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8/8/2019 Managing Quality and Developing Performance
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Managing Quality and Developing Performance 1
Running Head: MANAGING QUALITY AND DEVELOPING PERFORMANCE
Managing Quality and Developing Performance
Name
Tutors name
Institution
Date
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Managing Quality and Developing Performance 3
Abstract
Managing quality and performance strategies in any given organization are very useful
towards making the organization successful. This becomes the best approach that will lead to
better and efficient management. Therefore, in this paper we give a brief discussion on some of
the major approaches and steps that can be taken or adopted towards organization or company
improvement to a high profile. These steps have been well discussed and justified on how they
can help in promoting the performance and quality of a given organization so as to improve the
productivity and better yields.
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Managing Quality and Developing Performance 4
Introduction
Definitively, quality and performance management refers to set of management and
analytic processes that enable the performance and management of an organization to be handled
with a view of achieving one or more pre-selected goals and objectives. Managing performance
approach on the other hand is commonly used in places of work and applies wherever people
interrelate .performance management principles are necessary in the world where people interact
with their environments to produce required effects. In order to promote efficient management
of any given institution, the best approach will be in coming up with ways of managing quality
and performance, through which all the individuals in the institution or organization will be
mentored towards such a development. This will end up increasing performance and productivity
thus being able to see majority of the employees getting the greatest benefits from the very
efficient management in the organization. At the moment, Quality is expected by consumers at
all levels and is increasing to be a point of differentiation. When developing differentiation
strategy, organizations should keep in mind that quality is still differentiator in the world of sales
and marketing and it is a prerequisite (Herzberg, 1966). Earlier period definitions of managing
quality mainly concentrated on conformance to standards. Such definitions entirely focused on
the customer's view of quality and mostly did not take into deliberation how these values are met
especially through imperfection prevention or a substantial revision of a detailed part or
service. In addition, past definitions also ignored the fact that quality of a product or service
rarely consist of a single element. The current definition of managing quality majorly focuses on
attaining value entitlement, and it describe the concept of quality as a condition by which value
privilege is realized for the customer and supplier. In all features of the organization or business
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Managing Quality and Developing Performance 5
relationship, Value signifies financial worth, practical convenience and ease of use for both the
customer and the company that creates the products or services.
In business, Quality is not just all about products, it's mainly a combination of the product
and add-ons like packaging, customer service and convenience .The same concept applies to
individuals in the employment market. People who are more educated are more marketable than
those who are not well educated. Add ons like experience also plays an important part in the
managing performance.Managing Performance refers to activities that ensure goals and
objectives of an organization are consistently being followed in an effective and efficient
manner. Performance management mainly concentrates on performance of the organization
(Rush, 1971). Many cultures exist in the world but the concepts of behavior still remain.
Analytically, managing performance is described as a strategic and integrated approach, that
increase the effectiveness and efficiency of organizations by getting better the performance of
the employees who work in them and by establishing the capacity of teams and individual
contributors. Performance management or managing performance tends to get employees to
reconcile personal goals and objectives with those of the organization. It also helps an
organization to turn marginal business around and increases profitability and productivity of any
organization. For any organization, Management of employees or system performance makes it
easier the advancement of the effective implementation of strategic and operational goals. There
is a clear and instantaneous relationship between use performance management programs and
improved business and organizational results (Mahadevan, 2008).
Managing quality and performance in an organization
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In order to promote efficient management and productivity of any given institution, the most
accurate and best approach will be in coming up with techniques of managing quality and
performance, through which all the individuals in the institution or organization will be mentored
towards such a development. This process will eventually end up increasing performance and
productivity thus being able to see majority of the employees getting the greatest benefits from
the very efficient management in the organization (Herzberg, 1966). Managing quality is a recent
phenomenon. Sophisticated civilizations that supported the work of arts permitted customers to
choose products of higher quality standards than normal goods. At the moment, as more
organizations improve productivity and implement lean production systems, there is a
tremendous increase in number of made-to-order products and services. Managing quality and
performance in these organizations will order new quality control measures and assurance
methods, intensive dealer qualification quality systems, and shared production information. In
any organization, quality management is described to have three elements that include: quality
assurance, quality improvement and quality control (Mahadevan, 2008).
