MGT510 Final Term Subjective by Usman Attari

MGT-510 · SUBJECTIVE FINALTERM · By: USMAN ATTARI

Describe the stage of replacement; what is the strategy adopted by the competitors of 20th century and why? 3 marks

The Stage of Replacement: A New Paradigm

The stage of replacement means shifting to a new paradigm. Managers must shift to a new paradigm for managing organizations because of the anomalies that threaten their survival and prosperity. To make this shift, however, they must understand the new paradigm and how it differs from the old paradigm. To initiate this understanding, we will contrast the new (but still emerging) paradigm with the old paradigm.

Themes of the New Paradigm

The differences between the new and the old paradigm are organized around three themes: customer value strategy, cross-functional systems, and continuous improvement.

•  Theme 1: Customer Value Strategy Customer value is defined as the combination of benefits derived from using a product (or service) and the sacrifices required of the customer. The customer value strategy is the business plan for offering value to customers, including product characteristics, attributes, mode of delivery, support services, and so on. The theme of customer value strategy may be addressed in many topics, including quality, measurement, positioning, key stakeholder, and product design.
•  Theme 2: Cross-Functional Approach The old paradigm does not acknowledge systems that cut across functional or unit boundaries. Managers simply negotiate across functional interfaces to obtain minimal cooperation. In the new paradigm, managers define, own, and optimize cross-functional systems for customer value.
•  Theme 3: Continuous Improvement To keep pace with the changes in the external environment, managers have to change the organization. Managers have always made improvements. However, with rates of change increasing in the external environment, managers must improve differently and more frequently than in the past. They must pursue continuous improvement, which is a constant striving to change and make things better.

Advantages and the use of the fish bone diagram? 3marks

The most useful tool for identifying the causes of problems is a cause-and-effect diagram, also known as a fishbone or Ishikawa diagram, named after the Japanese quality expert who popularized the concept. A cause-and-effect diagram is simply a graphical representation of an outline that presents a chain of causes and effects. A team typically uses a cause-and-effect diagram to identify and isolate causes of a problem. The technique was developed by the late Dr. Kaoru Ishikawa, a noted Japanese quality expert.

What is the juran's trilogy? 3marks

The Juran’s Trilogy is a registered trademark of Juran Institute, Inc. The Juran’s Trilogy summarizes the three primary managerial functions. o Quality Planning o Quality Control o Quality Improvement

What are the motivation factors which influence to register ISO 9000? 5marks

Management Motivation for Registration to ISO 9000 Management motivation for adopting either ISO 9000 or TQM can vary widely. There are both appropriate and inappropriate motives. For example, if a company seeks ISO 9000 registration to obtain a marketing advantage, its motive is inappropriate. As a result, the organization will likely give mere lip service to adopting the standard. Appropriate motives for adopting ISO 9000 include the following:

•  To improve operations by implementing a quality management system that satisfies the ISO 9000 requirements for management responsibility; resource management; product realization; and measurement, analysis, and improvement.
•  To create or improve a quality management system that will be recognized by customers worldwide.
•  To improve product or service quality r the consistency of quality.
•  To improve customer satisfaction.
•  To improve competitive posture.
•  To conform to the requirements of one or more major customers (although adoption would be better motivated by internal consideration, such as the preceding five).

What are the special and common causes of the variations explain with the example of any organization? 5 Marks In a total quality setting, consistency and predictability are important. When a process runs consistently, efforts can begin to improve it by reducing process variations, of which there are two kinds:

• Common-cause variation is the result of the sum of numerous small sources of natural variation that are always part of the process.
• Special-cause variation is the result of factors that are not part of the process and that occur only in special circumstances, such as a shipment of faulty raw material or the involvement of anew, untrained operator.

Here are some examples of common and special causes of variation.

Common Causes

•  Inappropriate procedures.
•  Poor design.
•  Poor maintenance of machines.
•  Lack of clearly defined standard operating procedures.
•  Poor working conditions, e.g. lighting, noise, dirt, temperature, ventilation.
•  Machines not suited to the job.
•  Substandard raw materials.
•  Measurement error.
•  Vibration in industrial processes.
•  Ambient temperature and humidity.
•  Insufficient training.
•  Normal wear and tear.
•  Variability in settings.
•  Computer response time.

Special Causes

•  Operator absent.
•  Poor adjustment of equipment.
•  Operator falls asleep.
•  Faulty controllers.
•  Machine malfunction.
•  Computer crashes.
•  Poor batch of raw material.
•  Power surges.

Do you think that empowerment has the degree of involvement of the employees explain?5 marks Empowerment means giving someone power-granting the authority to do whatever is necessary to satisfy customers, and trusting employees to make the right choices without waiting for management approval. By empowering employees, organizations drive decision making down to its lowest possible level. Empowerment allows organizations to flatten their organizational structure because fewer managers are needed to “direct and control” employees. Many companies have found that giving people throughout the organization the power to make a difference contributes greatly to providing quality products and services to their customers. The need to empower the entire workforce in order for quality to succeed has long been recognized, even if it is only recently coming into practice.

People usually go through four stages when learning new concepts or skills. Suppose you are learning to play a video game for the first time, explain briefly any three stages of learning 3marks As individuals must continue to learn, so must organizations. Prof. Peter Senge of MIT portrays organizational learning as going beyond the mere capture of knowledge to include gaining a deeper and complete understanding of how things work, and involve five learning disciplines:

1. Personal Mastery---a continual drive for personal and organizational development.
2. Mental Models---understanding how our cognitive schema affects our view of the world, and continually improving the accuracy of the model.
3. Shared Vision---working jointly toward a common view to which all aspire.
4. Team Learning---the use of dialogue to move beyond mere conversation to true joint understanding.
5. Systems Thinking---understanding the multiple cause-and-effect relationships and how they are interconnected in organizations, society and other systems.

Difference between control chart and Flow chart?

A flowchart is a picture of a process that shows the sequence of steps performed. Flowcharts are best developed by the people involved in the process–employees, supervisors, managers, and customers. A facilitator often is used to provide objectivity, to ask the right questions, and to resolve conflicts. The facilitator can guide the discussion through questions such as “What happens next?” “Who makes the decision at this point?” and “what operation is performed here?”

the control limits or if unusual patterns such as shifts up or down, trends up or down, cycles, and so forth exist, special causes may be present. Two fundamental mistakes that can be made concerning variation are:

1. Treating special causes as common causes, and
2. Treating common causes as special causes.

Importance of empowerment

1. Giving employees’ responsibility for their own work has led to improvements in quality, productivity, motivation, customer service, speed of decision making, and morale.
2. Empowerment leads to greater levels of satisfaction among the workforce.
3. Empowered employees give faster and friendlier service to their customers.
4. Employee satisfaction strongly related to customer satisfaction.

How a company will specify that product requirements have been met?

Monitoring and Measurement of Product The company must monitor and measure the characteristics of the product to verify that product requirements have been met. This must be conducted at appropriate stages of the product realization process in accordance with the planned arrangements.