By Institute of Leadership & Mana

With 40 good established and straightforward to persist with themes to select from, each one workbook has a variety of case reports, questions and actions to fulfill either a person or organization's education wishes. even if learning for an ILM qualification or seeking to improve the abilities of your staff, large sequence offers crucial strategies, frameworks and strategies to aid administration and management improvement.

* built through the ILM to aid their point three Introductory certificates and certificates in First Line administration
* Well-structured and simple to stick to
* totally revised and up to date

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Additional info for Achieving Quality Super Series, Fourth Edition (ILM Super Series)

Sample text

The numbering of the remaining sections and headings in this Session (Sections 4, 5, 6, 7 and 8) corresponds exactly to that used in the standard. 1 General requirements An organization should identify and describe the processes that it wants to make up its quality system, and then use and manage those processes. The performance of the system should be monitored and improved where necessary. For example, if your staff regularly write letters to customers you probably expect them to do a spell check before they send their letters.

External bodies may set legal requirements or industry standards that your product has to meet. Obviously you can’t ignore these because you cannot sell illegal products and you want to be at least as good as the competition. Your organization’s own requirements cannot be ignored. For instance, although the customer may not care if your product bears your company logo and contact details, it is likely to be a very good idea for your organization’s marketing purposes. Perhaps the most important organizational requirement is cost: you may be able to produce what a customer wants, but not at a profit.

1 Management commitment Top management should be heavily involved in the quality management system and give it their unqualified support. Case histories show that good initiatives in organizations often fail because of lack of commitment from the principal decision makers. For instance, top managers may encourage early attempts to implement a quality management system but not be willing to provide resources (people, time, new equipment) to maintain the system, in the longer term. Or, as a quick fix, in a crisis they may endorse activities that undermine the quality policy.

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