M29EKM Management Of Quality

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M29EKM Management Of Quality

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M29EKM Management Of Quality

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Course Code: M29EKM
University: Coventry University

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Country: United Kingdom

Question:

On completion of this module the student should be able to:

Apply the philosophies, tools, techniques and systems associated with Total Quality Management.
Differentiate between Inspection, Quality Control, Quality Assurance and Total Quality Management programmes and critically review where and when these techniques are applicable.
Interpret customer focus and market forces as the basis for all business activities.
Assess the maturity of an organisation’s quality programme including cultural and leadership aspects.
Plan and implement activities which will improve a quality programme within an organisation and move the organisation towards Total Quality Management.
Underpin work with reference to supporting literature and case studies.

Process variation and its associated effects can potentially have a huge effect on “Quality” whether it be performance characteristics or customer perception.

Research and propose how to implement Statistical Process Control successfully into an organisation. Justify the benefits with regard to process variation.
Construct working examples of two different types of control charts and evaluate their application.
Why is process capability so important? Explain using diagrams where necessary and indicate what benchmark performance standards you should aim to achieve.
Appraise and summarise the main purposes, themes and goals of these standards and argue how they will help successfully move a company towards Total Quality and Environmental Management.
What synergies and benefits are there to be gained from implementing both systems?

Organisational culture and behaviour have an immense impact on whether any continuous improvement process will be successful within a business.

Analyse the types of barriers that may arise during the implementation of a continuous improvement process.
Discuss a quality concept that could address the implementation barriers/issues.

Answer:

Introduction 
Quality has become one of the most crucial aspects in the modern day business hence it has become essential for the firms to make sure that they have checked each and every parameter that is effecting the education. Since the companies have reached to international levels hence it has become essential for the organisations to further upgrade the quality (Baird, Jia Hu and Reeve, 2011). Process variation in any organisation often leads to quality issues within the firm. This is one of the major reasons why company fails to satisfy the customers. It is essential to set benchmarks performance standards and implement Statistical Process Control in a successful manner.  Organisational behaviour and culture is having huge effect on making the business successful and improving the quality of the process. Today’s industry demand for continuous improvement process but in its implementation different types of barriers arises.
This report highlights the effect of process variation while suggesting the way to implement Statistical Process Control. At the same time it implements different types of control charts while evaluating their applications. This task also showcases different aspects related to two international quality standards. Third and last part of the report shows the way in which organisational culture and behaviour is having impact on the continuous improvement process and the success of the business
Implementing Statistical Process Control successfully in an organisation 
Statistical process control is a method for quality control. This employs statistical method for monitoring and controlling the process (Kadir, 2016). It is a process that helps in ensuring that processes operate efficiently generating products that are specification conforming producing lesser amount of Waste. It can apply to any process where the products having specific kind of specification can be evaluated in terms of outputs. There are different types of SPC which includes control charts, run charts and focus on continuous improvement as well as design of experiment. Manufacturing or assembly lines are one of the best examples of the process where SPC can be applied.
Implementation of SPC is basically depends on the fact that it is practiced in two phases. First is the phase where initial establishments of the process are made. Second is the phase where regular production use of the process is made. In this phase, a decision of the period that needs to be examined should be made depending upon then alterations in conditions of 5M&E (Toledo, Lizarelli and Junior, 2017). This includes Material, Man, Movement, Machine, Method and Environment.
Since key to success with the SPC differs from industry to industry. This is because the end-results differ from company to company. The first thing that needs to be done is to focus on developing and customising a SPC system that suits the processes that is followed in the organisation. One must prepare their firm for embracing the new changes by generating the awareness and describing new roles and responsibilities (Mitra, 2016). For successfully implementing SPC in the organisation, they must analyse all the risk where all the aspects of the processes needs to be found out, processes that are reliable must be found out, new indicators has to be set as well as relationship among a healthy products and process needs to be found out. In the initial phase of implementation, agility is very much crucial. Working with the help of control charts will need alterations in approaches from reactive to proactive. A displacement from looped learning process to fully standardised working procedures will happen as requirements, roles and action plans starts to create (Pyzdek and Keller, 2014).
In my unit at NNE Pharmaplan has helped a crucial customer implementation of SPC on current process monitoring parameters for injection moulding, ensuring a coherent control strategy for continued process checks. In this implementation right technical documentation was established. Due to this coherent control strategy was able to be set up. This made continuous process checks to be true from product specification to process monitoring limits. This helped in achieving a 48-58% of reduction in the costly part denials.
There are several benefits to successful implementation of SPC with respect to process variation. They are:

Quality gets improved as process outputs are on targets.
There is increase of speed as there is in-line release and predictable outputs.
There is increase in efficiency as waste generated is less and only few stops are created.
It ensures compliances as Continuous process verification is done.

