since their employees remain uncommitted or disempowered.

Conclusion

The above discussion has identified organizational culture as a powerful force for supporting employees, promoting change, and driving performance. The presented cases of Google, Apple, and Boeing have also revealed that companies that embrace the concept will find it easier to solve existing problems, promote innovation, and create evidence-based processes and procedures. In conclusion, managers should use their competencies to develop strong organizational cultures if they want to empower their employees and drive organizational performance.

Works Cited

Felipe, Carmen M., et al. “Impact of Organizational Culture Values on Organizational Agility.” Sustainability, vol. 9, no. 12, 2017, pp. 2354-2376.

Nesbit, Paul L., and Elman Lam. “Cultural Adaptability and Organizational Change: A Case Study of a Social Service Organization in Hong Kong.” Contemporary Management Research, vol. 10, no. 4, 2014, pp. 303-324.

Suwaryo, Joko, et al. “Organizational Culture Change and its Effect of Change Readiness throughout Organizational Commitment.” International Journal of Administrative Science & Organization, vol. 22, no. 1, 2015, 68-78.

Content

The article analyses Business Excellence (BE) and its relationship with TQM. It describes a model of quality movement from the monitoring of processes to quality control and TQM. The authors identify the aspects of TQM that support models of BE and trace the role of TQM in business excellence.

Aims

The article describes the transformations of quality management from simple inspection to current quality management approaches such as ISO standards, EFQM model, and the Six Sigma methodology. The authors indicate that the shift from inspection to prevention approach contributed greatly to quality management in the manufacturing process and later to all company activities and lately, with a focus on customer needs. By identifying the history of quality management, the authors trace the transformation of TQM from the inspection of the manufacturing process to BE. The authors also describe a model for evaluation of BE based on three factors, viz. quality, price, and delivery. These factors interact to achieve excellence, which means an improvement in the quality of goods and services, efficiency, and quality of a service or a product. A different perspective of BE is also provided in this article, viz. the approach focuses on technology, business, and organization as aspects of continual improvement. The authors conclude by outlining the principles of the European Foundation for Quality Management (EFQM) in promoting excellence and the similarities of EFQM in the European context and TQM principles.

Method

The article relied on both primary and secondary sources to provide an overview of TQM models worldwide. The business performance improvement and the European Foundation for quality management provided information on EFQM and EFQM excellence models in the European context (Ionica et al., 2010). The study also relied on articles that examined BE in the Romanian context including private and state-owned companies. The articles that analyze the transition from inspection to quality control and assurance in Romania as well as the factors that hamper the implementation of State Quality Control were also used.

Findings/Results

In this article, the analysis of the excellence models revealed a shift to quality assurance at all levels of an organization. The authors found that the principles of EFQM when applied to organizations results in improved results in terms of expertise management (Ionica et al., 2010). In the Romanian context, ISO certification should incorporate a TQM implementation to achieve quality and business excellence. Additionally, the authors note that a combined approach that integrates different quality assurance models such as EFQM, US Baldrige, and TQM will help in promoting quality and business excellence for most organizations. By borrowing from different conceptual approaches and models applied at both national and international levels, an approach for business excellence can be designed for an organization. The traditional approach to implementing one model does not allow organizations to achieve excellence. The authors further note that by combining the basic concepts and principles of TQM models worldwide, it is possible to define a BE model that is specific to an organization and achieve sustained business excellence.

Conclusion

In their conclusion, the authors note that business excellence is not a goal, but an on-going process of continual improvement that promotes organizational performance. This assertion underscores the implementation of TQM approaches. In the Romanian context, the article reveals that some organizations in this country have implemented quality improvement measures. In a bid to achieve excellence, relevant TQM models and concepts should be analyzed for possible application in a specific case. As such, it is important for organizations to understand the essence of the continual and sustained process of quality improvement in organizational excellence, which should start from the top executives and spread to all workers in the organization.

Reference List

Ionica, A., Baleanu, V., Edelhauser, E., & Irimie, S. (2010). TQM and business excellence. Economics, 10(4), 125-134.

Controlling Operating Costs

The basic requirements for controlling operating costs include technology embracement, outsourcing, efficient shopping, telecommuting, paying invoices regularly, identifying useless processes, canceling power-consuming measures or services, considering ecological decisions and strategies. All the actions mentioned above might reduce the manufacturing expenses of any company. They must be followed to maintain an effective working process organization.

Quality from the Perspective of a Manager

Quality is a concept of specific organizational standards that must be met by every employee to ensure reliable services to their customers (Chen & Tan, 2013). Operations managers should control the working process performed by every auxiliary. This gives people an understanding of the basic needs necessary to release high-quality final products.

Design Quality

The following list will enumerate the eight common dimension of design quality:

• Performance.
• Features.
• Reliability.
• Conformance.
• Durability.
• Serviceability.
• Aesthetics.
• Perceived Quality.

