Q1

1 - Be Proactive
roles and relationships in life.
2 - Begin with the End in Mind
envision what you want in the future so that you know concretely what to make a reality.
3 - Put First Things First
A manager must manage his own person. Personally. And managers should implement activities that
aim to reach the second habit. Covey says that rule two is the mental creation; rule three is the
physical creation.

Interdependence[edit]
The next three habits talk about Interdependence (e.g. working with others):
4 - Think Win-Win
Genuine feelings for mutually beneficial solutions or agreements in your relationships. Value and
respect people by understanding a "win" for all is ultimately a better long-term resolution than if only
one person in the situation had gotten his way.
5 - Seek First to Understand, Then to be Understood
Use empathic listening to be genuinely influenced by a person, which compels them to reciprocate the
listening and take an open mind to being influenced by you. This creates an atmosphere of caring, and
positive problem solving.
6 - Synergize
Combine the strengths of people through positive teamwork, so as to achieve goals that no one could
have done alone.

Continuous Improvements[edit]
The final habit is that of continuous improvement in both the personal and
interpersonal spheres of influence.
7 - Sharpen the Saw
Balance and renew your resources, energy, and health to create a sustainable, long-term, effective
lifestyle. It primarily emphasizes exercise for physical renewal, prayer (meditation, yoga, etc.) and
good reading for mental renewal. It also mentions service to society for spiritual renewal.

Q2.
The external customer is the ultimate consumer of the company's goods or services, but the
internal customer only facilitates the delivery to the external customer. The internal customer
can be a coworker within the company, such as a worker in a different department. An internal
customer can be part of an external organization that is intimately linked in with the company by
providing services such as delivery of the goods to the external customer.
Ultimately, an external customer has the option of taking his needs to another company if he is
unsatisfied with the present one, but an internal customer is likely to have a binding contract to
the company.

Q3.
What is a Vision Statement?
A Vision Statement:

Defines the optimal desired future state - the mental picture - of what an organization
wants to achieve over time;

Provides guidance and inspiration as to what an organization is focused on achieving in

five, ten, or more years;

Functions as the "north star" - it is what all employees understand their work every day
ultimately contributes towards accomplishing over the long term; and,

Is written succinctly in an inspirational manner that makes it easy for all employees to
repeat it at any given time.

Leaders may change, but a clearly established Vision encourages people to focus on what's
important and better understand organization-wide change and alignment of resources.
Defining an organization's Vision is not always easy for senior leadership to do. James M.
Kouzes and Barry Z. Posner wrote an article about this challenge for Harvard Business Review,
"To Lead, Create a Shared Vision(link is external)."
Kouzes and Posner, also creators of "The Leadership Practices Inventory," analyzed responses
from over one million leaders about this. The data indicated that one of the things leaders
struggle with the most is "communicating an image of the future that draws others in - that
speaks to what others see and feel." Kouzes and Posner's research also indicated that "being
forward-looking - envisioning exciting possibilities and enlisting others in a shared view of the
future - is the attribute that most distinguishes leaders from non-leaders."
Examples of effective Vision statements include:
Alzheimer's Association: "Our Vision is a world without Alzheimer's disease."

Avon: "To be the company that best understands and satisfies the product, service and selffulfillment needs of women - globally."
Norfolk Southern: "Be the safest, most customer-focused and successful transportation
company in the world."
Microsoft: "Empower people through great software anytime, anyplace, and on any device."
Reston Association: "Leading the model community where all can live, work, and play."
What is a Mission Statement?
A Mission statement:

Defines the present state or purpose of an organization;

Answers three questions about why an organization exists -

WHAT it does;
WHO it does it for; and
HOW it does what it does.

Is written succinctly in the form of a sentence or two, but for a shorter timeframe (one to
three years) than a Vision statement; and,

Is something that all employees should be able to articulate upon request.

