Total Quality Management (TQM)

is a comprehensive and structured approach to organizational

management that seeks to improve the quality of products and
services through ongoing refinements in response to continuous
feedback. TQM processes are divided into four sequential categories:
plan, do, check, and act (thePDCA cycle). In theplanningphase,
people define the problem to be addressed, collect relevant data,
and ascertain the problem's root cause; in thedoingphase, people
develop and implement a solution, and decide upon a measurement
to gauge its effectiveness; in thecheckingphase, people confirm the
results
through
before-and-after
data
comparison;
in
theactingphase, people document their results, inform others about
process changes, and make recommendations for the problem to be
addressed in the next PDCA cycle.

According to TQM a quality product

comes from a quality process. This
means that quality should be built
into the process
MANAGERIALLEVELSANDSKILL
AND FUNCTION

Managers are organizational

members who are responsible for the
work performance of other
organizational members. Managers
have formal authority to use
organizational resources and to make
decisions. In organizations, there are
typically three levels of management:
top-level, middle-level, and first-level

These three main levels of managers form ahierarchy, in which

they are ranked in order of importance. In most organizations, the
number of managers at each level is such that the hierarchy
resembles a pyramid, with many more first-level managers, fewer
middle managers, and the fewest managers at the top level. Each
of these management levels is described below in terms of their
possible job titles and their primary responsibilities and the paths
taken to hold these positions. Additionally, there are differences
across the management levels as to what types of management
tasks each does and the roles that they take in their jobs. Finally,
there are a number of changes that are occurring in many
organizations that are changing the management hierarchies in
them, such as the increasing use of teams, the prevalence of
outsourcing, and the flattening of organizational structures.

1)FIRST-LINE
MANAGERS(orfirstlinesupervisors)arethosemanagershaving
theleastauthorityandareat thelowestlevel in
thehierarchyof
the
organization.First
linemanagersareat
thelowestlevel
of
managementandmanagetheworkofnonmanagerialindividualswhoareinvolvedwithth
eproductionor
creation
of
the
organization'sproducts.

They'reoftencalledsupervisorsbutmayalsobecalledline
managers,officemanagers,orevenforemen.Theyaredirect
lyresponsiblefortheworkof operating(nonmanagerial)employees.
a.Titlesofteninclude theterm,"supervisor."
b.Factorschangingthejobsoffirstlinemanagersincludeemphasisuponworkerparticipation
andteamworkandtheuseofcomputerstoregulatemanyactiviti
esformerly regulatedby first-linemanagers.
c.Thejobsoffirstlinemanagersarelikelytochangetowardagre
ateremphasisondealingwith internalhumanrelations.

2.Middle level managers

arethosemanagersbeneaththe top-levels of
thehierarchyanddirectlysupervise
othermanagersbelowthem.Itincludesalllevels
ofmanagementbetweenthefirst
linelevelandthetop level of the
organization.Thesemanagersmanagethework
of first-linemanagersandmayhavetitlessuch
as
departmenthead,projectleader,plantmanagers
,ordivisionmanager.

a.Typicaltitles include"manager,""directorof,""chief,"department
head,"and"division
head."
b.Middlemanagersaremainlyresponsibleforimplementingoverallo
rganizationalplanssothat
organizationalgoalsareachievedasexpected.
c.Theyplan,allocateresourcestomeetobjectivesandcoordinatean
dlinkgroups,departments,
anddivisionswithinacompany.
d.Theymonitorandmanagetheperformanceof
thesubunitsandindividualmanagerswho
reporttothem.
e.Implementchangesorstrategiesgeneratedbytopmanagers.
f.Themoderntrendof
addinglayersofmiddlemanagementisreversingascompaniesr
educe
thenumberoflevelsin themanagerialhierarchy.
g.Reducingthenumberoflevelsofmanagers'resultsingreaterp
owerandresponsibilityfor
thosemanagerswhoremain.
h.It is
predictedthattherewillbeincreasinglylessemphasisonhierarc
hicallevelsin organization

3.Topmanagers

are those managers at the very top levels of the

hierarchy who have the most authority and who are
ultimately responsible for the entire organization.
They are those who are responsible for making
organization-wide decisions and establishing the
plans and goals that affect the entire organization.
These individuals typically have titles such as
executive vice president, president, managing
director, chief operating officer, chief executive
officer, or chairman of the board.

a.Othertitles
include"chiefexecutiveofficer(CEO),""president,""executivevicepr
esident,"
"executivedirector,""seniorvicepresident,"andsometimes,"vicepr
esident."
b.Theyoverseeoverallplanningforthe
organization,workwithmiddlemanagersin
implementingandplanning,andmaintainoverallcontroloverthepro
gressof the
organization.
c.Inthosepubliccorporationthatselltheirstockto
thepublic,topmanagers'reporttothe
board ofdirectorswhosefunctionis torepresenttheinterestsof
thestockholders.
d. Theyareresponsiblefortheoveralldirectionof the
organizationandforcreatingthe
contextforchange
e.They develop inemployeestheattitudesof commitment
toandownership in the
company'sperformanceandcreateapositiveorganizational
culturethroughlanguageand
action.
f.Theboard ofdirectorsappoints

