Case Study summary Term Paper Example | Topics and Well Written Essays - 500 words

Case Study summary - Term Paper Example The company had staff performance appraisal program and believed in giving satisfaction to both staff and customers. Company provided many benefits to its workers which ensured a smooth running of the organization. However, problems aroused among employees with an issue of diwali gift and also gradually other problems started appearing slowly. The issues were relating to break, granting of leave, hostile attitude of workers etc. Eventually, company offered a raise in salary which was denied by the workers. Also some indiscipline behavior from the workers made the situation worse. The workers formed a union in due course and there was an attempt of conciliation between the company and workers which resulted in failure. With the onset of disruptive conduct from workers, the company banned the entry of workers to the company premises. A clash between police and employees occurred and all this led to a decrease in the productivity of the company .Ultimately, with the involvement of minis ter of haryana the situation in company got back to normal .The unrest among workers brought about a big damage to the productivity and goodwill of the company. The company had a big shock due to its damaged goodwill and declined productivity and this left the CEO of the company skeptical about his future growth. The key factors that led to the breakdown of industrial relations at HMSI.

Process Capability Essay Example for Free

Process Capability Essay Process capability studies determine whether a process is unstable, investigate any sources of instability, determine their causes, and take action to resolve such sources of instability. After all sources of instability have been resolved in a process, the natural behavior of the process is called its process capability. Process capability compares the output of a process (called â€Å"Voice of the Process†) with the customer’s specification limits for the outputs (called â€Å"Voice of the Customer†). A process must be stable (have an established process capability) before it can be improved. Consequently, a process capability study must be successfully completed before a process improvement study can have any chance for success. Process improvement studies follow the Deming cycle of Plan, Do, Study, Act. First, managers construct a plan to decrease the difference between customer needs (Voice of the Customer) and process performance (Voice of the Process). Recall, that a plan is an intention to move from an existing method or flowchart to a revised method or flowchart by incorporating one or more change concepts. Second, they test the revised flowchart’s (Plan) viability using a planned experiment (Do). Third, they collect data and study the results of the planned experiment to determine if the plan (revised flowchart) will decrease the difference between customer needs and process performance (Study). Fourth, if the data collected about the revised flowchart show if the plan will achieve its objective(s). Finally, the revised flowchart is standardized through best practices and training (Act); and the managers responsible for the plan return to the Plan phase of the Deming cycle to find further revisions to the flowchart that will further reduce the difference between customer needs and process performance. If the data collected about the plan show that the plan will not achieve its objective(s), the managers responsible for the plan return to the Plan phase of the Deming cycle to find a different revision to the flowchart that will reduce the difference between customer needs and process performance. Hence, the Deming cycle follows a never-ending path of process and quality improvement. This chapter is divided into four sections: specifications, process capability studies, process improvement studies, and quality improvement stories. The quality improvement story is an effective format for quality management practitioners to present process capability and process improvement studies to management. 11.2 Specifications (Voice of the Customer) and Created Dimensions Specifications fall into two broad categories: performance specifications and technical specifications. 11.2.1 Performance Specifications Performance specifications address a customer’s needs or wants. An example of a performance specification can be seen in restaurants rated by the Red Michelin Guide. The customers of these restaurants set their performance specifications as â€Å"a perfect dining experience.† Perfection is measured in terms of the synergistic experience created by the interaction of food, service, ambience and price. The Red Michelin Guide rates restaurants on a one to three star scale. Only the best restaurants in the world receive Michelin stars. A restaurant receives one Michelin star for consistently serving very good food in a good setting, but it is not considered worthy of a special traveling effort. A restaurant receives two Michelin stars for consistently serving excellent food, including specialties and wines of choice in a great setting. The restaurant is worth a detour from one’s existing travel itinerary. A restaurant receives three Michelin stars for serving excellent food and great wine, with impeccable and elegant service and ambience. The restaurant is one of the best restaurants in the world and is worth a special trip. All starred restaurants have a high average level of quality with very little variation around the average. A three star Michelin chef is an artist; it is as if Picasso was painting for your pleasure. Three star Michelin restaurants provide performance specifications. They guarantee satisfaction at the point of delivery. Nothing short of perfection is acceptable. 