Some businesses may refine their Mission statement based on changing economic realities or
unexpected responses from consumers. For example, some companies are launched to provide
specific products or services; yet, they may realize that changing WHAT they do, or WHO they
do it for, or HOW they do what they do, will enable them to grow the business faster and more
successfully. Understanding the Mission gives employees a better perspective on how their job
contributes to achieving it, which can increase engagement, retention, and productivity.
Having a clearly defined Mission statement also helps employees better understand things like
company-wide decisions, organizational changes, and resource allocation, thereby lessening
resistance and workplace conflicts.
Examples of effective Mission statements include:

Erie Insurance: "To provide our policyholders with as near perfect protection, as near perfect
service as is humanly possible and to do so at the lowest possible cost."
NatureAir: "To offer travelers a reliable, innovative and fun airline to travel in Central America."
Nissan: "Nissan provides unique and innovative automotive products and services that deliver
superior, measurable values to all stakeholders in alliance with Renault."
Quality policy statement
In quality management a quality policy is a document jointly developed by management and quality experts to
express the quality objectives of the organization, the acceptable level of quality and the duties of specific
departments to ensure quality.[1] [2] Quality policy management is a long term strategic issue and often has a 10
year scope.[3]
Section 5.3 of the ISO 9001 standard requires a written, well defined quality policy that is communicated and
understood within an organization. Section 5.3 also sets out some of the requirements for quality policies. [4]

Q4
The ISO 9000 family of quality management systems standards is designed to help organizations ensure that
they meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements
related to a product.[1] ISO 9000 deals with the fundamentals of quality management systems, [2] including the
eight management principles upon which the family of standards is based. [2][3] ISO 9001 deals with the
requirements that organizations wishing to meet the standard must fulfill. [4]
Third-party certification bodies provide independent confirmation that organizations meet the requirements of
ISO 9001. Over one million organizations worldwide[5] are independently certified, making ISO 9001 one of the
most widely used management tools in the world today. However, the ISO certification process has been
criticized[6][7] as being wasteful and not being useful for all organizations

requirements of ISO 9000

This is a summary of principle requirements of ISO 9000. Use it to explain to managers and others what ISO requires
and why. Most of these requirements are just common sense, and yet, many organizations fail to use that common
sense.

1. Management Responsibility

3. Contract Review

The quality policy shall be defined,

documented, understood, implemented
and maintained.

Responsibilities and authorities for all

personnel specifying, achieving and
monitoring quality shall be defined.

Incoming contracts (and purchase orders)

shall be reviewed to see whether the
requirements are adequately defined,
agree with the bid and can be supplied.

4. Design Control

In-house verification resources shall be

defined, trained and funded.

The design project shall be planned.

A designated management person sees

that the Q91 program is implemented and
maintained.

Design input parameters shall be defined.

Design output, including crucial product

characteristics shall be documented.

Design output shall be verified to meet

input requirements.

Design changes shall be controlled.

2. Quality System

Procedures shall be prepared.

Procedures shall be implemented.

Q5.
Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It is a proven
technique to guarantee survival in world-class competition. Only by changing the actions of management
will the culture and actions of an entire organization be transformed. TQM is for the most part common
sense. Analyzing the three words, we have
Total

Quality-

Made up of the whole

Degree of excellence a product or service provides.

Management- Act, art, or manner of handling, controlling, directing, etc

Therefore, TQM is the art of managing the whole to achieve excellence. The Golden Rule is a simple but
effective way to explain it: Do unto others as you would have them do unto you.

Basic Concepts of TQM

While there are significant differences among the theorists and their approaches to implementation, they
share basic concepts that are the foundation of TQM.
Continuous Improvement of Quality:

