Saddle Creek Corporation: Food Company Analysis Sample Assignment

The Saddle Creek Corporation has been known as a logistics organization for quite long. The company exports a variety of products, including food. The firm has been delivering impressive results over the past few years; despite the need to apply significant changes to its operational processes and values, the firm still managed not merely to stay afloat but also to succeed in expanding into the global market due to a good choice of a supply management strategy based on the principle of sustainability.

The challenges, which the Saddle Creek Corporation (SCC) has to face when operating in the context of the global economy, are quite numerous. First and most obvious, the fact that the company has to enhance its capacity rates deserves to be mentioned. The specified requirement stems from the fact that there is an obvious lack of connection between the elements of the food industry (Saddle Creek Corporation, 2007). Because of the rapid increase in demand and the requirements for the product quail along with the necessity to ship the goods to a variety of destinations, SCC has to accommodate its clients.

Another essential change, which SCC had to introduce into its framework, the need to upgrade the firm’s core competencies needs to be brought up. According to a recent report, becoming a member of the global economy triggered the need for SCC to update its competencies and standards (Saddle Creek Corporation, 2007). The process in question can be viewed as rather challenging since the improvement of the organization’s quality standards means investing in staff’s professional growth and technology development (Chakravarty, Grewal, Sarker, & Sambamurthy, 2014).

According to the report, regular updates of the technology and equipment used by the staff of the entrepreneurship allow maintaining the quality of the services high: “In applying warehouse automation to improve the quality and productivity of operations, the real bang for the buck appears to show up in picking and shipping” (Saddle Creek Corporation, 2007, p. 8).

One must admit, though, that the specified challenge is one of the hardest to face since the quality of the transportation services makes only a fraction of what the regular updates of technology contribute to. Apart from allowing the firm to retain its reputation of a high-quality service provider, the approach in question can be deemed as rather reasonable in the environment of the global economy and rather stiff competition. The approach taken to boost the evolution of the employees has also contributed to SCC’s triumph; indeed, outsourcing as a means to expand employees’ experience and introduce them to new information can hardly be overrated.

Finally, cross-docking needs to be listed among SCC’s key advantages. Creating premises for rapid provision of services, it makes SCC unique, as it “shifts the focus from ‘supply chain’ to ‘demand chain’” (Saddle Creek Corporation, 2007, p. 5), thus, making it possible to meet the requirements of a wider range of customers.

Due to an elaborate supply management chain and the concept of sustainability included into the organization’s framework, Saddle Creek Corporation has been thriving in the realm of global economy. Although the development of food industry presupposes that the firm will have to face an increasingly big amount of challenges as it progresses in the global economy, the sustainable use of resources as well as an adequate choice of the leadership strategy provides strong premises for the further evolution of the organization, making it competitive in the realm of the global economy.

Reference List

Chakravarty, R., Grewal, I., Sarker, S., & Sambamurthy, V. (2014). Choice of geographical location as governance strategy in outsourcing contracts: Localized Outsourcing, global outsourcing, and onshore outsourcing. Customer Needs and Solutions, 1(1), 11–22. Web.

Saddle Creek Corporation. (2007). 2007 food logistics industry report. Lakeland, Florida: Saddle Creek Corporation. Web.

Leadership Within Non-Profits Organizations

Introduction

Statement of the Problem

Nowadays, non-profit organizations, particularly charity ones, have a serious impact on society in the USA and the whole world. Since it is leadership that shapes the image and guide the actions of an organization, it is highly important to invest time and efforts in studying the features of charity leadership, accumulate the experience of the current charity leaders and work out recommendations for the emerging leaders. It is also significant to examine the context that affects leadership, determine what are the gaps in the current charity leadership, and study the way leaders interact with the other employees in a charity organization in order to find the possible opportunities for future improvement.

Methodology

In the present research, the challenges and opportunities of non-profit and charity organizations are taken as an independent variable, while non-profit, and charity leaders are the dependent ones. The search and analysis of the relevant literature on the topic of non-profit and charity leadership were used as a method of conducting this research. In the search for the relevant information, the author used the websites of organizations promoting leadership, library resources, and the website of Save the Children organization.

Thesis Statement

In the course of this research, it was found that an effective leader in the charity sector is a leader, who manages to overcome the challenges of the charity environment, successfully cooperates with trustees, freely communicates with other organizations and individuals to find additional support for their organization, and is able to alter the strategy if the conditions require that. The leadership in Save the Children is a great example of such leadership.