11.2.2 Technical Specifications Technical specifications describe the desired values of quality characteristics at delivery. There are three types of technical specifications: individual unit specifications; acceptable quality level (AQL) specifications; and distribution specifications. Individual Unit Specifications. Individual unit specifications state a boundary (upper or lower specification limit), or boundaries (both upper and lower specification limits), that apply to individual units of a product or service. An individual unit of product or service is considered to conform to a specification if it is on or inside the boundary or boundaries; this is the goal post view of quality. Individual unit specifications are made up of two parts, which together form a third part. The first part of an individual unit specification is the nominal value. This is the desired value for process performance mandated by the customers needs. Ideally, if all quality characteristics were at nominal, products and services would perform as expected over their life cycle. The second part of an individual unit specification is a tolerance. A tolerance is an allowable departure from a nominal value established by design engineers that is deemed non-harmful to the functioning of the product or service over its life cycle. Tolerances are added and/or subtracted from nominal values. The third part of an individual unit specification is a specification limit, or the boundaries created by adding and/or subtracting tolerances from a nominal value. It is possible to have two-sided specification limits: USL = Nominal + Tolerance LSL = Nominal Tolerance where USL is the upper specification limit and LSL is the lower specification limit; or one-sided specification limits (i.e., either USL or LSL only). A nominal value and specification limits form the Voice of the Customer. An example of an individual unit specification and its three parts can be seen in the specification for the case hardness depth of a camshaft. A camshaft is considered to be conforming with respect to case hardness depth if each individual unit is between 7.0 mm  ± 3.5 mm (or LSL = 3.5 to USL = 10.5 mm). The nominal value in that specification is 7.0 mm; the two-sided tolerance is 3.5 mm; the lower specification limit is 3.5 mm (7.0 mm 3.5 mm); and the upper specification limit is 10.5 mm (7.0 mm + 3.5 mm). From our earlier discussion of the philosophy of continuous reduction of variation (i.e., the Taguchi Loss Function), we saw that the goal of modern management should not be 100 percent conformance to specifications (Zero Defects), but the never-ending reduction of process variation within specification limits so that all products/services are as close to nominal as possible, absent capital investment. Specified tolerances become increasingly irrelevant as process variation is reduced so that the processs output is well within specification limits. Acceptable Quality Level (AQL) Specifications. Acceptable quality level (AQL) specifications state a requirement that must be met by most individual units of product or service, but allow a certain proportion of the units to exceed the requirements. For example, cam shafts shall be acceptable if no more than 3 percent of the units exceed the specification limits of 3.5 and 10.5 mm. This type of specification limit is frequently referred to as an Acceptable Quality Level. AQL specifications are much like individual unit specifications, except they have a unique negative feature: they formally support the production of a certain percentage of defective product or service. Distribution Specifications. Distribution specifications define an acceptable distribution for each product or service quality characteristic. In an analytic study, a distribution is defined in terms of its mean, standard deviation, and shape. However, from the Empirical Rule discussed in Chapter 5, it is not necessary to make any assumptions about the shape of the distribution. That is, virtually all data from a stable process will fall between the mean plus or minus three standard deviations. As an example of a distribution specification, the case hardness depth of a camshaft shall be stable with an average depth of 7.0 mm and a standard deviation not to exceed 1.167 mm. In other words, individual units shall be distributed around the average with a dispersion not to exceed 3.50 mm on either side of the average since for a stable process, virtually all of the output will be within three standard deviations on either side of the mean [7.0 mm  ± 3(1.167 mm) = 7.0 mm  ± 3.50 mm = 3.50 to 10.50 mm]. The mean and standard deviation are simply directional goals for management when using distribution specifications. Management must use statistical methods to move the process average toward the nominal value of 7.0 mm and to decrease the process standard deviation as far below 1.167 mm as possible. Distribution requirements are stated in the language of the process and promote the never-ending improvement of a process. Distinguishing between Performance Specifications and Technical Specifications. Performance specifications are not commonly used in business; instead, technical specifications are used. Unfortunately, this can cause major problems because technical specifications may not produce the performance desired by a customer. As an example, consider a hospital that serves medium (versus rare or well-done) steak to patients who select steak for dinner [see Camp, 1986]. The performance desired is patient satisfaction within nutritional guidelines. But performance specifications are not used. Instead, a technical specification of five ounces of steak is substituted; it is assumed they are equivalent.