Fundamental to all TQM systems is improving the quality of the products and services provided by an
organization. Such quality improvement results in greater productivity and enhances the ability of an
organization to remain vital, employ people, and serve customers. A focus on continuous quality
improvement helps an organization do things right.
Central Focus on the Customer:
Also central to all TQM is a focus on the customer, the internal and external recipients of an organizations
products. Their needs and desires define quality for the producer whose job it is to meet or exceed the
customers needs and expectations. A focus on customers helps an organization to do the right things.
Systematic Improvement of Operations:
All work occurs in processes that begin and end somewhere. These work processes account for 80- 85
percent of the quality of work and productivity of employees. Management is responsible for systems within
an organization; therefore, managers, not employees, must shoulder blame when something goes wrong
with the system.
Open Work Environments:
Continuous quality improvement requires an atmosphere for innovation where suggestions for improvement
are solicited and respected and where supervisors and managers are open to disagreement, conflict, and
challenge. Activities for the improvement of work processes, especially when teams are involved, help to
break down barriers that occur between departments or between supervisors and those supervised.
Long- Term Thinking:
TQM is also characterized by long- term thinking which helps mold the future by understanding the
consequences of current actions. Such thinking requires decision making that is based on data, both hard
and soft, and related to real problems, not symptoms. It requires time. It shies away from quick fixes arrived
at by discussion and intuition. Long- term thinking works best in organizations where managers plan to stay,
and thus have a stake in the consequences of their decisions.
Development of Human Resources:
Organizations that follow TQM principles are organized to help people do their jobs; they are seriously
committed to employee learning and development. Such development begins with a thorough orientation to
the organization, including its mission, values, and information about where the job fits into the organization.

It involves educating people to perform to the quality standards of a specific job before requiring them to
work independently.
Management Responsibility for TQM Leadership:
Managers need to lead the transformation of the organization to the new culture of continuous quality
improvement. They must accept personal responsibility for continuous quality improvement and be
dedicated to empowering others in the organization to accept personal responsibility for it, too. This
approach taps the collective genius of the organization to identify and solve problems. The leaders focus is
on policy, structure, and systems to sustain continuous quality improvement. Within this context, quality is
the first among equals of the organizations functions. Quality is at the top of the agenda for every meeting,
every communication. The leaders goal is to help people, things, and machines do a better job; the leaders
role is that of facilitator, catalyst, and coach.

Q9
n obstacle (also called a barrier, impediment or stumbling block) is an object, thing, action or situation that
causes an obstruction. There are, therefore, different types of obstacles, which can be
physical, economic, biopsychosocial, cultural, political, technological or even military.

Physical barriers
As physical obstacles, we can enumerate all those physical barriers that block the action and prevent the
progress or the achievement of a concrete goal. Examples:

architectural barriers that hinder access to people with reduced mobility;

doors, gates, and access control systems, designed to keep intruders or attackers out;

large objects, fallen trees or collapses through passageways, paths, roads, railroads, waterways or
airfields, preventing mobility;

sandbanks, rocks or coral reefs, preventing free navigation;

hills, mountains and weather phenomena preventing the free traffic of aircraft;

meteors, meteorites, micrometeorites, cosmic dust, comets, space debris, strongelectromagnetic

radiation or gravitational field, preventing a spacecraft from navigating freely in space.

Barriers in sports
In sports, a variety of physical barriers or obstacles were introduced in the competition rules to make them even
more difficult and competitive:

in the athletics, there are barriers in obstacle running contests of 110 meters and 3000 meters, as well
as in high jump and in pole vault;

in equestrian competitions, there are also jumps over obstacles;

in tennis and volleyball, a net stands as an obstacle that divides the court;

in the cycling, motorcycle and motor racing, circuit designs are interposed with difficult paths to
obstruct and render more difficult the competition;

in team sports, like soccer, football, basketball and volleyball, attack players are hampered by
defensive players, that make it difficult to move or throw the ball towards the goal;

in other sports, such as Parkour, the competitor aims to move from one point to another in the most
fluid and fast as possible, jumping obstacles of urban architecture that get in the way.

Economic barriers
Can be defined as those elements of material deprivation that people may have to achieve certain goals, such
as:

the lack of money as an obstacle to the development of certain projects;

the lack of water as an obstacle to human capacity to produce certain crops on the field and to their
own survival;

the lack of light as an obstacle to mobility at night;

the lack of electricity as an obstacle to the benefits provided by electronic devices and electrical
machines;

the lack of schools and teachers as obstacles to education and the fullness of citizenship;

the lack of hospitals and physicians as obstacles to a system for the improvement ofpublic health;

the lack of transportation infrastructure as an obstacle to trade, industrial and tourism activities, among
others, and toeconomic development.

