Take Test Midterm Performance Management Information

Take Test Midtermperformance Managementtest Informationdescriptionins

Take Test: Midterm PERFORMANCE MANAGEMENT Test Information Description Instructions Multiple Attempts Not allowed. This test can only be taken once. Force Completion This test can be saved and resumed later. QUESTION- 1 What are customer contact requirements? QUESTION-2 Define workforce management.

What are the activities included under workforce management? What are the objectives of an effective workforce management system? QUESTION-3 Describe the similarities in the quality improvement philosophies of Deming, Juran, and Crosby. Also, describe the three steps to quality which summarize Feigenbaum’s quality philosophy. QUESTION-4 Define process management and list the major activities involved in process management.

Also, differentiate between value-creation processes and support processes. QUESTION-5 Why is it important for organizations to internalize quality at the personal level? Also, discuss the “quality revolution” that took place in the United States after 1960s.

Paper For Above instruction

Take Test Midtermperformance Managementtest Informationdescriptionins

Take Test Midtermperformance Managementtest Informationdescriptionins

This paper addresses key concepts in performance management, focusing on customer contact requirements, workforce management, quality improvement philosophies, process management, and organizational quality culture. These concepts are essential for understanding how organizations can optimize performance and ensure continuous improvement.

Customer Contact Requirements

Customer contact requirements refer to the standards and conditions under which an organization interacts with its customers. These requirements encompass the quality and consistency of the customer experience, including the responsiveness, professionalism, and accessibility of services or products. Ensuring these contact points meet specified standards is vital for customer satisfaction and loyalty, as they often form the basis of the customer’s overall perception of the organization. Effective management of customer contact requirements involves training staff, establishing clear communication protocols, and continuously monitoring and improving these interactions to meet customer expectations and enhance brand reputation.

Workforce Management

Workforce management (WFM) involves the strategic and operational activities aimed at optimizing the productivity, skills, and availability of the workforce to meet organizational goals. Activities included under workforce management encompass forecasting labor demand, scheduling staff, managing absenteeism, training and development, and performance monitoring. The primary objectives are to ensure that the right number of people with the right skills are in the right place at the right time, thereby maximizing efficiency and service delivery while minimizing costs. An effective workforce management system promotes employee engagement, reduces turnover, and supports operational flexibility in response to changing demands.

Quality Improvement Philosophies of Deming, Juran, and Crosby

W. Edwards Deming, Joseph Juran, and Philip Crosby are renowned figures in the field of quality management, each advocating philosophies that emphasize continuous improvement, customer focus, and zero defects. Deming’s philosophy centers on systemic thinking, statistical process control, and the importance of management commitment to quality. Juran emphasized the "quality trilogy"—quality planning, control, and improvement—and underscored the importance of managerial involvement. Crosby’s approach advocates zero defects and cost of quality reduction, stressing that quality is conformance to requirements and that doing things right the first time is essential. Despite differences, all three agreed on the importance of leadership, employee involvement, and a systematic approach to achieving quality excellence.

Three Steps to Quality (Feigenbaum’s Philosophy)

Armand Feigenbaum summarized his quality philosophy into three fundamental steps: Total Quality Control (TQC), quality improvement at every level, and customer focus. These steps emphasize that quality is a continuous process involving the entire organization, from management to frontline workers. First, establishing quality standards; second, implementing processes to meet these standards; third, continuously improving these processes based on feedback and measurement. The philosophy insists that quality must be integrated into every organizational function, fostering a culture of continuous improvement to meet and exceed customer expectations.

Process Management and Key Activities

Process management involves designing, analyzing, executing, monitoring, and improving organizational processes to achieve desired outcomes efficiently. Major activities include process mapping, defining process metrics, performing root cause analysis for process failures, and implementing improvements through tools like Six Sigma or Lean methodologies. Differentiating between value-creation processes and support processes is crucial: value-creation processes directly contribute to delivering value to customers, such as manufacturing or service delivery; support processes, like HR or IT, enable primary processes but do not directly add customer value. Effective process management ensures alignment, efficiency, and continuous enhancement of both types of processes, ultimately improving organizational performance.

Importance of Internalized Quality and the Quality Revolution in the US

Internalizing quality at the personal level means fostering a mindset among employees where quality becomes a personal priority, not just a management directive. When individuals take responsibility for quality, organizations benefit from reduced errors, higher customer satisfaction, and a culture of continuous improvement. This personal commitment to quality drives accountability, innovation, and a proactive approach to problem-solving, which are vital for sustained success. The “quality revolution” in the United States, which gained momentum post-1960s, marked a shift from inspection-based quality control to a culture of prevention, process improvement, and total quality management (TQM). Influenced by Japanese practices like Kaizen, American organizations began adopting new philosophies emphasizing quality as a strategic advantage, leading to increased competitiveness and global recognition (Oakland, 2014). This revolution transformed manufacturing and service sectors, setting standards for quality management worldwide.

References

  • Oakland, J. S. (2014). Total quality management and operational excellence: Text with cases. Routledge.
  • Deming, W. E. (1986). Out of the crisis. MIT Press.
  • Juran, J. M. (1988). Juran on planning for quality. Free Press.
  • Crosby, P. B. (1979). Quality is Free: The Art of Making Quality Certain. McGraw-Hill.
  • Feigenbaum, A. V. (1991). Total Quality Control. McGraw-Hill.
  • Sower, V. E. (2016). Introduction to quality assurance and management. Pearson.
  • Dean, J. W., & Bowen, D. E. (1994). Management theory and total quality: Improving research and practice through theory development. Academy of Management Review, 19(3), 392-418.
  • Ramaswamy, R. (2013). The evolution of quality management: Are we there yet? International Journal of Production Economics, 151, 365-370.
  • Ishikawa, K. (1985). What is total quality control? The Japanese way. Prentice-Hall.
  • Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Harvard Business Review, 67(3), 122-132.

Related Assignments