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Long-term success (quality management (tools # (histogram, control chart,…
Long-term success
quality management
systems
six sigma
#
ISO 9000
EFQM excellence model
everyone is responsible
customer-supplier model
continuous improvement
individual responsibility
costs
prevention
appraisal
internal
external
methods
Quality Assurance
proactive
Quality Control
reactive
tools
#
histogram
control chart
scatterplot
Pareto chart 80/20
checklist
cause and effect diagramm
stratification
importance-performance matrix
marketing
#
relationship
customer retention > acquisition
mutual
inherent inequality
predictability of profit
Vargo & Lusch
S-D logic
types
classic market
special market
mega
Nano
phases
awareness
exploration
expansion
commitment
dissolution
transactional
low acquisition cost
internal
coherent brand identity
focus for roles
supports relationship building
staff feedback
bidirectional
levels of
communication
internal team peer
internal project peer
line management
internal corporate
measures
profit
sales
gross margin
awareness
market share
new products
relative price
customer dis/satisfaction
availability
brand equity
customer equity
creative destruction
Schumpeter
David Harvey
innovation cause instability and insecurity
W20S1
political context
political
game
Friedberg
Crozier
analysis
Yaffee and Chadwick
#
key palyers
how they influence
strategies for interaction
astuteness
personal skill
interpersonal skills
reading people and situations
building alignment and alliances
Hartley et al.
strategic direction and scanning
stakeholder analysis
#
stakeholders
who?
interests?
beliefs?
strategies?
venues?
coalitions?
Johnson et al. matrix
employee involvement strategy
role involvement management
discretion
flexibility
improve job satisfaction
organisational involvement management
#
types
indirect
direct
common in manufacturing
participate in decision making
risk management
organisational hazards
supply chain
human capital
technology
customers
organisational
risk
impact
negligible
minor
major
severe
seriousness
reputational
#
financial
operational
physical
likelihood
rare
unlikely
likely
almost certain
manage
reduce impact
reduce likelihood
recover
leadership vs management
leadership
change
people
vision
future
empowers
colleges
trusts & develops
influence
uses conflict
decisive
frameworks
leadership as
person
result
position
purpose
process
strategic leadership
main idea
leadership
personnel
management
status quo
things
plans
present
controls
directs & coordinates
authority
avoids conflict
responsible
passive face time
promotion