Biopsychosocial and cultural barriers

People are prevented to achieve certain goals by biological, psychological, social or cultural barriers, such as:

diseases, as obstacles to human life in its fullness;

physical disabilities as obstacles to the mobility of handicapped, which can be facilitated

by accessibility resources;

shyness as an obstacle to social relations;

fear as an obstacle that prevents facing potential enemies or socio-political opponents, or facing
possible economic barriers;

social exclusion or the arrest of individuals as obstacles to socio-cultural integration into a community;

the lack of psychomotor coordination as an obstacle to the development of qualifiedabilities;

the level of mastery of the spoken idiom, or the differences between the spoken languages, as barriers
to national or international social relations;

the different religions as obstacles to the mutual moral understanding orinterreligious dialogue,
nationally or internationally;

Political barriers
Obstacles or difficulties which groups of citizens, their political representatives, political parties or countries
interpose to each other in order to hinder the actions of certain of their opponents, such as:

the prevention of a political minority group to achieving their aspirations in the parliament by the
politically dominant voting majority, in the legislative procedure;

the ideological repression, persecution and imprisonment for political reasons;

the blocking of the international political and economic influence of a country by a multilateral treaty or
alliance between countries opposed to such influence.

Technological barriers
The improvement of living conditions of any human community is constantly challenged by the need of
technologies still inaccessible or unavailable, which can be internally developed or acquired from other
communities that have already developed them, and in both cases must overcome such barriers as:

in the technology transfer between different countries, the trade and diplomatic negotiating skills with
the countries which are providers of the desired new technologies;

in the internal development approach, the educational level of the community or country, the
accessible collection of specialized information, their technological and industrial base, their institutional
level of scientific and technological research, development and innovation, and the level of practiced
international collaboration.

Military barriers
When different communities or countries, which border or not, can not develop good relations, for economic,
cultural or political reasons, they may exceed the limits of diplomatic negotiations, creating military defensive or
offensive obstacles to their opponents or enemies, such as:

blocking or destroying physical resources or logistic interconnections, such as bridges, highways, ports
or airports, creating barriers to migration, trade, tourism, etc.;

the invasion of the opponent's territory, seeking to block, destroy or use physical, logistical or strategic
resources, in order to hinder existing threats.

Q10
The Malcolm Baldrige National Quality Award is the national quality awardthat recognizes U.S.
organizations in the business, health care, education, and nonprofit sectors for performance excellence. The
Baldrige Award is the only formal recognition of the performance excellence of both public and private U.S.
organizations given by the President of the United States. It is administered by the Baldrige Performance
Excellence Program, which is based at and managed by the National Institute of Standards and Technology, an
agency of the U.S. Department of Commerce. Up to 18 awards may be given annually across six eligibility
categoriesmanufacturing, service, small business, education, health care, and nonprofit. As of 2014, 105
awards have been presented to 99 organizations (including six repeat winners). [1]
The Baldrige Performance Excellence Program and the associated award were established by the Malcolm
Baldrige National Quality Improvement Act of 1987 (Public Law 100107). The program and award were
named for Malcolm Baldrige, who served as United States Secretary of Commerce during the Reagan
administration, from 1981 until Baldriges 1987 death in a rodeo accident. In 2010, the program's name was
changed to the Baldrige Performance Excellence Program to reflect the evolution of the field of quality from a

focus on product, service, and customer quality to a broader, strategic focus on overall organizational quality
called performance excellence.[2]
The award promotes awareness of performance excellence as an increasingly important element in
competitiveness. It also promotes the sharing of successful performance strategies and the benefits derived
from using these strategies. To receive a Baldrige Award, an organization must have a role-model
organizational management system that ensures continuous improvement in delivering products and/or
services, demonstrates efficient and effective operations, and provides a way of engaging and responding to
customers and other stakeholders. The award is not given for specific products or services.