Managing quality generally focuses not only on products or services but it also
concentrates on methods and techniques used to achieve it. Management of Quality consequently
uses quality improvement, assurance and control of processes as well as products and services to
achieve more consistent quality. Management of quality assumes a number of management
principles that can often be used by higher management to steer their organizations and
businesses towards improved performance. The principles chiefly cover: leadership, process
approach, customer focus, continuous market improvement, accurate approach to decision
making and beneficial relationship between the organization and suppliers. Quality in business
has a realistic interpretation as the non-inferiority or superiority of a product or service. By all
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Managing Quality and Developing Performance 7
means, Quality is a perceptual, provisional and to some extent subjective attributes and mostly
may be understood differently by different people. Consumers or customers mainly concentrate
on the specification quality of a product or service, and tends to compares the commodities with
that of other competitors in the marketplace. Producers on their part evaluate the conformance
quality, or to what degree the product or service was created correctly. As mentioned earlier in
business setting, Quality and performance management drives productivity while improved
productivity increase revenues, service opportunities and scientific and technological advances.
The best method of analyzing quality is in process control. If the process is under control,
inspection is not necessary and proper quality is ensured (Rush, 1971).
Conclusively, progressive view of quality and performance management is entirely focused
on customer or end user and is based upon that individuals evaluation of his or her entire
customer experience. Customer familiarity is the overall aggregate of all the critical points that
the customers have with the organization's product and services, and is by this description a
combination of these factors facilitates efficient and effective productivity. For instance, if a
consumer buys a product or service, he or she forms an intuition based on how the product or
service was sold, how it was delivered and how well it was supported (Mahadevan, 2008).
Quality gurus and their contribution
By definition, a guru, is a brilliant person, an intelligent individual and a teacher. A quality
guru is an intelligent quality analyst that has established concepts and approaches to quality
within a business and has left a major and lasting impact. The gurus mentioned have done many
great things, and continue to do, that, in some circumstances, even after their death. Management
of quality developed mainly from the ideas and works of the quality gurus and their theories:
since the late 1940s, there have been three groups of quality gurus:-The early 50s American
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Managing Quality and Developing Performance 8
gurus who took the concept of quality to japan, the late 1950s Japanese gurus who developed
and established new concepts as result to previous ideas of the Americans and the early 1970 and
1980s western quality gurus who followed the Japanese industrial successes. The 1950s gurus
from America include, Joseph Juran, W .Edwards Deming, and Armand Feigenbum.those from
Japan included Genichi Taguchi, Kaoru Ishikawa, and Shigeo Shingo.Finally the 1970-80's
American Western gurus, outstandingly Philip Crosby and Tom Peters, who supplementariry
extended the Quality Management concepts after the Japanese successes. For the Americans who
went to japan, W Edwards Deming placed immense significance and responsibility on quality
management both at personal and organizational level. He believed poor management was the
sole contributor in about 94% of quality problems. He established a philosophy termed as
fourteen point plan that could be applied to small or large organizations in the Public, private or
service sectors (Herzberg, 1966). He critically believed that adoption and implementation of
fourteen points was a signal that management intended to stay in business. He also encouraged
an efficient approach to problem solving and endorsed the widely known Plan, Do, Check, Act
(PDCA) cycle.Dr Joseph M Juran is credited to have developed the quality trilogy quality
planning, quality control and quality improvement. He argued that quality management to
prosper needs quality actions to be planned out, improved and controlled. On the other hand,
Armand V Feigenbaum was the inventor of total quality control, often referred to as total
quality. He termed it as: An effective and efficient system for incorporating development, quality
maintenance and quality improvement efforts within an organization. He proposed three steps of
efficient management termed as, quality leadership, organizational commitment and modern
quality technology. For the Japanese:Dr Kaoru Ishikawa made excellent contributions to quality,
and the most outstanding one worth noting was his total quality viewpoint, that problems where
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Managing Quality and Developing Performance 9
established by human error and could be avoided by use of seven quality tools, which could
assists groups in quality improvements. Dr Genichi Taguchi on his part believed that it was
important to design products that were insensitive to variation in the manufacturing process. He
is credited with designing quality, use of techniques, team work and process control.Shigeo
Shingo on the other hand is strongly linked with Just-in-Time production and was the inventor
of the single minute exchange of die (SMED) system, of which set up times were drastically
reduced from hours to minutes, and the Poka-Yoke (mistake proofing) system. Western gurus
contribution to development of quality management was also very important. Philip B Crosby is
remembered for his concepts of quality is free and zero defects while Tom Peters identified
leadership as being central to the quality improvement process and is credited with creation of
Managing by walking about (MBWA) system (Mahadevan, 2008).
