Unit-IV; Professional Sales Representative (PSR).pptx
Culture presentation 1
1. Presented by Salem Idres Alorfi 4274 Salem .M. Elsubeihi 4260 Saad .A. Al werfally 4191ِ Farag .Y. Abd Alhade 4310 Kaled .M. Alaribe 4239 Supervised by Dr. Omar Gnaiber Quality Culture
2. بسم الله الرحمن الرحيم وقل اعملوا فسيرى الله عملكم ورسوله والمؤمنون سورة التوبة
3. Understanding Quality Quality , Competitiveness and Customers whatever type of organization you work in . Basically competes on its reputation for quality, reliability, price and delivery and most people now recognize that quality is the most important of these competitive weapons . Some organizations, have used quality to take the heads off their competitors. And organizations from other countries have used quality strategically to win customers, steal business resources or funding, and be competitive.
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5. Once an organization acquires a poor reputation for quality, it takes a very long time to change it.
7. The management of the competitive weapons, such as quality, can be learned like any other skill, and used to turn round a poor reputation, in time.
8. What is quality? A frequently used definition of quality is “Delighting the customer by fully meeting their needs and expectations”. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. It is, therefore, imperative that the organization knows what these needs and expectations are. In addition, having identified them, the organization must understand them, and measure its own ability to meet them.
9. Quality starts with market research – to establish the true requirements for the product or service and the true needs of the customers. However, for an organization to be really effective, quality must span all functions, all people, all departments and all activities and be a common language for improvement. The cooperation of everyone at every interface is necessary to achieve a total quality organization, in the same way that the Japanese achieve this with company wide quality control
10. TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality – it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally. TQM, combined with effective leadership, results in an organization doing the right things right, first time . Total Quality Management (TQM)
11. The core of TQM is the customer-supplier interfaces, both externally and internally, and at each interface lie a number of process. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organization to create total quality. These are the foundations of TQM, and they are supported by the key management functions of people, processes and systems in the organization
20. The ‘soft’ outcomes of TQM-the culture, communications, and commitment provide the foundation for the model.
21. The process core must be surrounded by the ‘hard’ management necessities of systems, tools and teams.
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24. The meaning of culture Henry Mintzberg on Culture “Culture is the soul of the organization ,the beliefs and values, and how they are manifested . I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.”
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26. Culture is built up through its continuing enhancement of an organization’s ability to deal with its problems in a way that fixes its identity.
57. Involve Potential Resisters, Avoid Surprises, Move slowly at first, Start Small and be flexible, create a positive environment, Incorporate the change, Respond Quickly and Positively, Work with Established leaders, Treat people with dignity & Respect, be Constructive.