Literature Review

In the course of this research, various types of literature were used, including the results of the researches conducted by the representatives of leadership groups (in the forms of books and articles), the articles devoted to the personality of Carolyn Miles, and the website of Save the Children.

The authors of “The Center for Creative Leadership handbook of leadership development” are scholars and professionals in the field of leadership, whose work was supported by the Center for Creative Leadership. In their book, the authors integrated multiple leadership initiatives coming from different areas of experience and outlined the major ways of thinking and practices of leadership.

The research “Emerging leadership in nonprofit organizations: Myths, meaning, and motivations” was conducted with joint efforts of American Express and the Center for Creative Leadership. The aim of this work is to promote the understanding of non-profit leadership with the focus on future leaders. The authors collected narrative data, as well as conducted surveys, from current and emerging leaders in non-profit.

Sandra Pershing and Eric Austin based their work, “Organization theory and governance for the 21st century,” on their experience in teaching, management, and research. The authors explore various types of public organizations, explore the organizational theory, studying both historical perspectives and future opportunities. Pershing and Austin have also illustrated their book with relevant examples as evidence.

The Brindespan group is an organization that provides assistance in achieving the tasks of leadership for non-profit organizations and philanthropists. In the article “How to develop yourself as a nonprofit leader,” the author offers the ways to gain valuable experience necessary for an emerging non-profit leader, illustrating the advice with the opinions of current non-profit leaders.

The article by Chao Guo and others contains the results of their research on the prevalence of strategic HRM approach in a non-profit organization. The research was based on survey data received from 299 charity organizations. The authors emphasize the difference between the HRM practices while operating volunteer and paid workforce. They distinguish different types of organizations and examine the differences in HRM.

Graeme Salaman, John Storey, and Jon Billsberry, professionals in the fields of management and HR, provide a full critical review of the major problems in strategic human resources management. The authors mention the main writers on this subject. Their book contains a series of articles intended to increase the knowledge on various topics related to strategic HRM.

The article by Jennifer Buttery, initially published in Leadership Trust magazine, is devoted to the problems of leadership in charity. The author has interviewed Andrew Hind, an eminent charity leader, and other leaders in charity about their experience and recommendations for the emerging charity leaders.

Significance of the Study

In the present study, the major requirements for non-profit leadership and charity leadership were examined, and an image of a successful and efficient charity leader was worked out, and an example of such a leader was presented and studied. Developing this image and studying the requirements is important for the future emergence of charity leaders.

Body

Leadership in Non-Profit Organizations

The aim of non-profit organizations is to promote the public good and civic participation. The importance of their role in society places a great responsibility on a leader in non-profit management. Leadership is perceived as “the roles and processes that facilitate setting direction, creating alignment, and maintaining commitment in groups of people, who share common work” (Van Velsor, McCauley, & Ruberman, 2010, p. 2). Therefore, the primary task of a leader in a non-profit organization is to establish a direction, unite the employees, and keep the employee commitment on a high level, taking into consideration the specificities of non-profit management.

Opportunities and challenges of non-profit organizations

The term “non-profit organizations” unites a variety of diverse entities that require different kinds of work. Some types of such organizations are products of the latest times (such as green organizations), others have been existing for centuries (such as universities and museums). In the USA, non-profit organizations are divided into 26 groups, and inside of each group, a number of variations can exist. Non-profit organizations have different tasks, focusing on community service, charity, advocacy, research, and education. The figures of the human resource may vary as well: some organizations require a few employees while others hire hundreds of staff. Some organizations experience financial difficulties while others are able to fund numerous projects. Thus, leadership in each group and every organization have different tasks and specificities (Hannum, Deal, Howard, Lu, Ruderman, Stawiski, Zane, & Price, 2011, p. 7).

It is known that leaders have a serious influence on the activity of the organization and the level of its performance due to the fact that leadership is connected with the implementation of a company’s mission and vision (Pershing & Austin, 2014, p. 185).

To make a good non-profit leader, a person should possess the necessary characteristics and gain some useful experience. According to the article by The Brindespan Group, an advising group for non-profit activists, volunteering, especially in fund-raising activities, can be a perfect experience to obtain the skills needed for a non-profit leader (The Brindespan Group, n.d., para. 4-8). Additionally, since non-profit organization presents a variety of ways to gain skills, a future leader should seek both formal and informal opportunities for professional development (The Brindespan Group, n.d., para. 12-20).

