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| Degree to which a nation/organization can, under free and fair market conditions, produce goods and services that meet the test of domestic and/or international markets while simultaneously maintaining or expanding the real incomes of its citizens. |
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| Award, established by Congress in 1988 that stresses that American managers need to pay more attention to the quality of products and services that their enterprises sell or provide. |
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| Quality guideline established by the International Organization for Standardization; baseline for designing products and receiving certification that products meet those quality standards |
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| Management (4 perspectives) |
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Definition
| Mgmt as: process, discipline, people, career |
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Definition
1) Mgmt is some type of work
2) Sometimes performed well/not so well |
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| Management as a discipline |
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| An accumulated body of knowledge that can be learned by study |
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| The people (managers) who engage in the process of management |
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| People who wish to have a career as a manager study the discipline of management as a means toward practicing the process of management |
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| An administrative and functional structure that can be as small as a one-person operation or as large as more than 1 million employees |
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| The individuals who guide, direct, or oversee the work and performance of other individuals |
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| The process undertaken by one or more persons, capital, materials, and technologies to coordinate other persons' activities to achieve high-quality results not attainable by any one person acting alone |
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| British scientist and statistician who developed speedier and more productive crop-growing methods (early 1900s) |
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| American physicist who transformed Fisher's methods into a quality control discipline for factories. |
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| American mathematician and physicist, made impact in Japan in 1950. 14 points of quality |
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| Created zero-defects movement at Martin Marietta in the 1960s. |
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| First described methods of total quality control (in 1954). |
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| 3 most important items in a quality program (Juran) |
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Definition
1) top people be in charge
2) people be trained in how to manage for quality
3) quality be improved at an unprecedented pace. |
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| Instituted quality control circles in 1962 |
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| Produced the concept of the further away a product is from being perfect, the greater the loss will be from defects. |
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| developed concepts of the cost of quality and total quality control (1940s). Customer defines quality |
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| Definitions of quality (list) |
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Definition
| Manufacturing-based, customer-based, product-based, value-based, transcendent |
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| manufacturing-based quality (def.) |
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Definition
"Quality means conformance to requirements" -Crosby
"Quality is the degree to which a specific product conforms to a design or specification." -Gilmore |
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| customer-based quality (def.) |
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Definition
"Quality is fitness for use." -Juran
"Total quality is performance leadership in meeting customer requirements." -Westinghouse
"Quality is meeting customer expectations." -AT&T |
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| product-based quality (def.) |
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Definition
"Difference in quality amount to differences in the quantity of some desired ingredient or attribute." -Abbott
"Quality refers to the amount of the unpriced attribute contained in each unit of the priced attribute." -Leffler |
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| value-based quality (def.) |
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Definition
"Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost." -Broh
"Quality means best for certain customer conditions ...a) actual use b) selling price of the product." |
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| transcendent quality (def.) |
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Definition
"Quality is neither mind nor matter, .."-Pirsig
"A condition of excellence implying fine quality as distinct from poor quality..." -Tuchman |
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| the totality of features and characteristics of a product or service that bear on the ability to satisfy stated or implied needs |
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| Eight Dimensions of quality (Garvin, list) |
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Definition
| Performance, Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived quality |
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Definition
| the function of management that determines an organization's objectives and establishes the appropriate strategies for achieving those objectives |
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Definition
| the function of management that assigns the tasks identified during planning to individuals and groups within the organization so that objectives set by planning can be achieved |
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Definition
| a function of managers who, by directing and motivating, influence organization members to perform in ways that accomplish the organization's objectives |
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| a function of management that makes sure that the organization's actual performance conforms with the performance that was planned for it |
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| manager (qualities, list) |
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Definition
| Provides clear direction, Encourages open communication, Coaches and supports people, Provides objective recognition, Establishes ongoing controls, Selects the right people to staff the organization, Understands the financial implications of decisions, Encourages innovation and new ideas, Gives subordinates clear-cut decisions when they're needed, Consistently demonstrates a high level of integrity |
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| managers (types of, list) |
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Definition
| first-line management, middle management, top management |
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| Technical skills, Analytical skills, Decision-making skills, Computer skills, People skills, Conceptual skills, |
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Definition
| the ability to use specific knowledge, techniques, and resources in performing work |
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| the ability to use specific approaches or techniques in solving managerial problems |
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| decision-making skills (def.) |
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Definition
| make decisions or choose from among alternatives |
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| the ability to use computer software applications and have a conceptual understanding of how computers work |
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| the ability to work with, communicate with, and understand other |
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| communication skills (def.) |
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Definition
| the ability to communicate in ways that other people understand, and to seek and use feedback from employees to ensure that one is understood |
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| visualizing how each part of an organization fits and interacts with other parts to accomplish goals and objectives |
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Term
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Definition
| Interpersonal roles, Information roles, Decisional roles |
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Term
| interpersonal roles (def.) |
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Definition
| the figurehead, leader, and liaison roles assumed by managers that subsequently enable them to perform informational and decisional roles |
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Term
| informational roles (def.) |
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Definition
| the roles assumed by managers that establish them as the central point for receiving and sending nonroutine information. |
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Definition
| the roles assumed by managers that establish them as decision makers after receiving interpersonal and information input. Other decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. |
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Definition
| Entrepreneurial role, Disturbance handler role, Resource allocator role, Negotiator role |
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| entrepreneurial role (def.) |
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Definition
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| disturbance handler role (def.) |
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Definition
| make decisions or take corrective action in response to pressure beyond their control |
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| resource allocator role (def.) |
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Definition
| decides who will get what resources |
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Definition
| bargain with other units/individuals to obtain advantages for their unit |
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