1－非常不同意
2－不同意
3－不好确定
4－同意
5－非常同意
德行垂范
1、廉洁奉公，不图私利。
2、吃苦在前，享受在后。
3、不计较个人得失，尽心尽力工作。
4、为了部门/单位利益，能牺牲个人利益。
5、能把自己个人的利益放在集体和他人利益之后。
6、不会把别人的劳动成果据为己有。
7、能与员工同甘共苦。
8、不会给员工穿小鞋，搞打击报复。
愿景规划
1、能让员工了解单位/部门的发展前景。
2、能让员工了解本单位/ 部门的经营理念和发展目标。
3、会向员工解释所做工作的长远意义。
4、向大家描绘了令人向往的未来。
5、能给员工指明奋斗目标和前进方向。
6、经常与员工一起分析其工作对单位/部门总体目标的影响。
个性化关怀
1、在与员工打交道的过程中，会考虑员工个人的实际情况。
2、愿意帮助员工解决生活和家庭方面的难题。
3、能经常与员工沟通交流，以了解员工的工作、生活和家庭情况。
4、耐心地教导员工，为员工答疑解惑。
5、关心员工的工作、生活和成长，真诚地为他（她）们的发展提建议。
6、注重创造条件，让员工发挥自己的特长。
领导魅力
1、业务能力过硬。
2、思想开明，具有较强的创新意识。
3、热爱自己的工作，具有很强的事业心和进取心。
4、对工作非常投入，始终保持高度的热情。
5、能不断学习，以充实提高自己。
6、敢抓敢管，善于处理棘手问题。
Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.
转型工作的领导者可以是一个美好的和令人振奋的经验。他们把激情和精力投入到一切。他们关心你，希望你成功。
Sunday, July 19, 2009
Saturday, July 18, 2009
ISO 9001:2000 Standard
The first four clauses (clause 0. Introduction to - clause 3. Terms and Definitions) do not provide any requirements for a QMS. They provide background information as to the purpose; concepts and principles used in the standard (e.g. process approach; PDCA); guidance on the QMS scope; reference to related documents; and key terms and definitions used. These clauses will all be explained in more detail as we go through each section.
The remaining five clauses numbering 4 through 8 provide the control requirements that a QMS must implement. The following is a summary explanation of these 5 major clauses or elements of the ISO 9001:20000 standard. Each major clause has several sub-clauses. Collectively, these 5 clauses set out the requirements for your QMS.
Clause 4- Quality Management System - sets requirements to identify, plan, document, operate and control QMS processes and to continually improve QMS effectiveness.
Clause 5- Management Responsibility - sets requirements for top management to demonstrate its leadership and commitment to develop, implement and continually improve the QMS.
Clause 6- Resource Management - sets requirements to determine, provide and control the various resources needed to operate and manage QMS processes; to continually improve QMS effectiveness; and to enhance customer satisfaction by meeting customer requirements.
Clause 7- Product Realization - sets requirements to plan, operate and control the specific QMS processes that determine, design, produce and deliver an organization’s product and services.
Clause 8- Measurement, Analysis and Improvement - sets requirements to plan, measure, analyze and improve processes that demonstrate product and QMS conformity and continually improve QMS effectiveness.
The overall objective of your QMS must be to enhance customer satisfaction by meeting their requirements. This objective can be achieved by using the ISO 9001 requirements to control your QMS processes and by continually improving QMS effectiveness.
The remaining five clauses numbering 4 through 8 provide the control requirements that a QMS must implement. The following is a summary explanation of these 5 major clauses or elements of the ISO 9001:20000 standard. Each major clause has several sub-clauses. Collectively, these 5 clauses set out the requirements for your QMS.
Clause 4- Quality Management System - sets requirements to identify, plan, document, operate and control QMS processes and to continually improve QMS effectiveness.
Clause 5- Management Responsibility - sets requirements for top management to demonstrate its leadership and commitment to develop, implement and continually improve the QMS.
Clause 6- Resource Management - sets requirements to determine, provide and control the various resources needed to operate and manage QMS processes; to continually improve QMS effectiveness; and to enhance customer satisfaction by meeting customer requirements.
Clause 7- Product Realization - sets requirements to plan, operate and control the specific QMS processes that determine, design, produce and deliver an organization’s product and services.
Clause 8- Measurement, Analysis and Improvement - sets requirements to plan, measure, analyze and improve processes that demonstrate product and QMS conformity and continually improve QMS effectiveness.