Leaders and human resources in non-profit organizations

A leader of a non-profit organization should be aware of the specific features of human resources management for such organizations. It is known that in old non-profit organizations, HR strategies are often outdated, and such companies are inertial and resistant to change. Transformational leadership would be a worthy choice for such situations. It is also essential that a leader distinguishes the tasks and regulations for volunteer and non-volunteer staff. Volunteers differ from the paid staff at many points, particularly in the attitude to their job.

Volunteer employees should be provided with a different system of reward and encouragement. For instance, you cannot offer them monetary compensation for an excellent work. A leader should be able to develop a specific way to increase volunteer commitment (Guo, Brown, Ashcraft, Yoshioka, & Dong, 2011, p. 262-263).

A non-profit leader should strive to expand the value, which their employees add to the work. Nowadays, successful non-profit leaders employ technologies to facilitate the task of the staff and, at the same time, make it more meaningful and less routine.

In the sphere of human resources management, the best choice for a contemporary leader in strategic HRM. Strategic HRM, additionally to the common constituents of HRM, such as employing, paying, and maintaining certain regime, also includes creating a successful collaborative working environment for the employees in order to increase commitment and the quality of experience (Salaman, Storey, & Billsberry, 2005, p. 1).

Leadership in Charity

Challenges and opportunities of the charity sector

Charity sector presents opportunities, as well as challenges, that are specific and different from other kinds of organizations. Charity has a serious influence on the life of the whole society, as well as it has a high potential for promoting change. This fact makes a position of a charity leader highly influential and linked to a great responsibility. However, charity leaders face significant challenges.

Charity organizations often depend on trustees, as well as on volunteer workforce. A charity leader has to be careful with changes, especially when it comes to alterations in strategic direction since it may be unacceptable for trustees and volunteers. The tasks of such an organization require that a leader keeps in touch with trustees and even involve them in strategic planning. Such a measure makes the process of planning slower (Buttery, 2009, p. 1). Additionally, beneficiaries require attention to their needs since they have a sense of “ownership” of an organization (Lumley, 2013, par. 1-3).

It places extra responsibility on a leader, for instance, they have to devote much time to conflict resolving. It is a work of a leader to set a right direction for the personal passion of trustees, employers, suppliers, and volunteers. In charity, it is a personal passion that keeps an organization working, and losing it means a complete fail, so a leader has to maintain the level of commitment. Moreover, the leader also has to keep (and increase) the level of activity. Nowadays, people are often suspicious of charity organizations if they do not know how their money are distributed. A leader has to maintain a positive image of the company, making the distribution as transparent as possible (Buttery, 2009, p. 2).

The requirements to a charity leader

In many charity organizations, it is considered that the chief executive is a senior servant or the head of the administration rather than a leader. However, for the sake of the effectiveness of an organization, chief executive needs to be a leader, and a lot of requirements are to be placed on them.

First, a leader has to have a full understanding and commitment to the cause. A leader must clearly perceive the mission and vision and translate that understanding to the other employees so that they know what the organization is striving to achieve.

Second, a charity leader needs to possess a certain level of personal bravery, for charities challenge the society’s status quo and present new ideas, and a leader should be ahead of this process. Bravery is also needed to present criticism, which is sometimes needed.

Third, to maintain a positive image of a charity organization, a leader has to be morally virtuous and take care of their reputation. People would hardly give their donations to a company, whose chief executive behaves immorally or leads a luxurious lifestyle, not to mention that the employees of a company should have an appropriate role model. The set of values of a charity leader should be consistent with the values of the organization, which they lead.

Fourth, a charity leader has to be competent. They should have some (better good) idea about financial management and project evaluation.

Additionally, to be a successful charity leader, it is good for a person to possess a good sense of humor, high labor capacity, humility, fairness, openness to people, and creative vision. A charity leader should also be resistant to burnout (Buttery, 2009, p. 2).

Leadership in Save the Children Organization

Save the Children is a charity organization founded in 1920. In works in around 120 countries additionally to the USA. Save the Children cares about the health of newborn babies, children, and mothers by struggling with the primary cases of their death and ensuring their access to high-quality and low-cost medical care. Apart from that, Save the Children is engaged in the activities that provide children around the world with access to education. The activists train teaching staff, fund the education of children, and help the learners, who are in a difficult situation, to prevent dropping out of school.