Suguru Ishizakis Improvisational Design: Continuous Responsive Digital

Suguru Ishizaki's Improvisational Design: Continuous Responsive Digital Communication Digital communication is interactive, dynamic and continuous. People working with digital communication (visual designers, human-computer interaction professionals, and software engineers) need a unique set of communicative methods that equal this dynamic flow of digital communication expressions. Ishizaki explores the development of a theoretical framework of an iterative process that meets this need and suggests how designers might use the framework. The concept Ishizaki terms improvisational design is illustrated with five brief case studies in this slim nine-chapter book. Ishizaki, a Senior Staff Engineer at QUALCOMM Incorporated, became interested in this topic over twenty years ago, developed his dissertation on the topic and presents it here in a sleek and easy to read volume. Drawing upon the concept of improvisation in music, theater, and dance, Ishizaki proposes that designers of the systems we use in everyday digital communication might follow the same patterns where multiple age...

Drowsy Chaperone

The Drowsy Chaperone The Drowsy Chaperone is an interesting show that was performed from October 31st to November 4th at Westminster College. The show is a parody of people in the 1920’s. The story revolves around a middle aged man in a chair who is a theatre fan who plays his favorite record for the audience to hear. The record is The Drowsy Chaperone and from start to finish the audience is in for a unique experience within this play. This play is comedic, upbeat and has a heartwarming story.The whole show mainly focuses on the relationship between the glamorous show girl Janet Van De Graaff and the handsome, poised Robert Martin; the main characters of the show in Westminster’s productions were played by Hannah Timm and Ian Davis. They did an extraordinary job in all of their appearances. Being involved in The Drowsy Chaperone was a special experience for me. This was the first show that I had speaking lines in, acted and performed in and was involved in helping with the construction and deconstruction of the set pieces. I have been involved in musicals and theatrical productions for six years now.Within those six years this year the year I was involved in The Drowsy Chaperone by far was my favorite production. This is due to the fact that I was highly involved in different aspects of the show. I greatly enjoyed being involved within the production of The Drowsy Chaperone as much as I was. I believe by being highly involved within the production of The Drowsy Chaperone, it has given me a better perspective to the work involved other than acting into developing a show. There is a ton of the work that goes into developing a play and I was always highly aware of this.However, now I am much more aware about the set design and it makes me appreciate the actual show much more because of it. At times I thought things were unnecessary when we were producing the set pieces for example the day when we would paint all of the trim multiple times in various colors. First we painted the molding in a bright yellow, then a light brown then dark brown also, an orange glaze may have been added if I remember correctly. I did not understand the point in painting the molding so many times. I vaguely remember thinking we should just have bought dark brown paint and just used that.I was thinking it would save us a lot more time and we could move onto a different more important project. Now, I understand that everything is important when producing a set this includes the smaller details. By repainting the molding numerous times it added depth to the wood. This helped add to the overall look to the set. Every minor detail is important even if it seems unnecessary at the time it reality it is important. Once the whole set was built and completely done I understood why so much time and effort was devoted to the set and how important the minor details were.I have been in numerous productions in the theatre since middle school. I always knew that tim e was devoted into producing a set; however, I did not have a deep appreciation for the set. My opinion has changed drastically since being involved in the production of The Drowsy Chaperone. By being involved with in the construction process and set design I now have a better understanding of what it entails. The set pieces tell their own story within the actual show. Everything that is designed and placed within a set has a purpose.There is a reason as to why it is placed and a reason to why it was designed in the first place. I learned numerous things while working on the set. Some of these things were; learning how to use the power tools, panting techniques, how to putty, building and helping construct certain objects. I had the pleasure of working on various projects I worked on the following things; constructing a door, painting the walls, painting the molding, helping construct the bed, working on the refrigerator, helping hang the mirror, helping hang the curtains, painting the statute pieces, helping with the windows.When the opening night of the show came I became nervous for the audience to see the sets and backdrops, this was the first time that this had ever happened to me. , The Drowsy Chaperone is a unique show that is revolved around the 1920’s. Westminster College did a production of the show this year. The performers within the show did a memorable job. I enjoyed being involved within this show because I was involved in other things besides acting. The time and dedication to put on the show and the effort of the performers, workers, and faculty is shown. The Drowsy Chaperone is truly a memorable experience.