Problems solving using -fish bone diagram
In many business settings, Cause and Effect Diagrams helps the management of
organizations to think through causes of a problem thoroughly. Their major advantage is that
they push people reflect on all possible causes of the problem, rather than just the ones that are
most obvious. The approach of determining the problem combines brainstorming with use of a
type of concept map. The cause and effect diagram are described a fish bone diagrams, because a
completed one just looks like the skeleton of a fish. In business organizations, fishbone diagram
tend to identify possible causes for an effect or problem. As mentioned earlier, it immediately
sorts out ideas into useful categories. This technique is commonly used to identify probable
problems especially in situations when teams thinking tends to fall into ruts. The fishbone
diagram below shows how a manufacturing organization tries to understand the problem of
source of periodic iron contamination. The management of this organization used the six generic
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headings to show timely ideas. The clear Layers of branches show thorough thinking about the
causes of the problem. The ASL Company uses fish bone technique in solving its problems
(Rush, 1971).
P PROBLEMS
CAUSES
CAUSES
OR EFFECTS
Evaluation of the case study
In our case we analyze the airside services ltd (ASL) an organization that handles most of
aircraft ground support at major airports around the world .this organization its mostly charged
with responsibility of receiving and dispatching flights, handling baggage and passengers
control. In its baggage handling terminal, it has a labor force of about 15 individuals who handle
Material, people,
system, and
process problems
MACHINERY
METHODS
Man ower
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conveyor baggage belt and electric float rrespectively.this type of work is conducted in shifts and
in every shift it has two supervisors. The type of work done is very monotonous, and there is a
high prevalence of physical injuries, low flexibility and poor sturdiness. Since most of handlers
are semi skilled, various concepts of quality management are applied to ensure smooth running
of the organization and employee satisfaction. The major problems that ASL (Airside service
limited) organization faces include, people problems which consists of poor handling, devious
staff, is handling of baggage, poor leadership, high labor turnovers, and an output culture.
Materials problems consist of ripped baggage labels and no baggage label. Processes problems
included overload of the conveyor belt, complacency and penalty clause for slow turn around.
System problems consisted of issues like system inter communication breakdown and improper
maintenance of floats and conveyor belts. A Training Needs Analysis (TNA) concept can be
used to solve problems in ASL.This analysis is applied to assess training needs of the company.
Since most problems in ASL are personnel and management based, TNA gap analysis assess the
gap between the facts, ability and attitudes of the workforce and ability and skills they require to
meet the companys objectives. To be on the safe side, the management of ASL should create
annual appraisal system that focuses on development of staff. Since most of the employees in the
baggage handling section are not well learned or semi illiterate, the management of ASL should
make sure the workers are thoroughly trained in order to increase the productivity and
development of the organization. Effectiveness and efficiency of employees is a vital. For
Airside service limited or ASL its training needs assessment (TNA) analysis is best carried out
up front, before any training and development solutions are budgeted, designed and delivered.
Pestle, Swot, Force Field Analysis & 4e theories can also be used to indentify, analyze and solve
problems of ASL. Force field analysis concept is an important fact in business field and it gives a
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Managing Quality and Developing Performance 13
Organizational culture refers to a thought in the Organizational management that
describes the psychology, thoughts, skill and personal and cultural values of an organization.
Definitively its termed as the explicit collection of values and standards that are shared by
individuals and groups in an organization this cultural value tends to control the way employees
interact with each other and with stakeholders outside the context of an organization.