Save the Children has a rich history of effective leadership. The first leader of the organization, Eglantyne Jebb, did not afraid to challenge the world’s leaders for their neglect for the rights of a child and was the author of the Declaration of the Rights of the Child. Jebb managed to found an organization that is still successfully operating.

The current president of Save the Children, Carolyn Miles, is a no less effective leader than Eglantyne Jebb.

Miles was working in Asia as an entrepreneur previously to joining Save the Children. Being impressed by the unbearable conditions, in which Asian children lived, she engaged in charity activism. Miles is experienced in leadership in general and charity leadership in particular: she used to serve on multiple boards, such as InterAction, the Modernizing Foreign Assistance Network, Blackbaud, the U.S. Global Leadership Coalition, and the University of Virginia’s Darden School of Business, where she achieved her MBA.

Miles joined Save the Children in 1998. Having no experience in charity at that time, she accepted a marketing position in Save the Children and managed to use her business leadership experience to increase the effectiveness of a non-profit organization, helping it with the direct-response TV and mail campaigns, involving new donors (Carolyn Miles, n.d., par. 6). She was fulfilling the duties of a chief operating officer between 2004 and 2011 and was elected president and CEO in 2011. During the period of her leadership, the organization has more than doubled the quantity of children, whom they helped in health, education, and nutrition.

The resources of the organization have increased significantly, reaching almost $700 million, with the previous amount of $250 million. As an effective leader, Miles keeps the organization’s financial affairs absolutely transparent. Anyone can see the annual report on the expenditures on the company’s website and learn that 89% of finances are spent directly on helping children (Financial information, 2014, table 1). In 2015, Miles was named one of the world’s top 50 greatest leaders by Fortune magazine (World’s greatest leaders, 2015, p. 2).

As a leader, Miles puts a stress on the importance of using social media and technologies to strengthen the ties with the employees, beneficiaries, volunteers, donors, and partners, in the USA and around the world. During her presidency, Miles developed a partnership with many other organizations, both profit and non-profit, to increase the ability to benefit children. For instance, she succeeded in involving Johnson & Johnson into a national gala to boost the awareness of the educational programs and child survival programs, as well as include celebrities in the work of the organization.

The conflict in Syria made the organization alter its leadership strategy. As Miles herself has told, in Syria she and her team learned that leaders needed a flexible strategy and strong partnerships (Carolyn Miles, n.d., par. 15-16).

Overall, Save the Children is a remarkable example of effective leadership with rich traditions.

Conclusion

In the course of this research, leadership in non-profit organizations in general and charity leadership in particular were studied, as well as the example of leadership in Save the Children.

In was found that since non-profit organizations have a serious impact on society, it is important that the leaders were highly competent and committed, no matter the size and budget of an organization. Leaders in this sphere need to gain necessary experience, for which aim volunteering serves the best. A non-profit leader should also choose an HRM approach carefully, considering the difference in keeping volunteer and paid staff committed to the cause.

It was also concluded that charity leaders face certain challenges related to the type of their organization. In particular, charity leaders have to ensure the cooperation with trustees, care for the needs of beneficiaries, and find right ways to maintain the passion and commitment of the staff on a certain level. A charity leader has to be committed, brave enough to challenge the status quo, competent, resistant to burnout, and have a good reputation to maintain the positive image of their organization.

Save the Children organization has rich traditions of effective leadership. The current leader, Carolyn Miles, managed to achieve success in increasing the income of the organization and the number of children, whom the company helps. She and her team successfully adapted to the changes in the environment and altered their strategy.

The author of the present research has concluded that an effective charity leader faces the challenges of environment successfully, closely cooperates with their team, openly interacts with other organizations and individuals to find support for their cause, and has a flexible strategy. The leadership in Save the Children is a perfect example of such effective leadership.

References

Buttery, J. (2009). Leadership in the charity sector – challenges and opportunities. Web.

Carolyn Miles. (n.d.). Web.

Financial information. (2014). Web.

Guo, C., Brown, W.A., Ashcraft, R.F., Yoshioka, C.F., & Dong, H.D. (2011). Strategic human resources management in nonprofit organizations. Review of Public Personnel Administration, 31(3), 248-269.

