According to new syllabus of PCI M.Pharm 1st sem. students can directly utilize this ppt for their study. As per PCI new syllabus QA STUDENTS find this ppt very use full.
According to new syllabus of PCI M.Pharm 1st sem. students can directly utilize this ppt for their study. As per PCI new syllabus QA STUDENTS find this ppt very use full.
Deals in detail about total quality management (TQM) in all aspects of industries to be followed for optimum quality production and human resource management.
Quality audit is defined as a systematic and independent examination to determine whether activities and related results comply with planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve objectives Quality audit means a systematic examination of a quality system
Quality audits are typically performed at defined intervals
.Definition
Objectives
Difference between Quality audit and Periodic evaluation
Self inspection
Types of Quality Audit
Role OF GMP Audit in QA and QC programmes
Elements of a Systemic Audit program
Dr. V. S. Kashikar
This presentation include QUALITY AS STRATEGIC DESIGN of subject Quality Management System for both B. Pharmacy and M. Pharmacy(pharmaceutical quality assurance).
Deals in detail about total quality management (TQM) in all aspects of industries to be followed for optimum quality production and human resource management.
Quality audit is defined as a systematic and independent examination to determine whether activities and related results comply with planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve objectives Quality audit means a systematic examination of a quality system
Quality audits are typically performed at defined intervals
.Definition
Objectives
Difference between Quality audit and Periodic evaluation
Self inspection
Types of Quality Audit
Role OF GMP Audit in QA and QC programmes
Elements of a Systemic Audit program
Dr. V. S. Kashikar
This presentation include QUALITY AS STRATEGIC DESIGN of subject Quality Management System for both B. Pharmacy and M. Pharmacy(pharmaceutical quality assurance).
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
In this SlideShare, Richardson discusses how decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. Richardson analyzes how to Driving Key Account Growth by Planning and Execution to Access the White Space.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
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We specializes in exporting high quality Research chemical, medical intermediate, Pharmaceutical chemicals and so on. Products are exported to USA, Canada, France, Korea, Japan,Russia, Southeast Asia and other countries.
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...
Quality as a strategic decision
1. Quality As A Strategic Decision
Presenter:
Amruta Balekundri
M.Pharm 1st semester,
Department of Pharmaceutical
Quality Assurance,
KLE College of Pharmacy,
Belagavi.
1
2. CONTENTS:
• Meaning of Strategy
• Strategic quality management
• Vision & Mission Statement
• Quality policy
• Quality Objectives
• Strategic Planning & Implementation
• McKinsey 7s Model
• Competitive analysis
• Management commitment to Quality
2
3. Meaning of Strategy:
• A method or plan chosen to bring about a desired future, such
as achievement of a goal or solution to a problem.
• The art and science of planning and marshalling resources for
their most efficient and effective use. The term is derived from
the Greek word for generalship
3
4. Strategic quality management:
The adoption of a Quality Management System should be a
strategic decision made by the organization's top management.
Top management must provide evidence and demonstrate their
commitment to the QMS and continual improvement by:
• Communicating the importance of meeting customer and any
regulatory requirements.
• Ensuring that quality objectives are established.
• Performing Management review.
• Providing appropriate resources.
4
5. Vision & Mission Statements:
• Creating your organization's vision and mission statements are
the first two steps in the action planning process.
• Developing a vision and mission statement is crucial to the
success of community initiatives.
• These statements explain your group's aspirations in a concise
manner, help your organization focus on what is really
important, and provide a basis for developing other aspects of
your strategic plan.
5
6. WHAT IS A VISION STATEMENT?
• Your vision is your dream. It's what your organization
believes are the ideal conditions.
• Whatever your organization's dream is, it may be well
articulated by one or more vision statements.
• Vision statements are short phrases or sentences that
convey your company's hopes for the future. By
developing a vision statement or statements, your
organization clarifies the beliefs and governing principles
of your organization, first for yourselves, and then for the
greater community.
6
7. WHAT IS A VISION STATEMENT?
• In general, vision statements should be:
• Understood and shared by members of the community.
• Broad enough to include a diverse variety of local
perspectives.
• Inspiring and uplifting to everyone involved in your effort.
• Easy to communicate .
Some examples of vision statements that meet the above
criteria:
• Caring communities.
• Good food good life.
7
8. WHAT IS A MISSION STATEMENT?
• An organization's mission statement describes what the group is
going to do and why it's going to do that. For example,
"Promoting care and caring at the end of life through coalitions
and advocacy.“
• Mission statements are similar to vision statements, in that they,
too, look at the big picture. However, they're more concrete, and
they are definitely more "action-oriented" than vision
statements. Your vision statement should inspire people to
dream; your mission statement should inspire them to action.
8
9. WHAT IS A MISSION STATEMENT?
General guiding principles about mission statements are that they
are:
• Concise: While not as short as vision statements, mission
statements generally still get their point across in one sentence.