Functions
The basic managerial functions are controlling,
directing, organizing, planning and staffing.
1.The controlling function involves setting strategic
and operational goals, measuring the performance
of subordinates against these goals, and taking
corrective action when performance does not live
up to expectations.
2.In the directing role, managers communicate
operational goals, motivate employees to achieve
these goals, and provide regular feedback

3.The organizing function includes preparing schedules and

budgets, delegating authority, and coordinating research and
development activities.
4. The planning function relates to strategic activities, such as
formulating long-term plans, looking for acquisition opportunities
and planning overseas expansions.
5.The staffing function refers to human resource functions, such as
recruiting, selecting, hiring and training new staff.

ManagementSkills and Knowledge

A.Managersneedaknowledgebase.Thisknowledgebasepro
vides acontextforthemanager's
activities.Itcanincludeinformationaboutanindustryandits
technology,companypoliciesand
practices,companygoalsandplans,companyculture,
thepersonalitiesofkeyorganization
members,andimportantsuppliersandcustomers.

B.Managersneedthreetypesofkeyskillstoperformthe
dutiesandactivitiesassociatedwithbeing a manager.
1.Technicalskillsareskillsthatreflectbothan understanding
ofandaproficiencyin aspecialized
field.Technicalskillsinclude knowledge ofandproficiency in
acertainspecializedfield,suchas
engineering,computers,accounting,or
manufacturing.Theseskillsaremoreimportantatlower
levelsofmanagementsincethesemanagersaredealingdirectl
ywithemplo-yeesdoingthe organization'swork.
2.Humanskillsareassociatedwithamanager'sabilityto
workwellwithothersbothas amemberof
agroupandas aleaderwhogetsthings
donethroughothers.Becausemanagersdealdirectlywith
people,thisskilliscrucial!Managerswithgoodhumanskill
sareabletogetthebestoutoftheir
people.Theyknowhowtocommunicate,motivate,lead,a
ndinspireenthusiasmandtrust.These
skillsareequallyimportantatalllevelsofmanagement.

3.Conceptualskillsareskillsrelatedto theabilitytovisualizethe
organization as a whole,discern
interrelationshipsamongorganizationalparts,andunderstandhowt
he organizationfitintothe widercontextof
theindustry,community,andworld.Conceptualskillsaretheskills
managersmust
havetothinkandtoconceptualizeaboutabstractandcomplexsitua
tions.Usingtheseskills, managersmustbeableto see the
organization as a whole,understandthe relationshipsamong
varioussubmits,andvisualizehowthe
organizationfitsintoitsbroaderenvironment.

There are two primary forms of communication are

one-way communication and two-way
communication.
One-way communication in business is when the
business sends out a message to its customers or
employees, but doesnt accept responses from the
customers or employees. One-way communication is
important because it allows the business to share
information with the customers who can benefit from the
companys products or services. One of the most common
forms of one-way communications in business is
advertising, such as print ads in newspapers and
magazines
on billboards areoccurs
examples.
Two-way communication
when customers can
also respond to the company in business communication.
Social media marketing is a form of two-way
communication has gained in popularity because it not
only allows businesses to communicate with its prospects
and customers, but it also allows the prospects and
customers to respond.

The Importance of Communication in Business

Imagine trying to run a business where no one of your staff

communicates with each other. Departments would be out of
sync, no one would be quite certain what was going on, and it
would be impossible to work together on group projects. In
other words, a lack of communication would cause serious
efficiency problems, and at the end of the day thats money
out of the companys pockets. Taking the time to keep
everyone in the loop fixes all these issues, and for that reason
its absolutely essential for every company to stress
communication.
In todays digital age, communication is easily done in
several formats, but its also important to retain the ability
to verbally communicate as well.. Regardless of the style of
communication, there are numerous reasons to put an
emphasis on it at work.