Hannum, K.M., Deal, J., Howard, L.L., Lu, L., Ruderman, M.N., Stawiski, S., Zane, N., & Price, R. (2011). Emerging leadership in nonprofit organizations: Myths, meaning, and motivations. Greensboro, North Carolina: Center for Creative Leadership.

Lumley, T. (2013). Why charities must use impact to understand beneficiaries. The Guardian. Web.

Pershing, S., & Austin, E.K. (2014). Organization theory and governance for the 21st century. Arlington, Virginia: CQ Press.

Salaman, G.J., Storey, J., Billsberry, J. (2005) Strategic human resource management: defining the field. London, Sage Publications Ltd.

The Brindespan Group. (n.d). How to develop yourself as a nonprofit leader. Web.

Van Velsor, E., McCauley, C. D., & Ruderman, M. N. (2010). The Center for Creative Leadership handbook of leadership development (3rd ed.). San Francisco: Jossey-Bass.

World’s greatest leaders. (2015). Fortune. Web.

Huron County Health Department’s Strategic Planning

Organization Profile

Huron County Health Department (HCHD) is a non-profit small organization located in Huron with a mission to promote and protect people’s health by providing a variety of quality health, environmental and human services to the residents of Huron County. The organization seeks to collaborate with the Board of Health (BOH) and the community of Huron to provide a new approach to health protection and promotion. The number of employees in the nonprofit organization is 20 and the organization runs a budget of $2,712,025 (Huron County Health Department, 2012). The organization offers a vast variety of health services such as environmental health services, preventive maternal child health services, and adult reproductive health education services among others. The current mission of the information system strategy in the organization is to avail of broad and high-quality services to those in need. Recently the organization developed an electronic health record platform. Board of health and a managing director leads the HCHD organization. The HCHD organization prides itself in providing excellent health care services.

Need for Strategic Change

The major challenge facing the HCHD organization is implementing the new quality improvement in service delivery ideas without a structure or flow. Presently, the HCHD organization implements new efficiency in service delivery control processes without communication with all employees and clients. The HCHD organization struggles vehemently to implement corporate strategies (efficient and cost-effective resource management) as a response to existing competitive markets. To gain high benefits in its service delivery module, the HCHD organization should use a quality improvement strategy to improve overall patient health outcomes since satisfied clients translate into business sustainability. For the HCHD quality improvement strategy to be a success and create and sustain competitive advantage, it has to gain the ability to gather, store, and distribute service delivery improvements (Amal, Regina, Steven, & Donna, 2011).

SWOT analysis

Strengths

  • The HCHD organization has already established itself in the Huron County region. It is already into the subsidized health segment and has previous experience in the quality health care services.
  • The organization has good terms with the local support organizations and private donors and can deliver services at no charge to those who need these services most.
  • The organization has concentrated in the small family segment in offering health services that have been ignored by the big health care players.

Weaknesses

  • The organization has not operated in the United States for long enough hence may not have exact projections on the funds and their use.
  • The organization depends on twenty people as the workforce hence may not maximize its activities in the market.
  • The organization has the disadvantage of unreliability in health service delivery since the small workforce has to do all the work. They cannot keep up with the demand despite working for long hours.

Threats

  • Too many non-profit health organizations are in the market of Huron County, especially the big players with more credibility in offering free health services.
  • The success of the organization will depend on the reception of their appeal for donor funding in the market of Huron County. If the projections don’t add up, then the organization may take longer to raise funds or may end up collapsing.

Opportunities

  • The organization has an opportunity for unlimited expansion in the market of Huron County with more than 100,000 families in need of its services.
  • The organization has the opportunity of attracting more donors through referrals since its local network is well established.
  • The organization has the opportunity of diversifying health care services beyond treatment to counseling and social health support.

SWOT Results and Influence on the Strategic Planning Process

Quality improvement will be used to measure, assess, and improve client service delivery outcomes. From the SWOT analysis, there is a need for quality improvement at the HCHD organization. Quality improvement ensures that consumers get quality services and products. Thus, knowing how to improve quality is crucial in the growth of the organization. Consumers normally go for products that performed best. Besides, quality improvement will serve the organization’s needs to improve performance, durability, maintain economic viability, maintain visual and aesthetic appeal, maintain superiority in service delivery, and keep a good reputation due to quality assurance. Thus, this quality improvement deployment and organization change action plan will show how HCHD will use quality improvement to gain the trust of clients (Michael et al. 2012).