• Outcome-oriented: Mission statements explain the fundamental
outcomes your organization is working to achieve.
• Inclusive: While mission statements do make statements about
your group's key goals, it's very important that they do so very
broadly. Good mission statements are not limiting in the
strategies or sectors of the community that may become
involved in the project.
• E.g.: Promoting community health and development by
connecting people, ideas and resources."
9
10. Quality Policy:
• The quality policy is the only true definition of quality that
counts in your organization .
• Make sure the policy builds on current corporate objectives
and values.
• It must be fully integrated with those concepts.
• Part of the reason why you need a well written quality policy
is to make your employees understand that their job affects
product quality, and therefore the success of the company.
Employees must be made aware that their individual
contribution is important to the company’s overall success.
10
11. Establishing the Quality Policy:
• This requirement is comparable to the requirements of ISO
9001:2008 Clause 5.3 – Quality Policy. You should check that
there is evidence that Top management have participated in the
creation of the quality policy, and are reviewing and maintaining
it.
• You should review the quality policy to determine whether the
quality policy is appropriate to the context of the organization and
its purpose, that there is a commitment to continually improving
the QMS, and the quality objectives are consistent with the quality
policy. Top management should demonstrate that the quality
policy is compatible with the strategic direction and context of the
organization, as required by Clause 5.1.1b.
11
12. Establishing the Quality Policy:
Top management must ensure that the quality policy:
• Is appropriate to the organization.
• Includes a commitment to requirements and continual
improvement.
• Provides a basis for establishing and quality objectives.
• Is communicated and understood within the organization.
• Is periodically reviewed for suitability.
12
13. Quality Objectives:
• Quality objectives are requirements of the
ISO 9000 standard.
• The quality objectives are the main method used by companies
to focus the goal(s) from the Quality Policy into plans for
improvement.
• The Quality Policy is created with the Customer Requirements
in mind, then quality objectives are linked back to the
Customer Requirements through the Quality Policy. The
quality objectives take the goal(s) stated in the Quality Policy
and turned these into statements for improvement against
which plans can be made
13
14. Quality Objectives:
After deciding which things to monitor, measure
and improve, the important thing is to make the
Quality Objectives effective in addressing what
needs to be improved.
The objectives should be designed to be S.M.A.R.T
• S-Specific
• M- Measurable
• A- Agreed
(Achievable)
• R- Realistic
• T-Time based
14
15. Specific:
For the best results, an objective needs to be clear and specific.
Instead of saying “to improve non-conforming product,” a
specific Quality Objective would be “to reduce non-
conformances.
15
16. Measurable:
• If an objective can’t be measured, how will we know if it has
been obtained?
• In order to make a Quality Objective effective, it needs to be
measurable.
• So to improve quality of the products we must be able to
measure the defects being made, and therefore make plans to
reduce the number of defects.
16
17. Agreed:
• For an objective to be agreed it first needs to be created and
approved by top level management.
• Once management agrees on the objective it needs to be
communicated to each level of the organization that will be
required to implement the plans to achieve the objective, and
the people at these levels of the organization need to agree that
the plan is achievable.
• Without this buy-in they may not fully work towards the goal
and the plan may be doomed to failure.
17
18. Realistic:
• Being realistic with an objective will make selling it within
your organization easier.
• If you tell your employees that you want to reduce defects
from 50% to 2%, they will not be able to see how this is
possible, especially if the plans around the object do not
support the improvement.
• It is better to set realistic goals and overachieve than it is to set
unrealistic goals and always fall short of the expectation.
18
19. Time based:
• To be truly effective, an objective needs to have a time
associated with it.
• Since a plan needs to have dates in order to be properly
tracked.
• Again, having the time associated will allow you to monitor
how close you expect to be in achieving your goals.
19
20. Strategic planning & implementation:
1.Clarify your vision
2. Gather and Analyze Information
3. Formulate a Strategy
4. Implement Your Strategy
5. Evaluate and Control
20
21. 1.Clarify your vision :
• The purpose of goal-setting is to clarify the vision for your
business. This stage consists of identifying three key facets:
First, define both short- and long-term objectives.
• Second, identify the process of how to accomplish your
objective.
• Finally, customize the process for your staff, give each person
a task with which he can succeed. Keep in mind during this
process your goals to be detailed, realistic and match the
values of your vision
21
22. 2. Gather and Analyze Information:
• The focus of the analysis should be on understanding the needs
of the business as a sustainable entity, its strategic direction
and identifying initiatives that will help your business grow.
• Examine any external or internal issues that can affect your
goals and objectives.
• Make sure to identify both the strengths and weaknesses of
your organization as well as any threats and opportunities that
may arise along the path.
22
23. 3. Formulate a Strategy:
• The first step in forming a strategy is to review the information
gleaned from completing the analysis.
• Determine what resources the business currently has that can
help reach the defined goals and objectives.
• Identify any areas of which the business must seek external
resources. The issues facing the company should be prioritized
by their importance to your success.
