Items Check points Policies Management, quality and quality control/management policies Methods for establishing policies Appropriateness and consistency of policies Utilization of statistical methods Communication and dissemination of policies Checks on policies and status of their achievement Their relationship to long-and short-term plans The organization and Clarity of authority and responsibility its operations Appropriateness of the delegation of authority Inter-departmental co-ordination Committee activities Utilization of staff Utilization of QC activities Quality control/management diagnosis Education and Educational plans and results dissemination Consciousness of quality and how it is managed, and understanding of quality control/management Education on statistical concepts and methods and the degree to which they are disseminated Grasp of effects Education of associated companies (especially group companies, vendors, contractors and distributors) QC circle activities The system of improvement suggestions and its status Information gathering, Collection of external information communication and Inter-departmental communication its utilization Speed of communication (utilization of computers) Information processing (statistical) analysis and utilization of information Analysis Selection of important issues and improvement themes Appropriateness of analytical methods Utilization of statistical methods Linkage with industry-intrinsic technology Utilization of analysis results Action taken on improvement suggestions Standardization System of standards Methods of establishing, revising and abolishing standards Actual performance in establishing, revising and abolishing standards Contents of the standards Utilization of statistical methods Accumulation of technology Utilization of standards Control/management Management systems for quality and other related elements, such as cost and delivery (quantity) Control points and control items Utilization of statistical methods and concepts, such as control charts Contribution of QC circle activities Status of control/management activities In-control situation (Continued) Table II. Deming Application Prize checklist Characteristics, benefits and shortcomings
This article investigates the question of where the responsibility for promoting gender equality resides in the Chinese employment context. Utilizing Acker's (2006) inequality regimes framework, the study explores women's underrepresentation in management roles in China and explains the persistence of gender inequalities in managerial echelons of Chinese organizations. Based on 30 interviews with female managers, the findings demonstrate the marketization and individualization of gender equality in organizational activity. The existing gender inequality, and the lack of responsibility for tackling it, has been either legitimized by eluding to the commercial‐only focus of organizations or rendered invisible through a belief in individual choice as the determining factor of career progression for women. Gender inequality in management is also maintained through the compliance of female managers themselves with the presumed legitimacy of gender‐based differential access to managerial roles. References to culture and tradition, market forces, competitive pressures, and individual choices by female managers are often made in explaining the unequal career paths and outcomes for men and women in their organizations. Our findings contribute to the human resource management (HRM) literature by framing macrosocietal context as a dynamic and endogenous aspect of management of human resources in organizations and provide novel insights into the interplay between HRM and societal context. © 2016 Wiley Periodicals, Inc.
PurposeThe purpose of this paper is to examine the enterprise resource planning (ERP) implementation experiences of a leading Chinese enterprise. The objective is to provide Chinese enterprises implementing ERP with knowledge about ERP implementation critical success factors.Design/methodology/approachConstruction of a case study of the company using semi‐structured interviews of the principals involved in the ERP implementation process as well as examination of company documentation supported by literature.FindingsThe major findings of this paper are that the critical success factors for the case company for implementing ERP is similar to its Western counterparts, with the addition of an underpinning theme – cultural characteristics. This study found that when an attempt is made to adapt the implementation to the Chinese culture, management and style of the company, implementation is successful.Originality/valueThe value of this paper is that it presents companies wishing to implement ERP as well as vendors and consultants with a set of critical success factors that is applicable in China. Understanding the critical success factors would lead to a smoother implementation path. Although as a single case study the ability to generalise the findings is limited, support from literature and the experiences of the company before and after making changes to their ERP implementation add to the knowledge of ERP in China.
As organizations are downsized, re‐engineering and the span of control inflates, the need for self‐regulation and control grows. This need has seen the growth in the provision of internal auditing services in the UK. Demonstrates the linkage between ensuring quality by benchmarking, and the required vehicle for understanding the internal audit development needs of UK organizations. Shows the requirements by the use of nine organizations where internal auditing has been developed to give the organization a competitive advantage. Focuses on the critical success elements that are required by developing internal audit departments.
This paper presents the findings of a literature review and survey conducted on sport sponsorship in the UK. The paper seeks to establish relevant material published that addresses the issue of the transferability of techniques and skills from sports to business. The findings of the literature review highlighted the close relationship between the two mediums. The results of the sponsorship questionnaire showed evidence of the transference of mutually beneficial skills between the organisations offering the assistance, and the sporting organisation receiving the funding. The survey indicated that a majority of sports sponsoring organisations offered more than just monetary assistance to their beneficiaries. Sponsors also assisted with the management of specific events, and operated the complicated software and computer equipment required for the smooth running of the sporting activity. These organisations supplied the sports with key personnel, and highly skilled staff who were experts in their respective fields in marketing, public relations, corporate hospitality, and management.
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