Critically reflect on my managerial role within my job Essay

1. Introduction With the development of society and economics, our world has become much more complex and changeful than years before. Today’s managers have to be very sensitive to the changing of the environment, to understand and cope with the diversity of the world. As a result, the role management plays in private sector as well as public sector has become more and more important, both theoretically and practically. Elements of management could be found as early as in the building construction of the Pyramids in ancient Egypt. However, great progress has been made since last century in the study of management. The theories of management vary from culture to culture, from generation to generation. The following report is my understanding towards the principles of management and a reflection of my own managerial roles at work, referring to Mintzberg’s ten principles. 2. About management theory The first theory of management was delivered by Henri Fayol, a French industrialist, in 1916. He defined management as â€Å"to manage is to forecast and plan, to organise, to command, to co-ordinate and to control†(Mc Ilwee T. and Roberts I., 1991, p.117). The other important management theories, such as Elton Mayo’s human relations movement, Max Weber’s idealized bureaucracy, and Henry Mintzberg’s ten principles on management, have emerged subsequently. Here, I mainly want to introduce Henry Mintzberg’s ten principles on management. * What is it? Henry Mintzberg’s ten roles management theory was based on the study of five chief executives and a few others managers’ real lives. He described what he had seen as the roles a manager play, which were called ten principles on management. The ten roles are divided into three groups: interpersonal, informational, and decisional (see Figure 1). Figure 1 The Ten Managerial Roles The three interpersonal roles are radically considered the interpersonal relationships. In the figurehead role, the manager represents the organization in all matters of formality. â€Å"Duties that involve inter personal roles may sometimes be routine, †¦Ã¢â‚¬ ¦ Nevertheless, they are important to the smooth functioning of an organization and cannot be ignored by the manager† (Mintzberg H., 1989, p.15-16). The leader role defines the relationships between the manger and employees. In the liaison role, the manger maintains information links both inside and outside organization. The interpersonal roles make the managers more easily accept information. Thus, the three informational roles are primarily concerned with the information aspects of managerial work. â€Å"The processing of information is a key part of the manager’s job† (Mintzberg H, 1989, p.18). In the monitor role, the manager acts as the nerve centre for the organisation, receiving the latest, most concrete, most up-to-date information. In the role of disseminator, the manager transmits special information into the organization. In the role of spokesperson, the manager disseminates the organization’s information into its environment. â€Å"Information is not, of course, and end in itself; it is the basic input to decision-making† (Mintzberg H., 1989, p.19). The decisional roles make significant use of the information. The unique access to information places the manager at the centre of organisational decision-making. There are four decisional roles. In the entrepreneur role, the manager tries to improve their organization by seeking effective ways of using resources and technologies. In the disturbance handler role, the manger resolves unexpected problems that threaten organizational goals. In the resource-allocating role, the manager decides how organizational resources will be used to meet planned objectives. In the negotiator role, the manager negotiates on behalf of the organization. Although the Mntzberg’s ten managerial roles are described individually, they are hardly separated. â€Å"No role can be pulled out of the framework and the job be left intact† (Mintzberg H., 1989, p.19). So we should consider the Mntzberg’s ten managerial roles as both interactive and integrated. * Why do I choose it? There are many definitions of management, and most of them are relatively concise and simplistic. However, â€Å"management is a complex process – much more complex than this simple definition leads us to believe† (Griffin R. W., 1999, p.4). Although there are several other major approaches and theories that exist, such as the human resources, quantitative, and systems approaches, I believe that their impact on the management basics is not as greatly felt as that of the works of Mintzberg. Mintzberg focused on what the manager’s job and life is really like, applied the folklore and fact to managers, and got the ten managerial roles theory. Compared with other management theories, Mintzberg’s work is considered as the best reflection of the practice in the real manager life, which analyses the managerial roles comprehensively. Many of them can be found in today’s management ideas and practices. In addition, Mintzberg regards the ten roles as a whole, which makes us more easier understand the process of management. 