1.
Unity
A company that works to develop strong communication with each
other is a united company. Each team member shares the same
goals in this case, and everyone knows what their co-workers have
on their plate. By simply keeping in touch on a regular basis,
everyone remains united and working together. This instills a
cooperative atmosphere rather than encouraging the idea of having
a bunch of individual people only looking out for themselves. All
companies have a vision for their success, and through
communication, that vision spreads to everyone. The result is a
happier, healthier workplace where things get done more efficiently
2.Feedback
and a bigger likelihood of retaining the top talent.
When communication is stressed, it creates an open environment
where everyone feels comfortable talking with each other. When
that level of comfort is present in a business, employees feel
confident that they can express their ideas about the work process
to each other and even to management. Feedback is a vital
component of communication, and it works both ways.
Management give feedback to the employees in regards to how
well theyre faring at their duties, and employees feel safe giving
feedback on how well the companys policies and procedures are
working. Communication is not communication if it only comes

Improves Customer Relationships

No business would succeed without customers, and every company
exists to serve them. Communicating with customers is every bit as
important as communication within the workplace. Thankfully, this is
easier today that its ever been, as there are a wide variety of ways to
keep in touch with your customer base. Consider this course on
connecting with your customer base through bloggingfor one
method, but no matter what method you use to reach out to your
customers, keeping constant communication going will bring your
company much closer with the ones that spend the money on your
products or services.

.Improves Employee Relationships

No friendship is ever formed without a good level of communication.

The more a companys employees communicate with each other, the
closer they will become naturally over time. Bear in mind that much
of communication takes place without the need for words, so its
important to master both verbal and non-verbal communication,
both in the written form as well as body language.

5.Enforcing Rules
Every business must have a code of policies and procedures that must
be followed in order for everyone to succeed. Maybe there is a specific
process for a task, for example, or maybe there are certain
consequences for underperforming. Either way, you want to make all
this very clear to your employees, and it isnt possible to do this
without strong communication skills.

6.Enhanced Innovation
No matter how skilled and talented the people at the top of
your company are, you can never have too many ideas. By
encouraging everyone at your business, whether big or small,
to openly share their thoughts without fear of being shut down,
you will quickly notice the employees that have the most to
add. Your best employees have ideas on how you can make
your business run even better, and its wise to give them a
chance to speak. A business can become more innovative
overnight just by working together to be good communicators,
and thats bad news for your competition and good news for
your revenue.

Different Types of Barriers to Effective

Communication
(1)Semantic Barriers. There is always a possibility of
misunderstanding the feelings of the sender of the message or
getting a wrong meaning of it. The words, signs, and figures used
in the communication are explained by the receiver in the light of
his experience which creates doubtful situations. This happens
because the information is not sent in simple language.
(i) Badly Expressed Message: linguistic chaos
(ii)Symbols or Words with Different Meanings: If the receiver
misunderstands the communication, it becomes meaningless.
(iii)Faulty Translation:
(iv) Unclarified Assumptions:
(v) Technical Jargon:.
(vi) Body Language and Gesture Decoding:

2. Structure of Organisation:
Nowadays the organisations are expanding to a greater extent and
taking giant shape having complex structure. Organisations have a
large- hierarchy, several specialists and complicated communication
network. This often leads to breakdown of communication link at any
level. This barrier can be overcome by making necessary
improvements in structure of organisation.
3. Status:
Status means the prestige or respect commanded by or attached to a
position or post or authority in the organization. Every organization
has several positions at each level of organizational hierarchy. Higher
level
positions of
attached
higher status.
4. Screening
Information:
On certain occasions the sender deliberately screens or edits the
message which seems favourable to the receiver. It is done to conceal
some faults or wrong doing. This is usually done by subordinates. They
do not put facts before their superiors and try to hide them. This leads
to misguiding the superior. In order to remove this obstacle superiors
should take subordinates into their confidence by interacting with them
and developing a good rapport and removing any kind of fear
whatsoever from the minds of subordinates.

5. Premature Evaluation:
Everyone perceives the events, situations and problems differently and
draw conclusions even before receiving the information. This attitude
on the part of receiver discourages the sender to send correct
information because he feels that it will become useless for the
receiver. This barrier to communication can be removed if people are
prevented from making perception on imagination.
6. Communication Gap:
Communication gap is created when an idea is not accurately
transmitted from one mind to another or when mutual understanding is
presumed. The communicators idea is not perfectly reproduced in the
mind of the receiver. This leads to creation of communication gap. In
order to avoid it the reasons for the same should be found out to
minimize it. It can be removed by not omitting the senders message,
the words carrying the same meanings and removing fear and distrust
from the mind of personnels.

Leadership
has been described as "a process of
social influencein which a person can enlist
the aid andsupportof others in the
accomplishment of a commontask.

Most of us are members of many different social groups, and several of

those groups have leaders. In this lesson, we define and discuss both
instrumental and expressive leadership in groups. We also cover three
leadership decision-making styles: authoritarian, democratic, and
laissez-faire.

Instrumental vs. Expressive Leadership

Instrumental leadershipfocuses on
achieving goals. Leaders who are dominantly
instrumental work to maintain productivity
and ensure that tasks are completed. They
make good managers because they get the
job done. However, they are often so focused
on the task that they can alienate other
members of the group.