Two different types of control charts and its applications 
Control charts are one of the effective tools for finding the process variations and hence help in controlling the quality of the products (Jain, 2018). Two types of control charts are:

Control charts for variables.
Control charts for attributes.

Working example of control charts for variables
x? = x1+x2+x3+……+xn /n
x?= Mean of all the measurements in each subgroup.
Xi=Individual measurements in a subgroup
N=The number of measurements in a subgroup
Working example of control charts for attributes
There are four types of control charts for attributes (Rosemann and vom Brocke, 2015). They are:

Control charts for number Defectives (np charts).
Control charts from fraction defectives (p charts).
Control charts for number of defects per unit or C-chart.
Control chart for percent defectives chart or 100 p-charts.

Among these p charts has been illustrated

Day Number

Invoices Inspected (n)

Number Defective (np)

Fraction Defective (p)

1

100

22

0.22

2

100

33

0.33

3

100

24

0.24

4

100

20

0.20

5

100

18

0.18

6

100

24

0.24

7

100

24

0.24

8

100

29

0.29

9

100

18

0.18

10

100

27

0.27

11

100

31

0.31

12

100

26

0.26

13

100

31

0.31

14

100

24

0.24

15

100

22

0.22

16

100

22

0.22

17

100

29

0.29

18

100

31

0.31

19

100

21

0.21

20

100

26

0.26

21

100

24

0.24

22

100

32

0.32

23

100

17

0.17

24

100

25

0.25

25

100

21

0.21

Importance of process capability
It has become very much essential for the organisations to understand their process capability. Process capability is measurable property of a process to the specification, denoted as process capability index like Cpm or Cpk or as a process performance index like Ppk or Ppm (Quality training portal, 2018). The outcomes of this measurement are usually depicted by histogram as well as calculations that predict how many parts will be generated out of specification (OOS). Two parts of process capability are:

Measure the variability of the output of the process.
Compare the variability with the proposed specification or product tolerance (Kim, Kumar and Kumar, 2012).

The importance of the process capability can be understood by the fact that when the process capability is understood and documented, it can be utilised for measuring continual improvement using trends over time. It then prioritises the sequence of process improvement to be made and finding whether or not a process is able to meet the requirements of the customers (ISIXSIGMA, 2018). Capability analysis is understood as part of Black Belt Body of Knowledge.
Given performance standards can apply to any Administrative, managerial, professional, and supervisory and employee holding confidential information. Benchmark performance standards that need to be achieved:
Accountability:
Employee demonstrating a sense of responsibility for completing tasks.
Workers must recognise how their performance is affecting the overall objectives and goals.
Employee must independently be under limited or broad supervision.
Ethical behaviour:
Employee must show honesty, sense of responsibility, integrity and loyalty in performance of all the activities.
Teamwork:
Team based approach to work should be used by employees.
Workers must share relevant information to the supervisors and teammates.
Workers must take the responsibility of their assigned task.
Effective communication
Team members must convey the information appropriately to all the individuals, including their supervisors and co-workers.
Workers must take use of clear and precise languages so as to give timely and accurate written and oral communication.
Effective time management
Schedules must be made by the employees.
Exact estimation of the time required for task completion in order to meet assigned deadlines is necessary.
Employees must show the timelines in the project management.
Effective problem solving
Workers must be able to showcase the ability to identify the issues, find alternatives and present solutions.
Workers must be able to showcase flexibility by being open to new ideas that are alternative.
Excellence in service
Workers showcases customer services skills by understanding, addressing stakeholder’s requirements and anticipating.
Employee initiates or leads projects and creates ideas that advance vision and mission of department.
 Workers seek out opportunities for benchmarking products and services so as to make improvements in all unit services.
Focus on outcomes:
Workers need to indulge fully in achieving the annual units and divisional goals.
Workers must complete projects as per the established requirements and timelines.
Professionalism:
Employees must handle themselves in a manner that they showcase integrity, commitment to the goal, expertise.
Workers will show the knowledge of functional units and can find resources for further information and research.
Accurate information will be provided by the employees to the client’s requirements.
Serving as an information source
Workers must act as a trusted source for accurate and clear information.
Workers must appropriately ensure the accuracy and reliability of the information.
Creativity
Workers have to give appropriate solutions to the problems that are complex.
Workers must find current resources to meet requirements of the customers.
Workers shall find new resources for maximising current resources in finding solutions.
Quality standards
BS EN ISO 9001:2015 International Quality
Purpose:
BS EN ISO 9001:2015 elaborates needs for the quality management system when the organization requires elaborating the ability to continuously provide product and services that help in meeting the expectations of the customer. The main purpose of this standard is to increase the customer satisfaction through the application of the system, involving processes for development of the system that make sure of conformity to customer and appropriate statutory and regulatory requirements.
Themes:
The theme of this standard is generic and is developed to be relevant to any company, in spite of its type or size. The major concept of this system is the management, policy, procedure, systems, auditing, performance, control, decision making, nonconformity and corrective action. Many of the needs around these concepts have not amended.
Goals:
The major goal of this standard is to help company to better incorporate and support multiple management standards. The goal of this approach is mentioned below:

Handles the risk-based approach, fetching the tool for anticipatory standards.
Moves away from regulatory note work
Increase attention of the business to better align various management standards
Facilitates organizations of every kind to develop customer satisfaction and develop a sustainable future

BS EN ISO 14001:2015 Environmental Standards
Purpose
BS EN ISO 14001:2015 handles the criteria for the environmental management system which can be handled to. It generates framework that the company can develop the effective environmental management system (ISO, 2018). The main purpose of this standard is to provide company as well as employees to make sure that environmental impact is being developed and measured. It is the organization that develops the environmental performance by more efficient use of resources and decrease of waste.
Themes
The theme of this environmental standard is to continual improvement. As ISO management system standards, ISO 14001 entails the requirement for continual improvement of the system of the organization and approach to environmental concerns (ISO. Org. 2015).
Goals
The goal of this standard is to elaborate compliance with future as well as current statuary and develop leadership involvement and employee engagement. Along with that the main goal of this standard is to develop the company reputation and the stakeholders’ confidence by strategic communication.  
Successfully move a company towards Total Quality and Environmental Management
This need handles the needs and demands of all factors that have interest in the company which could influence the mission of the company. It has been found that the ongoing system has the power for deciding the interested parties along with their needs. The role of the ISO 9001:2015 standard handles the process approach and verified outputs as well as inputs. It has been found that both standards have significant impact over the performance of the company. Both standards can be helpful for the company to improve the standards of the quality and the environment standards. In the context of ISO 9001:2008, it has been found that the quality standard of ISO 9001:2008 provided a service which was considered as the type of the product. At present, products and services are the process that is used throughout. The service is the term that has a distinct elaboration (Tricker, 2016). As an outcome of the 9001:2015 standard needs management over externally given products. It has been found that the continuous improvement has amended to include amplifying performance. It is vital for the company to share information between employees in order to attain conformity which would increase the burden of training and communication. With respect to ISO 14001, it has been found that the role of this standard will be helpful for the company to move towards the environmental management. It has suitability standards for every kind of organizations (BSI, 2015).
Synergy and benefits 
In the context of the synergy, it has been found that the quality standards and the environmental standards help out to make coordination between employees. The safe environment will attract number of customers towards the company an employee will come in the origination by their own choice. There are number of benefits by which the company can be benefitted by implementing both standards as it has been found that the company reputation will be improved and the confidence level of the stakeholders will be increased due to implementation of both standards (Tricker, 2016). With respect to the benefit, it has been analyzed that both standards will be helpful in attaining the strategic business objectives by developing environmental issues in to business management. These both standards will give the competitive as well as financial advantages to the company by developed efficiencies in order to reduce cost. The environmental performance can be encouraged through this both standards as they integrate them in the business system of the organization.
There are number of benefits along with above mentioned that are improvement in the business by reducing the duplication and bureaucracy. It facilitates in decreasing the complexity of the internal management and improves the customer satisfaction. in the context of BS EN ISO 14001:2015, it is internationally agrees system that helps originations to make environment clean and tidy which makes great image of the company in the view of the outsiders. Along with that the trust of the stakeholders are maintained by them due to implementation of the standards. It put positive impact over the performance of the company which attract number of customers as well as client to connect with the company for a long period. BS EN ISO 9001:2015 is the internationally agreed quality standards. There is various organizations and industry in the world that develops and maintains various qualities to satisfy the customer (Sari, Wibisono, Wahyudi and Lio, 2017). The main motive of this quality standard is to focus on the quality of the products and services so that the trust of the stakeholders can be maintained for a long time.
Section Three 
Organisational culture and behaviour has a deep rooted impact on then operations of the firm and it has become essential for them to make sure that they manage both of them in an appropriate manner so as to improve the quality of the processes (Foster Jr, Wallin and Ogden, 2011). At the same time it is also essential for making environment for proper implementation of the continuous improvement process. It is the role of the leadership to ensure that both organisational culture and the behaviour of the employees remain positive towards building positive environment.
Types of barriers that might arise in implementation of continuous improvement process 
It is essential for the organisations to ensure that all the barriers in the continuous improvement process get removed. This is necessary for not only successfully improving the process but to ensure that process variations are also handled effectively. Some of the common barriers to successful implementation of the continuous improvement program are:
Lack of support from the upper management: Some of the researchers suggest that continuous improvement program did not succeed because the upper management did not support other employees. In any organisation having top down organisational structure must have a leadership that is capable and fully committed to a change vision that looks cohesive. Since in this process new roles and responsibilities start to change and the changes can also be noticed in the way things are preceding hence leader needs to motivate employees (Smith, 2014). At the same time trust is also necessary to be built in-between them so as to find confidence in the team. This cannot be possible without leaders being a good communicator.
Lack of trainings and professional development course: Employee’s training is very much essential in the organisation as it might give broader and better skill set. In the process where the things are changing these newly gained skill sets plays a very crucial role. Often it is found that employee becomes frustrated when the training is not effectively being provided in the organisation or are not linked with the educational background they are from (Wiengarten and Pagell, 2012). Training helps them in connecting with the appropriate resources and exact vision for the future.
Poor Prioritisation: For improvement within the organisation shortage of ideas is very dangerous. There are several ways to enhance initiatives and processes. In this case when there is no certainties about what improvements are priorities, there will be disagreements about the strategies they are going to use. The alterations that will be made in the process must re-align to the corporate vision and strategies (Ebrahimi and Sadeghi, 2013). For making implementation process a success, it is essential to include the employees on the prioritising processes so that they might feel connected with the improvements and alterations.
Poor process management tool: There are several types of business process management software having options from which one can be selected. Before making a large change, IT department will give more time extensively on huge process management tools. After this large investments are made that will pressurise their workers to use it, despite of the fact that it is quite understandable to everyone. A company must find the appropriate tools for their activities else the company might get weigh down under the process management tools (Simon, et al. 2011). These might be too complicated or inadequate for the serious utilisation of these tools.
Poor employee engagement: One of the beast ways to fuel alterations within the firm will be to foster bottom-up improvement and commitment from the employees of the firm. If any firm is enforcing adoption for changes upon the workers having little room for communication from the bottom of the organisational hierarchy, then organisation is going to face serious challenges in the implementation process. It is also to be taken care that micromanagement often did not lead to appropriate alterations and it certainly did not lead to uptake or adoption of alterations by the workers. It is one of the best ways to get reactions that are skeptic and aggressive to all the change opportunities available. Employee engagement in the change process is highly essential and hence at the same time empowering employees is very much crucial (Zelnik, et al. 2012). A company must always promote people with creative and innovative ideas.
Quality concept that can address these barriers
Among the different concepts given by different researchers the most effective quality concept that can address all the above mentioned barriers is the Total quality management. This is effective as it checks all the barriers that are affecting the business operations. For removing these barriers some of the elements on which it has focused are:

Customer focused: Consumers ultimately finds out the level of quality irrespective of the fact that what an organisation is doing for improving its quality. For making improvement in the quality of products company needs to train employees, integrating quality into the design process too.
Total employee involvement: In order to ensure that barriers related to employees are removed companies usually involve all the employees in each process of their quality improvement. At the same time high performance work systems can be implemented to integrate efforts for continuous improvement with normal business operations (Gimenez-Espin, Jiménez-Jiménez and Martínez-Costa, 2013). Self-managed teams play a very crucial role in this.
Process centred: For removing the barriers the approach that is made is process centric. In this all the three steps input, process and outputs are evaluated. More focus is given on the inputs as it has a direct relation with the output that is delivered to its consumers.
Integrated systems: In order to ensure that no issues remain in the implementation process, integrated systems are highly standards. Micro-processors have a greater role in this process. Business performance should be monitored and communicated constantly. Apart from this integrated business systems such as ISO 9000 standards have been used. More focus is given on improving the culture of the organisation (Talib, Rahman and Azam, 2011).
Fact based decision making: Decisions are made on the facts and there is effective utilisation of data that have been gathered from various sources. Data are analysed for making improvement in the decision making so as to align all the resources in the direction of the strategies and mission and vision of the company.
Strategic and systematic approach: This approach has been used within the firm for achieving mission, vision and goals. This involves making of strategic plan that integrate quality as an essential component.
Communication: In order to resolve problems related to mismanagement and the support of the upper management, there is specific focus given on the communication between different levels of organisational structure.

The way in which organisational behaviour and culture will change as it moves through the phases of evolution of quality
There are four phases of evolution of quality in any organisation i.e. preparation, implementation, diffusion and solidification.
At the preparation stage, organisational behaviour will change drastically as the employees might feel pressurised at times. There is higher chance that people might go on protest. It is essential for the organisation that they involve more and more people in the planning process. In this stage, culture gets transformed in terms of the fact that teams are formed. In the implementation stage people might become resistant towards the change and might go against the change and in terms of the organisational culture leadership needs to become more authoritative so as to have control on the implementation process. In this stage organisational culture might impact on the individual’s culture (Goetsch and Davis, 2014). In the diffusion phase, training shall become an essential part of the routine and the experienced members might be beneficial as they could help the new employees in grabbing the changes. Organisational culture might become flexible so as to remove the challenges present in the business process. At last comes the solidification stage where the organisational behaviours start to adapt the new changes and hence starts moulding accordingly. In terms of organisational culture changes as per the new set targets and more collaborative efforts starts to get built.
Conclusion
From the above based report it can be concluded that SPC can be implemented in various ways among them coherent control strategy for continued process checks can be very much effective. There are two types of control charts namely Control charts for variables and Control charts for attributes. Accountability, Ethical behaviour, Teamwork, Effective communication, Effective time management, Effective problem solving, Excellence in service, Focus on outcomes, Professionalism, Serving as an information source and Creativity are some of the benchmark standards that needs to be implemented. BS EN ISO 9001:2015 is used for achieving higher consumer satisfaction while BS EN ISO 14001:2015 is used for measuring the impact of the environment. The major benefits that can be obtained in the process are to improve the business by reducing the duplication and bureaucracy. There are different types of barriers to implementation of the continuous improvement system which can be addressed with the help of TQM as a quality concept. In all the four phases of the evolution of quality organizational culture and behavior changes differently.