23
24. 4. Implement Your Strategy:
• Successful strategy implementation is critical to the success of
the business venture. This is the action stage of the strategic
management process.
• If the overall strategy does not work with the business' current
structure, a new structure should be installed at the beginning
of this stage.
24
25. 5. Evaluate and Control:
• Strategy evaluation and control actions include performance
measurements, consistent review of internal and external
issues and making corrective actions when necessary.
• Any successful evaluation of the strategy begins with defining
the parameters to be measured. These parameters should
mirror the goals set in Stage 1.
• Determine your progress by measuring the actual results
versus the plan.
25
26. McKinsey 7s Model:
McKinsey 7-S framework. Developed in the early 1980s by
Tom Peters and Robert Waterman, two consultants working at
the McKinsey & Company consulting firm, the basic premise
of the model is that there are seven internal aspects of an
organization that need to be aligned if it is to be successful.
The McKinsey 7-S model can be applied to elements of a
team or a project as well.
26
27. McKinsey 7s Model:
The 7-S model can be used in a wide variety of situations where
an alignment perspective is useful, for example, to help you:
• Improve the performance of a company.
• Examine the likely effects of future changes within a company.
• Align departments and processes during a merger or
acquisition.
• Determine how best to implement a proposed strategy.
27
28. McKinsey’s seven elements:
• The McKinsey 7-S model involves seven interdependent
factors which are categorized as either "hard" or "soft"
elements:
28
Hard
elements
Strategy
Structure
System
Soft
Elements
Shared
values
Skills
Style
Staff
29. McKinsey’s seven elements:
Hard elements are easier to define or identify and management
can directly influence them: These are strategy statements;
organization charts and reporting lines; and formal processes
and IT systems.
Soft elements, on the other hand, can be more difficult to
describe, and are less tangible and more influenced by culture.
However, these soft elements are as important as the hard
elements if the organization is going to be successful
29
31. McKinsey’s seven elements:
Hard elements:
• Strategy: the plan devised to maintain and build competitive
advantage over the competition.
• Structure: the way the organization is structured and who
reports to whom.
• Systems: the daily activities and procedures that staff members
engage in to get the job done
31
32. McKinsey’s seven elements:
Soft Elements:
• Shared Values: called "super ordinate goals" when the model
was first developed, these are the core values of the company
that are evidenced in the corporate culture and the general
work ethic.
• Style: the style of leadership adopted.
• Staff: the employees and their general capabilities.
• Skills: the actual skills and competencies of the employees
working for the company.
32
33. McKinsey’s seven elements:
• Placing Shared Values in the middle of the model emphasizes
that these values are central to the development of all the other
critical elements. The company's structure, strategy, systems,
style, staff and skills all stem from why the organization was
originally created, and what it stands for.
33
34. Competitive analysis:
• Competitive analysis or competitive research is a field of
strategic research that specializes in the collection and review
of information about rival firms. It's an essential tactic for
finding out what your competitors are doing and what kind of
threat they present to your financial well-being.
• Competitive research is completely legal, it's simply collecting
bits of information available in the public domain.
34
35. How to Conduct Competitive Analysis?
1. Identify Your Competitors.
2. Categorize the competitors.
3. Analyze and Compare Competitor Content.(S.W.O.T)
Analysis.
4. Determine Your Competitive Position in the Marketplace.
5. Identify Areas for Improvement.
35
36. 1.Identify Your Competitors:
• Every company has those dreaded competitors they cannot
stand, no matter what you do they are always using your ideas
and taking your potential customers.
• Whether you are a local, national, or international company
there is probably someone in your company, specifically the
sales and marketing teams, that can quickly rattle off your top
competitors as well as what differentiates them from you.
36
37. 2.Categorize the competitors:
• Primary Competition: These are your direct competitors,
which means they’re either targeting the same audience or
have a similar product — or both.
• Secondary Competition: These competitors may offer a high-
or low-end version of your product, or sell something similar
to a completely different audience.
37
39. 4.Determine the competitive position in
the market place:
• Gather Competitive Information Secondary sources of
information are recommended as an excellent starting point for
developing a competitive and industry analysis.
• Secondary sources include information developed for a
specific purpose but subsequently made available for public
access and thus alternative uses. For example, books are
secondary sources of information as are articles published in
journals.
• And even the s.w.o.t analysis is helpful in deciding the
competitive position.
39
40. 5.Identify Areas for Improvement:
• After the analysis of the above competitive analysis the areas
which are to be improved can be analyzed.
• The analysis can guide to improve the position at the
marketplace.
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41. Management commitment to quality:
Direct participation by the highest level executives in a specific
and critically important aspect or program of an organization. In
quality management it includes
1) Setting up and serving on a quality committee
2) Formulating and establishing quality policies and objectives
3) Providing resources and training.
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42. Management commitment to quality:
4) overseeing implementation at all levels of the organization
5) evaluating and revising the policy in light of results achieved.
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