Quality Assurance

The concept of quality assurance implies the prevention of various defects or mistakes during the manufacturing process. Also, it is helpful in avoiding common issues and delivering useful solutions to customers. Such a strategy aims at gaining permanent clients’ respect for the companies that follow the rules mentioned above.

Total Quality Management

The concept of total quality management describes managers’ attempts to satisfy their customers and make their organizations successful for an extended period. In particular, people who are in charge of some production departments must improve their processes on a regular basis. Moreover, it is necessary for them to develop the culture and philosophy of their teams.

Management Terms

Continuous improvement is a term that implies constant changes in a manufacturing process aimed at making produced materials of better quality. Kaizen is a Japanese philosophy focused on a regular perfection of production processes, development, and other business operations. Six Sigma is a conception that implies the necessity of minimizing defects and static imperfections in operational activities (Drohomeretski, Costa, Lima, & Garbuio, 2013). Lean manufacturing is an ideology of management that is intended to reduce all possible losses and wastes. Quality at the source is a requirement to check certain products during several phases of their creation.

Approaches to Quality

ISO 9000 ensures high-quality products, but it does not guarantee the same of a manufacturing process (Huo, Han, & Prajogo, 2014). In turn, ISO 14000 obligates companies to meet particular ecological requirements (environmental management system). Zero Defects is a management approach to reducing various issues in the processes of industrial manufacturing.

Quality Control

Both inspection and testing are the two major types of quality control. Inspection implies the detection of various imperfections in work (Mellat-Parast, 2014). Although testing has the same purpose, it includes the analysis of a products’ functioning.

Carrying Inventory

The following list will enumerate the major reasons for carrying inventories:

• Ensuring smooth production.
• Providing immediate customer services.
• Facilitating manufacturing during lead time.
• Facilitating the utilization of workforce and equipment.
• Enjoying the discounts on large scale purchasing.
• Enabling economic and efficient operations.

Just-In-Time Inventory

Just-in-time inventory implies the provision of necessary supplies or raw material as it is needed in manufacturing (Chen & Tan, 2013). This saves many finances of transnational companies. Such a strategy also reduces the waste of usable goods.

ABC Classification

ABC is a grading system that gives employees an understanding of how various processes or items are important. Hence, A is the essential phase, B is moderate, and C is relatively crucial. This classification is useful for organizing managing inventories.

The EOQ Concept

The concept of economic order quantity is focused on minimizing overall ordering and holding expenses. This model requires managers to order necessary goods only when their demand is known (Shekarian, Olugu, Abdul-Rashid, & Kazemi, 2016). Also, it is advantageous to understand the product’s realization period.

MRP

The basic purposes of material requirements planning are the following:

• Satisfying needs in materials, and other components essential for production processes.
• Maintaining the lowest amount of supplies.
• Planning manufacturing operations, delivery, and shopping lists.

References

Chen, Z., & Tan, K. H. (2013). The impact of organization ownership structure on JIT implementation and production operations performance. International Journal of Operations & Production Management, 33(9), 1202-1229. Web.

Drohomeretski, E., Costa, S. E., Lima, E. P., & Garbuio, P. A. (2013). Lean, Six Sigma and lean Six Sigma: An analysis based on operations strategy. International Journal of Production Research, 52(3), 804-824. Web.

Huo, B., Han, Z., & Prajogo, D. (2014). The effect of ISO 9000 implementation on flow management. International Journal of Production Research, 52(21), 6467-6481. Web.

Mellat-Parast, M. (2014). Linking quality citizenship to process design: A quality management perspective. International Journal of Production Research, 52(18), 5484-5501. Web.

Shekarian, E., Olugu, E. U., Abdul-Rashid, S. H., & Kazemi, N. (2016). An economic order quantity model considering different holding costs for imperfect quality items subject to fuzziness and learning. Journal of Intelligent & Fuzzy Systems, 30(5), 2985-2997. Web.

The case explains how organizational culture affects the performance and contribution of employees. The managers did not inform the employees, lawyers, and stakeholders about the decision to merge and relocate the law firm. Lack of proper communication and failure to involve the employees in the decision-making process was a major dysfunctional behavior in this firm.

The second dysfunctional behavior mentioned in the case is the organization’s undue emphasis and focus on outcomes. The leaders in the company always neglected the social and personal concerns affecting the employees. These behaviors affected the firm’s performance. The level of resentment increased among the employees and lawyers in the company. The employees were against the proposed change because it did not address their expectations and career goals. Most of the employees believed that the idea to relocate would expose them to insecurity. The idea would also affect their social relationships. The proposed change in the law firm made the employees and lawyers unhappy.