References
Baird, K., Jia Hu, K. and Reeve, R., 2011. The relationships between organizational culture, total quality management practices and operational performance. International Journal of Operations & Production Management, 31(7), pp.789-814.
Ebrahimi, M. and Sadeghi, M., 2013. Quality management and performance: An annotated review. International Journal of Production Research, 51(18), pp.5625-5643.
Foster Jr, S.T., Wallin, C. and Ogden, J., 2011. Towards a better understanding of supply chain quality management practices. International Journal of Production Research, 49(8), pp.2285-2300.
Gimenez-Espin, J.A., Jiménez-Jiménez, D. and Martínez-Costa, M., 2013. Organizational culture for total quality management. Total Quality Management & Business Excellence, 24(5-6), pp.678-692.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
ISIXSIGMA, (2018) COMPETENTLY USE CAPABILITY ANALYSIS. [Online] Available at: https://www.isixsigma.com/resource-pages/competently-use-capability-analysis/. [Accessed on 15th December 2018]
ISO. 2018. ISO 9001:2015 in Detail. Availble [online] https://the9000store.com/what-are-iso-9000-standards/what-is-iso-9001/what-is-the-iso-9001-2015-standard/iso-9001-2015-detail-clarifications/ Accessed form 15 Dec 2018.
ISO. Org. 2015. International Organization for Standardization. Availble [online] https://www.iso.org/files/live/sites/isoorg/files/standards/docs/en/iso_14001_key_benefits.pdf Accessed form 15 Dec 2018.
Jain, M. (2018) Types of Control Charts (With Diagram)| Industries [Online] Available at: https://www.yourarticlelibrary.com/industrial-engineering-2/types-of-control-charts-with-diagram-industries/90321. .[Accessed on 15th December 2018]
Kadir, B.A. (2016) The key to successful implementation of Statistical Process Control (SPC). [Online] Available at: https://www.linkedin.com/pulse/key-successful-implementation-statistical-process-control-kadir. [Accessed on 15th December 2018]
Kim, D.Y., Kumar, V. and Kumar, U., 2012. Relationship between quality management practices and innovation. Journal of operations management, 30(4), pp.295-315.
Mitra, A., 2016. Fundamentals of quality control and improvement. John Wiley & Sons.
Pyzdek, T. and Keller, P.A., 2014. The six sigma handbook(Vol. 4). New York, NY: McGraw-Hill Education.
Quality training portal, (2018) Process Capability. [Online] Available at: https://qualitytrainingportal.com/resources/problem-solving-tools/statistical-tools/process-capability/. [Accessed on 15th December 2018]
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Sari, Y., Wibisono, E., Wahyudi, R.D. and Lio, Y., 2017. From ISO 9001: 2008 to ISO 9001: 2015: Significant changes and their impacts to aspiring organizations. In IOP Conference Series: Materials Science and Engineering (Vol. 273, No. 1, p. 012021). IOP Publishing.
Simon, A., Bernardo, M., Karapetrovic, S. and Casadesús, M., 2011. Integration of standardized environmental and quality management systems audits. Journal of Cleaner Production, 19(17-18), pp.2057-2065.
Smith, C. (2014) Common Barriers to Successful Continuous Improvement Programs. [Online] Available at: https://change.walkme.com/common-barriers-to-successful-continuous-improvement-programs/. [Accessed on 15th December 2018]
Talib, F., Rahman, Z. and Azam, M., 2011. Best practices of total quality management implementation in health care settings. Health marketing quarterly, 28(3), pp.232-252.
Toledo, J.C., Lizarelli, F.L. and Junior, M.B.S. (2017) Success factors in the implementation of statistical process control: action research in a chemical plant. [Online] Available at: https://www.scielo.br/scielo.php?script=sci_arttext&pid=S0103-65132017000100312.[Accessed on 15th December 2018]
Tricker, R., 2016. ISO 9001: 2015 Audit Procedures. Routledge.
Tricker, R., 2016. ISO 9001: 2015 in Brief. Routledge.
Wiengarten, F. and Pagell, M., 2012. The importance of quality management for the success of environmental management initiatives. International Journal of Production Economics, 140(1), pp.407-415.
Zelnik, M., Maleti?, M., Maleti?, D. and Gomiš?ek, B., 2012. Quality management systems as a link between management and employees. Total Quality Management & Business Excellence, 23(1), pp.45-62.