The overall objective of your QMS must be to enhance customer satisfaction by meeting their requirements. This objective can be achieved by using the ISO 9001 requirements to control your QMS processes and by continually improving QMS effectiveness.
The Eight Quality Management Principles
Principle 1 - Customer-Focus
Your organization depends on customers and therefore your organization should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations (see clause 5.2; 7.2; and 8.2.1).
Principle 2 - Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives (see clause 5)
Principle 3 - Involvement of People
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit (see clause 6.2).
Principle 4 - Process Approach
A desired result is achieved more efficiently when related resources and activities are managed as a process (see clause 4.1).
Principle 5 - System Approach to Management
Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objective (see clause 4.1)..
Principle 6 - Continual Improvement
Continual improvement of the organizations overall performance should be a permanent objective of the organization (see clause 8.5.1 and 4.1).
Principle 7 - Factual approach to decision making
Effective decisions are based on the analysis of data and information (see clause 4.1e and 8.4).
Principle 8 - Mutually beneficial supplier relationships
An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value (see clause 7.4).
These eight management principles form the basis for all QMS standards within the ISO 9000 family. Each of these principles is included as requirements in one or more clauses of the ISO 9001:2000 standard.
Your organization depends on customers and therefore your organization should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations (see clause 5.2; 7.2; and 8.2.1).
Principle 2 - Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives (see clause 5)
Principle 3 - Involvement of People
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit (see clause 6.2).
Principle 4 - Process Approach
A desired result is achieved more efficiently when related resources and activities are managed as a process (see clause 4.1).
Principle 5 - System Approach to Management
Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objective (see clause 4.1)..
Principle 6 - Continual Improvement
Continual improvement of the organizations overall performance should be a permanent objective of the organization (see clause 8.5.1 and 4.1).
Principle 7 - Factual approach to decision making
Effective decisions are based on the analysis of data and information (see clause 4.1e and 8.4).
Principle 8 - Mutually beneficial supplier relationships
An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value (see clause 7.4).
These eight management principles form the basis for all QMS standards within the ISO 9000 family. Each of these principles is included as requirements in one or more clauses of the ISO 9001:2000 standard.
Sunday, July 12, 2009
Disciplines
Above explanations, principles and general techniques lies the many professions in which changing minds is a core discipline. This section digs directly into the literature of these subjects to bring you some of the key aspects of the major disciplines of changing minds.
The disciplines list: A long list of disciplines that seek to change minds.
Argument: Classical argumentation, critical thinking and logic.
Brand management: Includes subtle changing of minds from a distance.
Coaching: Helping people develop.
Communication: Connecting with one another.
Change Management: Creating change in organizations.
Human Resources: Providing the right people for organizations.
Job-finding: One of the most critical skills you may need.
Leadership: Leading people requires much influencing of what people think.
Negotiation: Request, concession and exchange.
Politics: Power and influence in the large.
Propaganda: covert persuasion of populations.
Psychoanalysis: Freud and beyond.
Rhetoric: The art of persuasive language.
Sales: Perhaps the most direct and obvious discipline for changing minds.
Sociology: Understanding and supporting society.
Storytelling: Using stories to change minds.
Teaching: Educating others (mostly young people).
Warfare: Fighting the enemy.
Workplace design: The places where we work affect how we feel.
The disciplines list: A long list of disciplines that seek to change minds.
Argument: Classical argumentation, critical thinking and logic.
Brand management: Includes subtle changing of minds from a distance.
Coaching: Helping people develop.
Communication: Connecting with one another.
Change Management: Creating change in organizations.
Human Resources: Providing the right people for organizations.
Job-finding: One of the most critical skills you may need.
Leadership: Leading people requires much influencing of what people think.
Negotiation: Request, concession and exchange.
Politics: Power and influence in the large.
Propaganda: covert persuasion of populations.
Psychoanalysis: Freud and beyond.
Rhetoric: The art of persuasive language.
Sales: Perhaps the most direct and obvious discipline for changing minds.
Sociology: Understanding and supporting society.
Storytelling: Using stories to change minds.
Teaching: Educating others (mostly young people).
Warfare: Fighting the enemy.
Workplace design: The places where we work affect how we feel.
Monday, July 6, 2009
Managing Quality
This first step in building a ISO 9000 Quality Management System is the creation of a "Quality Manual". This is a separate and distinct step from developing quality procedures. The purpose is to state in a concise and brief format, the policies and objectives of the company required to achieve a desired level of quality for the organization or division.