The leading factor that led to these unacceptable behaviors is the lack of proper organizational culture. The culture in every organization determines how its managers and leaders communicate with the employees. The firm was experiencing a poor organisational culture. This is the reason why the managers did not inform the lawyers and employees about the proposed change. The leaders made their decisions without involving lawyers and employees. Every stakeholder should be involved in the decision-making process. The leaders in the firm failed to identify the unique needs and expectations of every employee. This explains why the proposed change encountered different challenges and obstacles.

The managers in the firm failed to address the changing needs and expectations of the employees. The law firm focused on outcome orientation. This situation reduced the level of motivation in the organization. The culture in the organization did not address the social and personal issues affecting the employees. The leaders and managers failed to involve the employees in the business processes. The above organizational factor explains why these dysfunctional behaviors occurred in the company.

How did these dysfunctional behaviors affect organizational performance? The case explains how the level of productivity and morale in the firm went down. Some employees in the firm turned in their resignation letters. A disappointed employee will not work hard in an institution. The dysfunctional behaviors in the firm affected the employees’ morale. The employees were not ready to work for the firm because it did not address the issues affecting their lives and careers. The Change Resistance Assessment (CRA) approach helped the employer understand and identify their challenges affecting the employees. The employees stopped to focus on the company’s goals. They also provided poor services to targeted customers and clients.

The company focused mainly on targeted results. The managers did so without examining and addressing the issues affecting the employees. The employees lacked the necessary support and incentives. Some of the employees decided to quit their jobs because the company was not concerned about their welfare. It is appropriate for organizational leaders to address the needs of their employees before focusing on the targeted goals. The employees were unhappy with the firm’s leadership strategies. This is the reason why the company failed to realize its main goals. Every business should address any dysfunctional behavior to promote its performance.

Summary

The company, a small winery business in Greece, seeks to implement a quality management system, which will be in line with ISO 900 certification standards. The management of this winery based in Paros Island seeks to make the company acquire benefits that are associated with an ISO 900 certification. This certification can help the winery to increase the size of the share market the company currently possesses and make inroads into the new markets as well. The QMS that they have set up within their company will provide the necessary guide that can show how the company will achieve such a target. The setting up of the QMS faced some challenges during implementation, which were addressed in the document (Aggelogiannopoulos, Drosinos, & Athanasopoulos, 2007, p. 1077).

Key Learning Points

Some of the key learning points are that the ISO 900 certification is the best yardstick through which a company that seeks to excel in customer service can assess itself. Business organizations need to design the QMS systems within their organizations, according to the needs of their clients and their market at large. Companies can come up with policies, which enhance their standing in the market by ensuring the value of their goods and services is among the best in the industries in which they operate (Persse, 2007, p. 152).

The ISO 900 standards focus on customer needs and their expectations because of the operation of QMS processes within an organization that must be for the sole purpose of meeting the high expectations of clients (Persse, 2007, p. 150). The ISO 900 certification has gained prominence, and by 2004, it was recognized officially in more than 130 countries across the world. Companies can ensure that they have total quality management controls within the organization that audits all the activities of the company.

Relevant Statements to the Session

Total quality management (TQM) practices are necessary for any company that seeks to grow its market share to meet its targets. The formulation of appropriate Quality Management Systems (QMS) contributes significantly to the level of growth a company is likely to realize within a given period of time. Companies must ensure that the QMS that is adopted within the organization complies with the expectations its clients have of it. The ISO 9001:2000 is a standard that is suitable for a wide variety of purposes, which a company engages in (Schlickman, 2003, p. 51).

Critical Analysis

Controls should be established in the dealings a firm has with its clients to ensure that it adopts safety measures in the products and services it provides to them. The management must provide all the necessary resources that will make it possible for its staff to comply with the QMS that is already established within the company. The environment in the company must be one that makes it possible for workers to comply with the guidelines as set out in the QMS. Top management must review from time to time the level of compliance that exists within the organization and must reward positive efforts made by their workers (Aggelogiannopoulos, Drosinos, & Athanasopoulos, 2007, pp. 1081-1084).

Practical Implications

The management systems within any firm should help employees to acquire the necessary skills that will make them comply with the set quality controls established. The ISO 9001:2000 certification requires workers to have the skills needed for them to perform the functions allocated to them by the management. The quality management systems require a significant amount of time for them to be effective, which can make it possible for the organization to achieve the necessary standards (West & Cianfrani, 2004, p. 14).

References

Aggelogiannopoulos, D., Drosinos, E. H., & Athanasopoulos, P. (2007). Implementation of a quality management system (QMS) according to the ISO 9000 family in a Greek small-sized winery: A case study. Food Control, 18, 1077-1085.

Persse, J. (2007). Process improvement essentials: CMMI, Six SIGMA, and ISO 9001. Sebastopol, CA: O’Reilly Media.

Schlickman, J. (2003). ISO 9001:2000 quality management system design. Norwood, MA: Artech House.

West, J., & Cianfrani, C. (2004). Unlocking the power of your QMS: Keys to performance improvement. Milwaukee, WI: ASQ Quality Press.