As observed in the SWOT analysis, there is a lack of proper performance management system as one of the weaknesses. Thus, the need for a proper performance management system within the HCHD’s service delivery to clients is instrumental. Based on the belief emphasis, it stresses ethical behavior and customer satisfaction within accepted standards of moral obligation on the forefront, while the stakeholders at bottom of the triangle of client response against the perception of service delivery quality. Thus, the proposed quality improvement deployment and organization change action plan present an action plan that would facilitate the organization’s gain in long term operations is value and quality improvement (Bryson, 2011).

Appreciative Inquiry 4-D Cycle Analysis

The four phases of change management process according to the appreciative inquiry4-D cycle analysis are discover, dream, design, and destiny. With relation to the HCHD, the analysis is summarized in the diagram below.

The appreciative Inquiry 4-D Model
The appreciative Inquiry 4-D Model

Discover: The organization has a stable employee engagement strategy which involves continuous training on patient care and proactive performance.

Dream: The current team charter at the organization recognizes talent and outstanding performance among the employees through rewards and promotion. The reward and promotion are enshrined in the current organizational quality principle charter.

Design: The team priorities are designed and implemented continuously for six months of operations. The key strategies in the team priority alignment include patient care module, counseling support, and proactive logistics execution to ensure organizational sustainability.

Delivery: There are set down deliverables that are measured against the expected performance level for all personnel. This is measured within the 360-degree feedback channel as a prerequisite for optimal performance. The achievements of the organization and employees are benchmarked within the general performance charter against previously recorded output.

Inquiry 4-D Cycle Analysis Results and Influence on the Strategic Planning Process

The success puzzle for quality improvement and organizational change implementation management strategy delivery operates on the periphery of the soft skills involving the timeless vision of organizational principles. Besides, defining the value of the business, determining requirements, clarifying the vision, building teams, mitigating tasks, resolving issues, and providing direction complete the response projections which shall be addressed in the proposed quality service delivery system (Escrig-Tena et al. 2011). Quality planning is an important policy that aims to promote long term success in business objectives. Furthermore, quality planning is focused on benchmarking of efficiency of the operations and service delivery initiative, accreditation initiative, and staff performance and skills assessment initiative. As indicated in the results of the appreciative inquiry4-D cycle analysis, the strategic planning process may integrate the 360-degree feedback against performance benchmarks to ensure that organizational performance and employee performance are congruent to the goals of the HCHD organization (Montgomery, 2009).

Comparative Analysis: Using SWOT and Appreciative Inquiry4-D Cycle Analysis

Organization outcome (using SWOT) Organization outcome ( using Appreciative Inquiry4-D Cycle Analysis)
Effective staff performance evaluation and efficiency assessment initiative will ensure that progressive change in the organization has minimal opposition from different quarters that offer support services. Bench-Marking initiative involves streamlining service delivery to ensure efficiency via a proactive quality mitigation channel will be easy to track for the progress of the intended quality improvement system.
The SWOT initiative should create an ideal atmosphere for human resource performance and training through programs that promote the proactive engagement of factors of production in the service delivery matrix. Managers in the organization will be obligated to ensure change will be able to come up with benefits-cost strategies, especially through reviewing the relevance and contributions of the factors of production such as human resources.

Conclusion

Since quality improvement and control refer to business activities that are focused to fulfill the satisfying expectation of consumers, benchmarking initiative will facilitate the achievement of a complete interaction module between clients and employees of the organization through the use of personnel management, which adopts specialized insight in business experience and professionalism. Such strategies are adopted as a result of the need to instill positive impacts on the current organizational service delivery.

References

Amal, T.N., Regina, G.C., Steven, M.W., and Donna, W.L. (2011). The importance of transitional care in achieving health reform. Health Affairs, 30(4), 707.

Bryson, J. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.

Escrig-Tena, A., Bou-Llusar, C., Beltran, M., and Roca-Puig, V. (2011). Modelling the Implications of Quality Management Elements on Strategic Flexibility. Advances in Decision Sciences, 1(1), pp. 1-27.

Michael, P., Mark, S., Joe, S., Michael, S., Lane, M., and Carri, H. (2012). Harnessing the Power of Enhanced Data for Healthcare Quality Improvement: Lessons from a Minnesota Hospital Association Pilot Project. Journal of Healthcare Management, 57(6), p. 406.

Montgomery, D. (2009). Introduction to Statistical Quality Control. New York: John Wiley & Sons.

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