___________ are the most important customers. A ___________ is one who buys repeatedly from the same organization. Customers who are satisfied with the quality of their purchases from an organization become this kind of customer. Therefore, customer satisfaction is essential.

(a)  

(a)   is ensured by producing high quality products. It must be renewed with every new purchase. This cannot be accomplished if quality, even though it is high, is static. Satisfaction implies continual improvement. Continual improvement is the only way to keep customers satisfied and loyal.

(a)   Information collected will be analyzed by a team with representatives from the following departments design, production, quality, marketing, and accounting.

Before implementing the entire information-gathering plan,it is a good idea to conduct a smaller pilot study involving just a few customers. This will identify problems with the information gathering methodology that should be corrected before you proceed on a larger scale. After the methodology has been appropriately refined, gather information in a timely manner.

(a)  

(a)   is sometimes misunderstood as one of the basic strategies used total quality setting. It does not mean asking customers what new products should be invented Customers will not tell an organization what product to produce, but they will tell the organization what they think of its products.

By knowing a customer's operations, suppliers might be able to modify their products to fit in better with the customer's operations. They might also be able to add attributes that will make the product even more attractive to the customer.

(a)  

By knowing a customer's operions, suppliers might be able to propose process modifications that will improve its productivity.

(a)  

By knowing a castorner's operations, suppliers might learn facts that lead to internal improvements in quality, productivity, and design in their own organizations.

(a)  

is more than just sending out surveys. (a)   is part of a process that leads to continual improvements in the organization that, in turn, result in customer satisfaction.

The process used to determine what is important to customers is called (a)   .

(a)   strategies will help organizations operationalize the philosophy of turning customers into partners.

High-profitability/short-term customers. They don't stay around long.

(a)  

High-profitability/long term customers and they are loyal.

(a)  

Low-profitability/ short-term customers and make no in vestment in the relationship.

(a)  

Low-profitability/ long-term customers. If they don't have buying potential, impose strict cost controls on their account.

(a)  

In the course of studying product innovation across many industries, we have discovered that a number of companies have adopted an intriguing approach, which at first seems counterintuitive. Essentially, these companies have abandoned their efforts to understand exactly what products their customers want and have instead equipped them with tools to design and develop their own products, ranging from minor modifications to major new innovations. The user-friendly tools, often integrated into a package we call a "tool kit for customer innovation," deploy new technologies like computer simulation and rapid prototyping to make product development faster and less expensive.

(a)  

"Watch Out, Here Comes Another One" - A short-lived management strategy.

(a)  

(a)   is about managers and supervisors asking for their employees' help.

______________ is about getting employees to help themselves each other and the company ______________ is an effective way to maintain a high level of motivation among employees. It helps the employees develop a sense of ownership of their jobs.

(a)  

How will empowerment affect their future? Unions work like a democracy. They hold elections for officers who make decisions on behalf of members, giving workers more power on the job.

(a)  

"Knowledge is Power" by controlling access to knowledge as well as the day-to-day flow of knowledge, managers can maintain power over employees.

(a)  

Managers tell to the employee what they should do, when they are told, and how they are told.

(a)  

People who become managers may be understably word of their status and protective of the perquisites that accompany it. "im the boss attitude"

(a)  

Frederick Taylor-founder of "scientific management" Many of today's managers were educated and trained by modern disciples of Frederick Taylor.

(a)  

Old School Managers are often found to become more task oriented than people oriented

(a)  

The inhibitors of employee empowerment that receives little attention in the literature

is workforce readiness. You need to be ready to empowered. Empowering employees who are

not prepared for the responsibilities involved can be worse than not empowerment them all.

The more highly educated the workforce, the more ready its members will be empowerment.

(a)  

Being consistency supportive of empowerment and reinforcing it in tangible ways.

(a)  

(a)   promoting empowerment by being a consistent role model, mentor and trainer.

Monitoring constantly to ensure that employees are being empowered and acting quickly on employees recommendations.

(a)  

Managers serve as catalysts in drawing out group members. Participants are encouraged to share any ideas that come to mind. All ideas are considered valid.

(a)  

(a)   is the phenomenon that exists when people in a group focus more on reaching a decision than on making a good decision.

(a)   is the phenomenon that exists when group members exaggerate their initial position, hoping that the eventual decision will be what they really want.

(a)   is a group of employees that meets regularly for the purpose of identifying, recommending, and making workplace improvements.

This vehicle is perhaps the oldest method used for collecting employee input and feedback. It once consisted of placing receptacles in convenient locations into which employees may put written suggestions.

(a)  

Simply walking around the workplace and talking with employees can be an effective way to solicit input.

(a)  

The extreme lefthand position (zero) on the continuum represents the old management philosophy that managers think and employees work .

(a)  

(a)   on the continuum is employee involvement. Organizations that practice employee involvement provide various mechanisms that allow employees to submit input concerning decisions that affect them.

(a)   on the continuum is employee empowerment. Organizations that practice employee empowerment don’t just allow employee input—they actively seek it. Empowerment is an active approach in which employee input is sought and used.

(a)   on the continuum is employee enlistment . Enlistment goes beyond empowerment in that it not only allows employees to own their jobs and to innovate, but also expects them to do so.

(a)   is the ability to formulate a worthy vision and inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals.

Good leaders are committed to both the job to be done and the people who must do it, and they are able to strike the appropriate balance between the two.

(a)  

Good leaders project a positive example at all times.

(a)  

According to the book (a)   of (Managing for the Future: The 1990s and Beyond), he point that leadership is not a function of charisma.

(a)   is leadership from the perspective of total quality. It is about applying the principles of leadership set forth in the preceding section in such a way as to continually improve the performance of people, processes, and products.

Leadership for quality requires a customer focus.

(a)  

Obsession with quality is an attitude that must be instilled and continually nurtured by leaders in an organization.

(a)  

Leadership for quality requires that work processes be analyzed to determine their appropriate structural makeup

(a)  

Control in a total quality setting refers to human control of work methods and

processes.

(a)  

One of the most important responsibilities of a leader is to articulate the organization’s mission clearly and accurately

(a)