Notes, summaries, assignments, exams, and problems for Other subjects

Site Assessment

Site assessment is a process that aims to determine the effectiveness and efficiency with which resources have been utilized within an organization or project.

Leadership

Leadership is the process of influencing and supporting others to work with enthusiasm in achieving common goals. It is defined as the ability to take initiative, manage, convene, promote, encourage, motivate, and evaluate a group or team.

Indicator

An indicator is a quantitative or qualitative variable that describes a specific aspect of an intervention, helping to assess what has been achieved against a reference point or target.

Leader

A leader is a person who directs a group toward the achievement of a common goal. They possess authority over a group and are capable... Continue reading "Essential Management & Planning Terminology" »

Quality Management Systems

Traceability

Traceability is the ability to trace the history, application, and location of what is under consideration. It serves to:

• Find where a product is.
• Identify the materials used in the manufacture of a product.
• Demonstrate the performance of planned inspections and tests.
• Find the causes of nonconformities.

Compulsory Procedures

Document Control

A documented procedure defining the controls needed to approve, revise, and update documentation when necessary. Documents must be legible and readily identifiable, ensure that changes are identified, and prevent the use of obsolete documents.

Control Records

A documented procedure defining the controls required to identify, store, protect, retrieve, retain, and dispose of... Continue reading "Quality Management Systems: Traceability, Audits, and Key Processes" »

Project Implementation: Definition

Implementation is the common thread of understanding between the units involved in the project execution.

Objectives of Project Implementation

1. Establish a detailed and chronological sequence of activities that correspond to the implementation phase of a project.
2. Concrete investment and financing disbursements.
3. Provide as much detail as possible regarding the provisions in the estimated schedule of activities to coordinate the procurement of materials and equipment.
4. Design a viable and coherent pattern in terms of time, physical, material, human, institutional, and financial aspects of the project.

Requirements for an Implementation Plan

1. Description of the program and scope.
2. Description of the execution works.
3. Description

Organizational Communication Networks

Formal Networks

Formal networks follow the path laid by the hierarchy of roles defined in the organizational plan, encompassing both ascending and descending communication.

Informal Networks

Informal networks emerge within an organization without prior planning and operate outside official channels, often skipping formal protocols.

They are flexible, fast, and can transmit accurate information. Their diffusion does not follow a strict chain, but rather each link tends to form a cluster. A negative attribute is that these networks are sometimes used to spread false rumors.

Communication Flow Directions

Descending Communication

Its primary goal is to convey instructions, orders, and objectives. It is used to motivate,... Continue reading "Communication Flows and Foundational Management Theories" »

Factors Affecting Production Quality

Process Control Issues

Errors can be caused by poor material quality or non-conformity of the materials used.

Production Variables

Key inputs include technology, human resources, processes, electricity, fuel, oil, etc.

Design Control Challenges

Problems were detected arising from the design itself, particularly when specifications were impossible to meet with available resources.

The Imperative of Continuous Improvement

In today's competitive market, achieving excellence is essential. This can only be attained through the continuous improvement of products and/or services.

Insights from Quality Management Pioneers

Great quality gurus include Crosby, Shewhart, Ishikawa, Taguchi, and others, but perhaps most notably,... Continue reading "Deming's 14 Points & Quality Management Fundamentals" »

Leadership Styles

By Social Climate

• Authoritarian
• Democratic
• Laissez-faire

By Decision-Making Process

• Autocratic
• Consultative
• Group-oriented

Characteristics of Work

Theory X

• Concrete
• In installments
• Planned
• Controlled

Theory Y

• Autonomous
• Responsible
• Intrinsically interesting

Maturity Levels & Management Styles

• M1: Not knowing, not wanting (Directors)
• M2: Wanting, not knowing (Persuasive)
• M3: Knowing, not wanting (Participatory)
• M4: Knowing and wanting (Delegator)

Method for Defining Leadership Style

1. Determine the maturity level of work.
2. Identify the appropriate leadership style.
3. Modify maturity levels (if necessary).
4. Apply appropriate power bases to the maturity level (from M4 to M1):
   • Expert
   • Informational
   • Relational
   • Legitimacy
   • Reward
   • Connection
   • Coercive

Work Teams

Permanent

Item 20: Current Trends in Company Management

20.1 Introduction

In business, there are tangible and intangible activities. An important part of the intangible activities is shaped by the knowledge that the organization and the people who own and integrate this knowledge. This is part of the company's strategy, since it is an integral element in the process of creating value for organizations, whether public or private.

20.2 Knowledge Management

The traditional productive resources (time, labor, and capital), along with information technologies, are transferred by an element that enhances the innovative activity of individuals and organizations: knowledge. Knowledge aims to drive and enhance. Drucker says that the basic productive resource in this... Continue reading "Knowledge Management in Modern Business" »

Steps to Implement Quality Circles

To successfully establish Quality Circles within an organization, follow these essential steps:

1. Secure Commitment from Top Management: High-level management must be genuinely interested and supportive of the initiative.
2. Conduct Site Visits: Executives, middle managers, and future circle leaders should visit other companies where Quality Circles are already successfully implemented.
3. Appoint a Coordinator: Select a dedicated person within the company to be responsible for promoting and coordinating the Quality Circles program.
4. Train Future Leaders: The company must provide comprehensive training on Quality Circle principles and tools to future leaders. Initially, it is desirable for these leaders to be supervisors

Security Strategy

The safety officer or consultant designs the security strategy. Based on the security policy set by the board of directors, organizational challenges, and perceived threats from both external and internal environments, they determine long-term goals and objectives, adopt courses of action, and allocate necessary resources. This strategy is a precursor to developing a comprehensive safety program. Ultimately, formulating a strategy is the conviction that operational safety is achievable—a justified belief that a feared event will not occur in the foreseeable future.

Bellacicco's Definition

Bellacicco defined a problem as the gap between the initial state (S0) and the desired end state (S1), characterized by different courses... Continue reading "Hotel Security Strategies: Protecting People, Property, and Operations" »