Organization values tend to shape thoughts and ideas and affect the choice of goals and
objectives members of an organization should pursue and thoughts about the organization
objectives (Rush, 1971).Bad implementation and observation of organizational culture is
dangerous and can negatively affect the productivity of a company. The concept of
organizational values, other norms, guidelines or expectations that prescribe appropriate kinds of
behavior by employees in particular situations develop. Proper organizational cultures create
harmony among employees and cement a good working relationship between the employer and
the employees. Leadership is defined as the capacity to create direction and align individuals
towards a common goal, inspiring and committing them to work and making them responsible
for their performance. For most organizations, problems in places of work prevent the direct
achievement of a goal and objectives (Herzberg, 1966). The tasks for accomplishment at times
may be murky and solutions to problems may be unclear. Besides, the goals and objectives may
also be unclear, unknown or controversial. Leadership problems affecting an organization may
be adaptive in nature. Such adaptive problems call for changes in organizations structure, values,
culture and objectives. Leaders involved in problem-solving should vary depending on the
problem and the available solutions. Motivation in quality management is a part of a profounder
matter that is connected to the humanistic aspects of management as well as irrelevant
organizational resources. Currently in the knowledge based economy, its only intellectual
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Managing Quality and Developing Performance 14
resources that are considered to inimitable in success of an organization. At times the
management is faced with calamities of dealing with trade unions especially in situations where
they establish ideas that are not favorable with them. For example, when the management tried to
introduce standard times, the trade union blocked this approach. Motivation is a management
concept and tends to link the management with their subordinate. The effectiveness and
efficiency of management depends leadership skills as well as their capabilities to motivate
employees. In any organizational settings, no proper leadership can be established with necessary
motivation systems. In areas where there is no motivation, workers dont work well and there is
always bad working relationship between the management and the employees (Elearn, 2008).
Change plan and how to overcome change resistance in the organization.
The perception of change plan is essential after application quality concepts. In most
situations, people don't like change because they always dont like changed. When the concepts
of change come into view, fear and resistance to change follow often despite its obvious
benefits. Including organizations like ASL,individuals fight against the concepts of change
because they: fear to lose something of great importance, or they dont understand the concepts
of change and their implications or they dont find the concepts making sense to them or they
find it difficult to cope with speed or level of change. Generally its human nature to resist and
avoid change. In ASL (airside services limited), Resistance to change can be averted via:
Commitment: From the CEO to the janitor, all workers should be committed to the change plan
(Elearn, 2008).One pessimist on the leadership team can ruin the entire process. A change
mandate: Change should not be debatable. With tender esteem it must be made clear to every
employee that that change is not an alternative, it is a requirement.Input:people affected by the
changes should be given chances to air their opinions. Accountability: Every individual in the
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Managing Quality and Developing Performance 15
organization should be held responsible for applying his or her personal change activity. Not
meeting the responsibility must carry or recognition. The organization should put mechanisms
that honor the successful implementation of the change plan as well. Evaluation: the
management should examine the success of implementation at designed intervals .evaluation is a
tactical decision that is designed to measure success over time and make corrections for
unexpected consequences. The operational strategy should be structured in such a way that it
supports the organizations overall corporate strategy. It should describe all the necessary tactics
and processes that are important to hold up the corporate strategy and display authentic and
measurable results (Rush, 1971).
Performance objectives
The five performance objectives that are commonly used in handling operations include:
quality of handling clients baggage. This considers factors like loss, damage, wrong destination
and any customer complaints. Other objectives include the speed and efficiency of handling, cost
of operations, flexibility and dependability. When you analyze quality you find that there have
been a slight increase in baggage on the wrong flight, there have been problems in how baggage
is handled and passengers expectation have not been met as required. In terms of speed, typical
baggage time of handling has been slow. For dependability, there have been late arrivals of
luggage into the aircraft due to inefficient floats. Staff has been unable to cope with unusual
packages and baggages hence it has affected flexibility in terms of shifts and performance.
Finally the overall cost of operations and penalties have increased significantly thus making the
running of the company very expensive and non economical (Mahadevan, 2008).
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Developing performance
Managing and developing Performance refers to activities that ensure goals and
objectives of an organization are consistently being followed in an effective and efficient
manner. Performance management mainly concentrates on performance of the organization.
Many cultures exist in the world but the concepts of behavior still remain. Analytically,
managing performance is described as a strategic and integrated approach, that increase the
effectiveness and efficiency of organizations by getting better the performance of the employees
who work in them and by establishing the capacity of teams and individual contributors.
Performance management or managing performance tends to get employees to reconcile
personal goals and objectives with those of the organization. It also helps an organization to turn
marginal business around and increases profitability and productivity of any organization. For
any organization, Management of employees or system performance makes it easier the
advancement of the effective implementation of strategic and operational goals. There is a clear
and instantaneous relationship between use performance management programs and improved
business and organizational results (Elearn, 2008).
