Term
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Definition
– Regards the organization as a system of
interrelated parts
– Collection of subsystems
– Part of the larger environment |
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Term
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Definition
The people, money, information, equipment, and materials required to produce an organizations goods and services.
Example: For a jewelry designer - design, money, artistic talent, gold and silver, tools, marketing expertise. |
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Term
| Transformational Processes |
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Definition
The organizations capabilities in management and technology that are applied to converting inputs into outputs.
Example: Designers management skills (planning, organizing, leading, controlling), gold and silver smithing tools and expertise, web site for marketing. |
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Term
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Definition
The products, services, profits, losses, employee satisfaction or discontent, ect., produced by the organization.
Example: Gold and silver rings, earrings, bracelets, ect. |
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Term
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Definition
Information about the reaction of the environment to the outputs, which affects the inputs.
Example: Web customers like African - Style design, dislike imitation Old English design. |
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Term
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Definition
| – Continually interacts with its environment |
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Term
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Definition
| – Has little interaction with its environment |
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Term
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Definition
– Emphasizes that a manager’s approach should vary according to the individual and the environmental situation
– Most practical because it addresses problems on a case-by-case basis |
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Term
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Definition
– total ability of a product or service to meet customer
needs |
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Term
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Definition
| – the strategy for minimizing errors by managing each stage of the organization |
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Term
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Definition
| – focuses on the performance of workers, urging employees to strive for “zero defects” |
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Term
| Total quality management (TQM) |
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Definition
– comprehensive approach-led by top management and supported throughout the organization- dedicated to continuous quality improvement, training, and customer satisfaction
– Deming, Juran |
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Term
| Total Quality Management cont.. 1-4 |
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Definition
1. Make continuous improvement a priority
2. Get every employee involved
3. Listen to and learn from customers and employees
4. Use accurate standards to identify and eliminate problems |
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Term
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Definition
| – organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge |
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Term
| How to Build a Learning Organization: Three Roles Managers Play |
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Definition
1. Build a commitment to learning
2. Work to generate ideas with impact
3. Work to generalize ideas with impact |
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