Expressive leadership, on the other hand, focuses on maintaining

group cohesion.
Leaders who are dominantly expressive work to
maintain warm, friendly relationships and ensure the collective well-being
of the group. They make good bosses because they truly care for their
employees. However, they are sometimes lacking efficiency and
organizational skills.
Although most leaders are dominantly instrumental or expressive, both
styles are needed for groups to work effectively. So, the most effective
leaders have the ability to use the style that best fits the situation. They
can switch from being instrumental and focusing on the task, to being
expressive and focusing on collaboration, whenever they see a need.

Customer relationship management (CRM)

is a term that refers to practices, strategies and technologies that
companies use to manage and analyze customer interactions and data
throughout the customer lifecycle, with the goal of improving business
relationships with customers, assisting in customer retention and
driving sales growth. CRM systems are designed to compile information
on customers across different channels -- or points of contact between
the customer and the company -- which could include the company's
website, telephone, live chat, direct mail, marketing materials and social
media. CRM systems can also give customer-facing staff detailed
information on customers' personal information, purchase history,
CRM
software
buying
preferences and concern
CRM software consolidates customer information and documents
into a single CRM database so business users can more easily access
and manage it. The other main functions of this software include
recording various customer interactions (over email, phone calls, social
media or other channels, depending on system capabilities),
automatingvarious workflow processes such as tasks, calendars and
alerts, and giving managers the ability to track performance and
productivity based on information logged within the system.

Common features of CRM software include:

Marketing automation: CRM tools withmarketing automation
capabilities can automate repetitive tasks to enhance marketing
efforts to customers at different points in the lifecycle. For example,
as sales prospects come into the system, the system might
automatically send them marketing materials, typically via email or
social media, with the goal of turning a sales lead into a full-fledged
customer.
Sales force automation: Also known as sales force management,
sales force automationis meant to prevent duplicate efforts
between a salesperson and a customer. A CRM system can help
achieve this by automatically tracking all contact and follow-ups
between both sides.
Contact center automation: Designed to reduce tedious aspects
of a contact center agent's job,contact centerautomation might
include pre-recorded audio that assists in customer problem-solving
and information dissemination. Various software tools that integrate
with the agent's desktop tools can handle customer requests in
order to cut down the time of calls and simplify customer service

 Geolocation technology, or location-based services: Some CRM

systems include technology that can create geographic marketing
campaigns based on customers' physical locations, sometimes
integrating with popular location-based GPS apps. Geolocation
technology can also be used as a networking or contact
management tool in order to find sales prospects based on location.
The CRM technology market
The four main vendors of CRM systems areSalesforce.com,
Microsoft,SAPandOracle. Other providers are popular among
small- to mid-market businesses, but these four tend to be the
choice of large corporations.
Put automation technology to effective use in the contact center
On-premises CRM puts the onus of administration, control, security
and maintenance of the database and information on the company
itself. With this approach the company purchases licenses up front
instead of buying yearly subscriptions. The software resides on the
company's own servers and the user assumes the cost of any
upgrades and usually requires a prolonged installation process to
fully integrate a company's data. Companies with complex CRM
needs might benefit more from an on-premises deployment.

With cloud-based CRM

also known asSaaS(software-as-a-service) or on-demand CRM -data is stored on an external, remote network that employees can
access anytime, anywhere there is anInternetconnection, sometimes
with a third-party service provider overseeing installation and
maintenance. The cloud's quick, relatively easy deployment capabilities
appeals to companies with limited technological expertise or resources.

Data security
is a primary concern for companies using a cloud-based system
since the company doesn't physically control the storage and
maintenance of its data. If the cloud provider goes out of business or is
acquired by another company, a company's data can be compromised
or lost. Compatibility issues can also arise when data is initially
migrated from a company's previous system to the cloud. Finally, cost
may be a concern, since paying subscription fees for software can be
more costly than on-premises-based models.

Open sourceCRM programs

makesource codeavailable to the public, allowing companies to
make alterations with no cost to the company employing it. Open
source CRM systems also allow the addition and customization of data
links to social media channels, assisting companies looking to improve
social CRMpractices. Vendors such as SugarCRM are popular choices
in the open source market.
Adoption of any of these CRM deployment methods depends on a
company's business needs, resources and goals, since each has
different costs associated with it.

Trends
Traditionally, data intake practices for CRM systems have
been the responsibility of sales and marketing
departments as well as contact center agents. Sales and
marketing teams procure leads and update the system
with information throughout the customer lifecycle and
contact centers gather data and revise customer history
records through service call and technical support
interactions. The advent of social media and the
proliferation of mobile devices has caused CRM providers
to upgrade their offerings to include new features that
cater to customers who use these technologies.

REPORTERS
JIMMY GALCON
REXTON NICOLAS
CLARIZZA VALDEZ
EDNALYN CABREROS
JONA TOMECWA