Features of effective organization and concepts of performance
Organizational effectiveness refers to the concept of ways in which an organization runs and
how effective it is in achieving its outcomes. Effective organization refers to an organization in
which resources are managed properly, coordinated and effectively utilized. Organizations are in
dire need to continuously evaluate business processes and reinvent plans in order to achieve
efficiency and exploit the full potential of the available resources. To achieve this end,
organizations are required to invest in distinct and defined processes that are flexible, in order to
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become accustomed to changing business requirements. Organizations require the capability to
realign processes and take advantage of opportunities that arise as a result of changing market
environment. An organization's effectiveness also depends on its open competence and ethics.
The relationship between these three concepts is uniquely simultaneous (Mahadevan, 2008).
Ethics is a core factor found within organizational effectiveness. Any given organization must
demonstrate respect and equity to allow open and transparent competence with the participating
members. Along with ethics and open competence, management can finally achieve their
intended goals. Organizational effectiveness is a theoretical concept and is essentially impossible
to measure. Performance management consists of activities that ensure goals and objectives are
consistently met in an effective and efficient manner. Performance management mainly focuses
on overall performance of the organization, a section, employees, etc.Performance concepts are
established to meet the learning and business development that are needed for specialty retailers
and their suppliers. These concepts provide innovative, realistic and reasonably priced products
and services, exclusively designed with the retail user in mind. Performance Concepts make
possible the changes in perception that allow individuals to improve their work environments
and their lives (Herzberg, 1966).
Performance and Motivation
The concept of motivation is important to all conducts at work. Motivation can be defined
as a thought or as a force that drives behavior. Generally Motivation involves both feelings or
emotions and thinking or cognition. It is useful to Motivation consists of combinations of an
individual desires and energy that are directed towards achieving the goals and objectives of an
organization. Motivation can either be intrinsic - satisfaction; or extrinsic - goal obtainment.
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Normally not all people are motivated by similar things, and after periods of times these
motivations may change. According to a range of theories, motivation is rooted in the essential
need to reduce bodily pain and maximize pleasure. At times it may include specific needs like,
like eating or resting. Good leadership requires good motivation skills and the use of
inspirational methods. Motivational methods are wide and range from inspirational quotes, team
building and activities like warm-ups.motivation does not dictate someone performance but it
influence it. In most organizations, motivation and performance management systems tend to
reward some behaviors more than others (Mahadevan, 2008).
In Managing Performance, various processes are used and the most common is the
performance appraisal method. Work Performance in majority of organizations is measured by
performance appraisal. The Performance Appraisal Process, tends to appraise employee's
performance and helps the management to conduct an appraisal discussion, and enables them to
communicate to employees about performance problems and how to make performance
improvements. a good performance appraisal system, recognize and document employees
contribution, try to give employees helpful performance, enables an effective payment system,
enables the organization to communicate the companies values and ideas and finally it helps
organizations to establish professional abilities of employees. The evolution of performance
appraisal is very concise. It started in the late 19th century and it can traced to pioneering Time
of Taylor. A modern Performance appraisal method involves a structured formal relations and
interaction between the management and the staff. In many organizations, results from
performance appraisal are used in determining reward outcomes. Also they are used to identify
better performing employees (Elearn, 2008).
Peripheral approaches-job design
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Managing Quality and Developing Performance 19
Organization concept is the vigor of any business. The more organized and efficient the
business is, the better its functions and produces. Job design involves breakdown of tasks into
each particular component. Job design arose as a result of rapid growth in science and
technology. As jobs continue to be complicated and specialized, the requirement for trained and
motivated workers has increased immensely. In business, the main purpose of job design is to
increase the workers motivation and organization productivity. Increased productivity can be
seen in various aspects that include improvement of quality and quantity, reduction of operation
costs and reduction in turnover costs. On the other hand, increased employees' motivation can be
realized through improved job and personal satisfaction (Mahadevan, 2008).
Methods of Job Design
The performance technologists have established four concrete methods of job design. The
first, involves job enlargement, and this can be used to raise motivation by giving workers more
tasks that they are specialists in and those that are varied. The second, job rotation, this job
design method allows a worker to work in different departments in an organization in order to
gain better insight into organization operations (Rush, 1971). Job enrichment, the third method,
enables workers to observe responsibilities normally delegated from management. Delegation of
duties allows workers to specialize in areas in which they specialized in hence they tend to enjoy
their jobs. Finally, work simplification is another method of job design and tends to analyze jobs
most fundamental components that are involved in restructuring to make jobs performance
easier. Job design tends to improve performance and motivation in an organization. Job-design
analysis looks at job performance at a broad perspective and then promptly moves towards
classifying the precise activities required to do the job. This is mostly done for the principle of
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spotting and correcting any deficits that may affect performance and motivation (Robertson &
Smith, 1985) .Since ASL as no efficient job design, we find it to have numerous problems .
