Industries Management for Organizations Often Term Paper

Download this Term Paper in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from Term Paper:

Introspection and questioning value proposition leads to additional inquiries about the reason for a quality department. It is significant to learn the purpose as to guarantee consumer satisfaction, to guarantee outgoing quality or assist manufacturing. On the other hand, such purposes of the quality department do not help a business. The reason for a quality department is to guarantee profit margins by dropping inefficiencies, operations mistakes and product defects. Additionally, the purpose also must comprise proactively improving capability and capacity of operations using new techniques, tools or skills (Gupta, 2008).

The majority of quality departments are forced to be hesitant by operations people. They are told to do things such as add examination, react to a consumer complaints or similar such requirements. Quality departments are thought to be an unnecessary expense and a burden because they add no clear value; they are thought to be just an expense of doing business. Thinking of distinction in the quality department will lead one to define their value proposition, and make possible superiority in every department. Superiority in every department means helping each department in defining and identifying superiority such that it adds to the gainful growth of the entire company. This will then emphasize departments that are not contributing to the gainful growth, or matters negatively affecting it (Gupta, 2008).

If a business has a vice president (VP) of quality, then they must counsel the CEO to concentrate on profitable growth by way of affirmative behaviors, motivation, synergy and command for excellence. If this cannot be done, or the vice president is not heard at the top level, the quality department is ineffective to begin with. Devoid of such contentions, quality departments cannot add value. Being in charge of a quality department is not a job; as an alternative, it is the role of a preacher and a counselor. If one cannot generate a quality state of mind at the top level, it cannot filter down to the rest of the company (Gupta, 2008).

Superiority in the quality department entails setting up clear targets in terms of its input to profitability, decline in expense of quality through less examination and test, and developing new skills. The chief reason for the quality department is to strive for perfection in vital processes, while sustaining actions that move in the direction of supporting gainful growth. Such a reason will lead to recognizing actions in the quality department such as quality thinking across the company, setting up targets in every department for defining perfection, facilitating effectual processes and documentation in each department, techniques of authenticating performance against targets, the competence and drive to conquer troubles, and the capability to evaluate corporate performance in attaining business objectives. These are not easy things to do, but quality people must be willing to work smart and hard in order to be successful (Gupta, 2008).

Because of the fact that the manufacturing industry produces so many products that are vital to people's everyday existence, it is an industry that relies heavily on good quality measures. People who work in this industry have to pay very close attention to detail and must be committed to producing quality products. There may be very bad consequences if bad products were being produced for consumer use. This is the reason that quality control is so important in the manufacturing industry. Quality has to be top priority which puts a lot of pressure on those who work in this field.

Those people who are quality managers often have very stressful jobs. They not only have to be responsible for the quality process as a whole but they have to make sure that the top executives in a company and on board and stay on board with what they are doing. The success of the quality department is very dependent on the entire organization buying into the process. If nobody cares it will definitely show in the overall manufacturing process. And this in turn will lead to sloppy work and bad products being produced, which will in the end drive away the customers. The bottom line is that if a company has no customers then they really have no need to be in business. This is why quality is the leading driver of a successful company.


Gupta, Praveen. (2008). Manufacturing Excellence: Excel in the Quality Department. Retrieved from


Jones, Gareth. (2010). Essentials of Contemporary Management, 4th Edition. McGraw-Hill


Custom Publishing, pp. 268 -- 298.

Manufacturing Industry. (n.d.). Retrieved from

Soobaroyen, Teerooven. (2006.). Management Control Systems and Dysfunctional Behavior: An

Empirical Investigation. Retrieved from n%2Fpdf

The Cost of Quality: Benchmarking Enterprise Quality Management. (2007). Retrieved from

The Dysfunctional side of control. (2010). Retrieved from[continue]

Cite This Term Paper:

"Industries Management For Organizations Often" (2011, July 23) Retrieved December 9, 2016, from

"Industries Management For Organizations Often" 23 July 2011. Web.9 December. 2016. <>

"Industries Management For Organizations Often", 23 July 2011, Accessed.9 December. 2016,

Other Documents Pertaining To This Topic

  • Management and Organizational Behavior Analysis

    For the military unit, the defining of specific rank, role and responsibility is the critical catalyst in the structure that makes integrative tasks accomplishable, leading to synergy across the organization. For the musician, their role, responsibility and status as defined by chair in the symphony is also the catalyst of how well synergy of effort can take place. The socio-economic value of each of these organizations is entirely dependent

  • Management as Organizations Become Larger in Both

    Management As organizations become larger in both scope and scale, the need for both management and leadership compounds. Many organization problems today, correlate heavily to a lack of true management. Aspects such as fraud, high employee turnover, product recalls, and strikes, all have origins with management. To better combat many of these negative influences, companies must hire, attract and retain talented management. In order to do so, many companies use the

  • Managing Change in the Organization Often Centers

    Managing change in the organization often centers on one of several change strategies or approaches for implementing changes in an organization. Some are more applicable to some situations than others. A directive change strategy occurs when management takes all responsibility for the change and imposes it throughout the organization, using formal management channels already in place. This has the advantage of using existing personnel and structures and may be effective

  • Organization Using Local Resources How Will You

    Organization Using Local Resources How will you create an organization using local resources of land, labor and capital that would maximize your business and personal values while economizing on costs? There are three methods of doing business in this state of the economy. One is the takeover of a falling enterprise and turning it around. The second is to gain a successful franchisee. The third is to start from scratch a new

  • Change Management & Organizational Transformation

    (GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to

  • Human Resource Management Policies Organizations & Burger

    human resource management policies organizations & Burger king 3.2analyse impact regulatory requirements human resource policies Burger King 4.1analyse impact Burger King structure management human resources 4. Human Resources Management at Burger King The role of HRM policies In today's business community, the employees represent intellectual capital and create value for the employer; in this setting, they are perceived as the most valuable organizational asset (Pindroh, 1996). In this understanding of the employees, the

  • Organization Familiar Present Items Relate Organization & 8226

    Organization familiar present items relate organization: • Describe organizational structure selected organization. Compare contrast structure organizational structures. • Evaluate organizational functions ( marketing, finance, human resources, operations) influence determine organizational structure selected organization. My company choice is Microsoft, mainly because it best reflects one of the newest and most used organizational approaches in the 20th and 21st century. There are several interesting considerations worth pointing out in the case of Microsoft. Microsoft

Read Full Term Paper
Copyright 2016 . All Rights Reserved