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Course Code: BSBHRM513
University: Tafe NSW

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Country: Australia

Answer:
Task 1
1.0 Data on staff turnover and demographics
That includes the staffing information of JKL industries for the fiscal year of 2014-15, it can be said that the company is having problems related to employee turnover. For the role of Senior Manager in Sydney, the organization needs 4 managers; however, one manager is exiting. It will make one empty position which might hurt the decision making process. On the other hand, In Brisba…
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MKT2031 Issues In Small Business And Entrepreneurship
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0 | Pages :
5

Course Code: MKT2031
University: University Of Northampton

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Country: United Kingdom

Answer:
Entrepreneurial ventures
Entrepreneurship is the capacity and willingness to develop, manage, and put in order operations of any business venture with an intention to make profits despite the risks that may be involved in such venture. Small and large businesses have a vital role to play in the overall performance of the economy. It is, therefore, necessary to consider the difference between entrepreneurial ventures, individual, and c…
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Tags:
Turkey Istanbul Management University of Employee Masters in Business Administration 

MN506 System Management
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0 | Pages :
7

Course Code: MN506
University: Melbourne Institute Of Technology

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Country: Australia

Answer:
Introduction
An operating system (OS) is defined as a system software that is installed in the systems for the management of the hardware along with the other software resources. Every computer system and mobile device requires an operating system for functioning and execution of operations. There is a great use of mobile devices such as tablets and Smartphones that has increased. One of the widely used and implemented operating syste…
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Tags:
Australia Cheltenham Computer Science Litigation and Dispute Management University of New South Wales Information Technology 

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