Goal settings and Management by Objectives (Mbos)
In business world, Goal setting involves creation of specific, quantifiable and timely
objectives. The parameters of goal settings involve the application of time which sets and
determine deadlines. In ASL, effective goals should be realistic and have a time deadline. There
must be realistic plans to achieve the intended goal. On the other hand, Management by
Objectives (MBO) refers to a process of approving goals and objectives within an organization in
order for the management and workers to settle on a common ground. The core function of MBO
is in goal setting, leadership and decision making. MBO in this company tends to measure and
compare employees performance with laid down stardards.when employees are involved in
decision and management making, they are motivated to work more and they are accountable for
deeds since they contributed to decision making. The concept behind management by objectives
is mainly to have workers have clearness on their roles and responsibilities and what the
management expects of them. Some of most important characteristics and advantages of MBO
include:-it motivates employees in the whole activity of goal setting and it increases workers
empowerment and job satisfaction.secondly, it promotes better communication between the
management and the employees since there are laid down procedures and channels. Thirdly it
clearly shows and analyzes set goals and objectives. Fourthly it instills a sense of responsibility
among workers. Finally the management should have efficient channels in which they monitor
and implement organization objectives (Mahadevan, 2008).
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Employee8/8/2019 Managing Quality and Developing Performance
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Managing Quality and Developing Performance 21
Benchmarking applied to performance improvement
Benchmarking refers to the process of improving organizational process by incessantly
Identifying and adapting outstanding practices. Benchmarking techniques tends to compare
organizations performance with others. Generally benchmarking concepts entails management
issues of comparison and market analysis where an organization market performance is
measured and compared with other organizations in the market. This Management tactics tend to
identify the best firms in their industry. The concept of benchmarking was initially used by shoe
makers to measure and determine the size of the shoe. Most of them would take someone foot
and place it on a, hence the coining of the term benchmarking. ASL none efficiently use
Benchmarking techniques to gauge its organizational performance .It uses particular indicators
like personnel ,processes and systems to make comparisons with other organizations in this
sector. Benchmarking occurs in many types that include:- process benchmarking-here an
organization focuses on its process and how it relates with other firms. Financial benchmarking-
compares an organizationperformance and productivity in comparison with other organizations.
Performance benchmarking-this is most important of all benchmarking techniques, enables
businesses to assess their competitive advantage by comparing their products and services with
those of rival firms. Product benchmarking-enables organization to create quality products by
comparing what they are producing and what other firms are producing. Strategic
benchmarking-involves observation of other firms and learning how they compete. Operational
benchmarking-considers everything from productivity, performance and staffing. Apart from the
techniques mentioned above, ASL to succeed can also use another approach that involves use of
production information to establish strong and weak performing units called , metric
benchmarking. The common forms of quantitive analysis used here are data envelope analysis
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Managing Quality and Developing Performance 22
(DEA) and regression analysis.DEA tends to estimate companies that are close to its cost while
regression analysis estimates what an average firm should achieve within a given period of time
(Rush, 1971).
At the moment there is no any benchmarking procedure that has been collectively adopted.
Various methodology have been established and a typical methodology entails identification
problem area, identification of market leaders, scouting of businesses that have good measures
and practices and implementation of advanced and latest business practices (Boxwell, 1994)
Conclusion
As mentioned earlier, Resistance to change can be averted via Commitment, A change
mandate, Input where people affected by the changes are given chances to air their opinions.
Accountability and Evaluation of the management success in implementation of decisions made
at designed intervals. The quality and performance management strategies in the organization
should be optimistically mentored so as to augment cohesive groups while promoting partnering.
This will be the best approach towards ensuring that the employees benefit from the working
experience offered in the organization. As we develop, it's natural and necessary to ponder the
challenges facing organizations. Many honored ways exist for making consistent market
predictions, and other methods remain for maintaining high quality services and products.