3. Critically reflect on managerial role within my work I worked in Liaoning Provincial Financial Bureau, taking charge of government procurement. Although I am not at the position of manager yet, I actually shoulder the equivalent responsibilities in the administration of work. Most of the ten managerial roles, which Mintzberg had mentioned in his article, were involved in my daily work. In addition, these roles do not exist separately, they connect with each other. Here is an illustration of my managerial roles at work with regard to Mintzberg’s theory (see Figure 2). Figure 2 Firstly, the interpersonal roles help me get more useful information. With no title manager, the figurehead role seldom occurs in my work. But I actually perform the leader role. I should set goals and make plans to decide how the process of government procurement to be arranged. In the three interpersonal roles, I think the liaison role is the basic role in my work. From my personal experience, if I want to provide better services, I must contact with people both inside and outside. For example, I need make contacts outside to learn what the public sectors, which I am in charge of, want to buy this year, and then decide how government procurement can be arranged. In addition, I must connect with my colleagues to learn the other public sectors’ demands. In this stage, the communication is important. Communication is the exchange of information, facts, ideas, and meanings. Good communication is vital in organisations and lies at the heart of effective management. How to achieve effective communication? I conclude the following principles according to my work experience. > Know what your objective is, > Analyse situation, > Use effective communication tools, such as mail, phone calls, meetings, etc., > Make sure you understand what the others say properly. Secondly, the informational roles are the main constitution of my work. Everyday I seek and receive a great deal of information through interpersonal roles (monitor role), and then forward information to other organization members (disseminator role), and furthermore transmit information to outsiders (spokesman role). For example, I collect information from the suppliers and buyers, and then discuss this information with my colleagues. Afterward, I must pass on clear and definitive information to outside people who concern about it. In this stage, it is important for me to distinguish different kinds of information. Because I receive a great deal of information both internally and externally every day, I must tell immediately the informal information from those formal ones, so as to get precise and useful information for users both inside and outside. It is essential to establish a steady and efficient channel to achieve a free information flow. Thirdly, the decisional roles are the most important roles in my work. Of four decisional roles, I spend more time in the disturbance handler and negotiation role. I must deal with all the questions from suppliers and buyers, and coordinate among them. Sometimes, I get them together and make trade-off to get a win-win solution in some difficult transaction. From my work experience, I conclude that the ability to analyze, interpret, and solve problems becomes increasingly important for managers. It is crucial for managers to see the organization as a whole and the relationships among its various levels and visualize ways to make the organization more efficient and effective. These abilities are essential to effective decision-making. How to achieve effective decision-making? It depends on many factors. Quality of information, which you have received, is the key element of decision-making. In addition, the skill of disturbance handler and negotiation will help you achieve effective decision-making. 4. Conclusion We have learned lots of management theories. Mintzberg’s ten managerial roles are the synthesis of theory and practice. It is helpful for management work. But I think we should pay more attention to practice of management. We should synthesize our own methods and habits that are suitable for our own area. It will eventually make the public administration more effective and efficient. Reference * Griffin R. W., (1999) Management, 6th .ed., Houghton Mifflin. * Mc Ilwee T., Roberts, I. (1991) Human Resourse Management. * Mintzberg H., (1989) Mintzberg On Management: Inside Our Strange World of Organizations, London: Collier Macmillan Publisher.