Monthly Archives: August 2011

Quality Improvement and Performance Analysis

Most companies, concerned about sagging productivity, tend to place too much emphasis on the quantity of work turned out per employee, as opposed to the quality of work produced.

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The amount or quantity of a particular product or output produced by an employee is easily measured and often serves as the basis for a performance rating, pay raise or promotion. As a result, quality is often lost in the rush to produce. And the once omnipresent words “Made in America” are giving way to foreign labels. Continue reading →

What is Quality Management ?

Discussions of quality are frequently subject to semantic snags. And reading the “old masters” only compounds the difficulty. The ancient Greeks equated quality with goodness, excellence and inherent worth. They were, in fact, the rascals who taught that quality is an unattainable goal, an ideal that can only be approximated in reality. Continue reading →

Role of HRD in a Quality Improvement Effort

There really are three roles for HRD in a quality-improvement effort. First and most obvious is the education and training role. HRD is the natural re¬source for communicating management’s commitment to quality “to the troops” and shaping the skills of the work force. Crosby sees three educational roles in a quality-improvement program. Continue reading →

American Business and Quality Management

American business leaders are becoming increasingly aware that Japan, not the United States, sets the standards of quality and excellence for manufactured goods in many markets. And, as sales figures testify, quality of goods and services — not price or clever marketing—is winning an enormous share of world trade for the Chinese and Japanese.

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But the evolving awareness that American industry is less and less able to deliver top-quality goods and services is stimulating a resolve to redress this abysmal state of affairs. Continue reading →

Training Assessment Methodology

All program assessment can be divided into two types— process and outcome. Process-oriented assessments are structured to collect information on what happens to people undergoing a training experience.

And outcome approaches focus on the changes (both positive and negative) that happen to the individual and/or organization as a result of training. Both types of assessment are frequently used to evaluate the success of a training effort. Neither of these assessment techniques to promote and better understand transfer effects is used often enough. Continue reading →

How to Develop Good Marketing Strategy

Leading your company into one crucial subject “architecture” is very challenging. It allows your company stands among other competitors and does some necessary strategies to win the marketing game.

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It is about the battle of words coming on the end. Instead of being grilled with the existence of other architecture companies, you need to get along with some striking marketing strategy in order to fight against mainstream and achieve the marketing goal. By successfully applying the tips, a small company would stand among other big competitors without fearing out of business. Continue reading →