During the development of a blue workforce, there should be establishment of training programs
significant to type of work being done. Also there should be effectual and competent workforce
development policies that deal with underserved populations. The management should try to
create an effective staff and they should not concentrate only petty issues. Proper blue workforce
development should be encouraged through partnership among various community groups and
the management. Proper leadership and decision making concepts will male ASL achieve its
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Managing Quality and Developing Performance 23
short and long term goals. Quality improvement is imperative to running a business the elegant
way. To coerce accountability for the quality process through the ranks of an organization, the
management teams should gauge individual hard work and contributions to the quality process as
part of every employee's intermittent review. In conclusion, managing quality and developing
performance is a significant issue for any organization that what to be market leaders.
References
Boxwell.J.R.(1994).Benchmarking for Competitive Advantage. .New York: McGraw-Hill.
Elearn. (2008).Qualityand Operations Management. Butlington:Elsevier
Herzberg.F. (1966). Work and the nature of man. Cleveland: World Publishing Co.
Mahadevan. (2008).Operations Management: Theory and Practice. New Delhi:Pearson
Education India
Robertson, I. & Smith, M. (1985). Motivation and job design: Theory, research, and practice. St.
Paul: West Publishing Co.
Rush, H. (1971).Job design for motivation: Experiments in job enlargement and job enrichment.
New York: The Conference Board.
http://www.amazon.com/Benchmarking-Competitive-Advantage-Robert-Boxwell/dp/0070068992http://www.amazon.com/Benchmarking-Competitive-Advantage-Robert-Boxwell/dp/0070068992http://books.google.co.ke/books?id=ixU2w_i7yvkC&pg=PA11&dq=Quality+gurus+and+their+contribution&hl=en&ei=M9cJTMS6OpWw4QbelaSMDA&sa=X&oi=book_result&ct=result&resnum=7&ved=0CEQQ6AEwBghttp://books.google.co.ke/books?id=ixU2w_i7yvkC&pg=PA11&dq=Quality+gurus+and+their+contribution&hl=en&ei=M9cJTMS6OpWw4QbelaSMDA&sa=X&oi=book_result&ct=result&resnum=7&ved=0CEQQ6AEwBghttp://books.google.co.ke/books?id=ixU2w_i7yvkC&pg=PA11&dq=Quality+gurus+and+their+contribution&hl=en&ei=M9cJTMS6OpWw4QbelaSMDA&sa=X&oi=book_result&ct=result&resnum=7&ved=0CEQQ6AEwBghttp://books.google.co.ke/url?id=ixU2w_i7yvkC&pg=PA11&q=http://www.elsevierdirect.com&clientid=ca-print-elsevier&channel=BTB-ca-print-elsevier+BTB-ISBN:0080552366&linkid=1&usg=AFQjCNHW4WoygN7wDOILg0yza_kAe2eLUQ&source=gbs_pub_info_s&cad=2http://books.google.co.ke/books?id=dVDfKz48MlEC&pg=PA108&dq=Quality+gurus+and+their+contribution&hl=en&ei=M9cJTMS6OpWw4QbelaSMDA&sa=X&oi=book_result&ct=result&resnum=2&ved=0CCwQ6AEwAQhttp://www.amazon.com/Benchmarking-Competitive-Advantage-Robert-Boxwell/dp/0070068992http://books.google.co.ke/books?id=ixU2w_i7yvkC&pg=PA11&dq=Quality+gurus+and+their+contribution&hl=en&ei=M9cJTMS6OpWw4QbelaSMDA&sa=X&oi=book_result&ct=result&resnum=7&ved=0CEQQ6AEwBghttp://books.google.co.ke/url?id=ixU2w_i7yvkC&pg=PA11&q=http://www.elsevierdirect.com&clientid=ca-print-elsevier&channel=BTB-ca-print-elsevier+BTB-ISBN:0080552366&linkid=1&usg=AFQjCNHW4WoygN7wDOILg0yza_kAe2eLUQ&source=gbs_pub_info_s&cad=2http://books.google.co.ke/books?id=dVDfKz48MlEC&pg=PA108&dq=Quality+gurus+and+their+contribution&hl=en&ei=M9cJTMS6OpWw4QbelaSMDA&sa=X&oi=book_result&ct=result&resnum=2&ved=0CCwQ6AEwAQ8/8/2019 Managing Quality and Developing Performance
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