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Business Organizations: Coordination of Effort A Common Goal Division of Labor

The document discusses different types of business organizations, including coordination of effort, common goals, and division of labor through departmentation by function, product, territory, customer, or matrix organization. It also mentions the importance of a hierarchy of authority in business organizations. Most businesses utilize functional organization, while most projects use matrix organization to optimize overall processes rather than local optimization.

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luis anchayhua prado
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36 views11 pages

Business Organizations: Coordination of Effort A Common Goal Division of Labor

The document discusses different types of business organizations, including coordination of effort, common goals, and division of labor through departmentation by function, product, territory, customer, or matrix organization. It also mentions the importance of a hierarchy of authority in business organizations. Most businesses utilize functional organization, while most projects use matrix organization to optimize overall processes rather than local optimization.

Uploaded by

luis anchayhua prado
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Business Organizations

 Coordination of effort
 A Common goal
 Division of Labor
• Departmentation by Function
• Departmentation by Product
• Departmentation by Territory
• Departmentation by Customer
• Matrix Organization

 A hierarchy of authority

Business Organizations
 Most businesses are having Functional
Organization
 Most Projects have Matrix Organization
 Optimization of overall process rather
than local optimization.
Owners and Stakeholders
• Any individual, group or institution that is
affected or is interested in the project
• The poorly managed stakeholders will
have negative effect on the project and this
may lead to the project failing

Stakeholders
Stakeholders Analysis

Managing Stakeholders
Identify Customers
• Internal Customers
• The notion of an internal customer was popularized
by Joseph Juran
• External Customers
• Intermediate Customer
• Ultimate Customer
• Consumer

Customer Retention
• Attracting new customers will cost your
company 5 times more than keeping an
existing customer.
• 5% increase in customer retention can
increase a company’s profitability by 75%
Customer Retention
• Just having a quality product or service
does not translate into customer retention
• You will need to have an active customer
retention program
• Collecting and analyzing customer data is
a key step of this process.

Customer Feedback
Your most unhappy customers are your
greatest source of learning. – Bill Gates
Customer Feedback
• Surveys
• Listen to your customers
• Mail, Phone, Web surveys
• Feedback
• Focus Groups
• A group of people are asked about their perceptions,
opinions, beliefs, and attitudes.
• Interviews / Meetings
• Observations

Customer Feedback
• Monitor Social Media
• Website Activities / Analytics
• Discussion Forums
• Data Mining
Surveys
• What is the goal of the survey?
• Clarity of questions
• Unambiguous
• Scale of 1 to 10
• Historical relevance (to compare year to year change)
• Open ended questions
• Review the survey
• Send the survey to target audience
• Analyze

Likert Scale
Likert Scale
• Most commonly used survey approach
• Example
• Strongly disagree
• Disagree
• Neither agree nor disagree
• Agree
• Strongly agree
• or Scale of 1 to 9 / 1 to 7

Analyze Customer Data


• To determine customer behaviour
• Helps in making business decisions
• Example of Target
Voice of Customer (VoC)
Voice of the customer (VOC) is a term used
in business and Information Technology to
describe the in-depth process of capturing
a customer's expectations, preferences and
aversions. (stated and unstated)

Critical to Quality (CTQ)


VOC’s can be vague and difficult to define,
that’s where CTQ’s come in. The customer
may identify a requirement that is difficult
to measure directly so it will be necessary
to break down what is meant by the
customer into identifiable and measurable
terms
CTQ Tree

Quality Function Deployment (QFD)


Developed by Yoji Akao in 1970s.
Quality Function Deployment (QFD) is a
method to acquire and analyze the voice of
the customer and then transform it into
product requirements and quality
assurance measures throughout the
design, build, test, commercialization, and
even product retirement process.
Quality Function Deployment

QFD

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