More than likely the input for the Quality Manual will come from your customers. It is the customer that drives the Quality Process. There requirements, needs, and future desires are the basis for implementing an ISO 9000 quality system in the first place.
At a minimum, the ISO 9000 Quality Manual is required to address each one of the paragraphs of the applicable ISO 9000 Series that the company plans to become registered against. ISO 9001:2008 is the focus of this manual. But, you may need to expand the scope to include EMS 14001, QS-9000, AS-9000, or other industry specific quality requirements.
Each area that is written should include, at a minimum, three parts: Scope, Policy and Responsibilities.
The Scope portion should simply state the purpose of the covered area.
The Policy portion should state the company policy regarding the applicable ISO clause.
The Responsibility portion should state who, in generic titles or positions, is responsible for the policy.
ISO 9000 does not require a specific format for the Quality Manual. A sample manual is provided in this guide for your use as a template to create your own Quality Manual. The Quality Manual Table of Contents is based on the ISO 9000 standard itself. This ensures that each required element is addressed and provides an excellent starting point for building your Quality System.
ISO 9000 Quality Manual Consist of:
Master List
Forward
Administration
Company Information
Quality Management System
Management Responsibility
Resources Management
Product Realization
Measure Analysis Improvement
Attachment
b. ISO 9000 Operating Procedure
The ISO 9000 Operating Procedure Template includes and integrates the top level ISO 9000 quality manual and the six required quality procedures, thus containing the most difficult part of the ISO 9000 documentation. The ISO 9000 Operating Procedure Template include the detailed samples of the Operating Procedures to fulfill the ISO 9001 : 2008 requirements for the procedures, making the customization process even easier. The entire manual follows the structure of ISO 9001 : 2008.
ISO 9000 Operating Procedures Consist Of:
Control of documents
Control of records
Internal Audit
Control of non-conformance product
Corrective Action
Preventive Action
Training
Purchasing
c. ISO 9000 Forms
ISO 9001 : 2008 does not require forms but ISO 9001 : 2008 requires to keep records. Our well-designed forms make it easy to record the necessary information. In addition, our well-designed forms guide the user through a business process (for example, our Corrective & Preventive Action Plan Form guides you through the entire corrective action process), ensuring not only that all data is recorded but that all steps have properly been executed.
All our ISO 9000 Forms:
can immediately be used without any or with only little modifications(if you really need to, you can easily edit and customize in Microsoft Wordor Excel).
are designed by experienced quality managers and ISO 9000 auditors so that all forms are fully compliant with ISO 9001 : 2008 requirements.
are professionally laid out so that they are really easy to use without separate instructions.
ISO 9000 Forms Consist Of :
Orientation Checklist
Training Calendar
Training Needs Analysis
Training Record
After Training Valuation Form
Training Request Form
Application Form
Leave Application Card
Meeting Attendance
Training Attendance List
Store Card
Order Tracking Form
Material Issue Record
Material Return Note
Document Issue Record
Request For Uncontrolled Document
Document Change Notice
Preventive Maintenance Record
Approved Supplier List
Selection / Evaluation of Supplier
Audit Schedule
Internal Audit Checklist
Corrective Action Report
Preventive Action Report
Outgoing Form
Corrective &Preventive Tracking List
Equipment Calibration Tracking List
Customer Semi-Product Inspection
Non Conformance Corrective Action Report
Record Master List
Customer Feed Back Form
Customer Satisfaction Evaluation
Customer Information List
More than likely the input for the Quality Manual will come from your customers. It is the customer that drives the Quality Process. There requirements, needs, and future desires are the basis for implementing an ISO 9000 quality system in the first place.
At a minimum, the ISO 9000 Quality Manual is required to address each one of the paragraphs of the applicable ISO 9000 Series that the company plans to become registered against. ISO 9001:2008 is the focus of this manual. But, you may need to expand the scope to include EMS 14001, QS-9000, AS-9000, or other industry specific quality requirements.
Each area that is written should include, at a minimum, three parts: Scope, Policy and Responsibilities.
The Scope portion should simply state the purpose of the covered area.
The Policy portion should state the company policy regarding the applicable ISO clause.
The Responsibility portion should state who, in generic titles or positions, is responsible for the policy.
ISO 9000 does not require a specific format for the Quality Manual. A sample manual is provided in this guide for your use as a template to create your own Quality Manual. The Quality Manual Table of Contents is based on the ISO 9000 standard itself. This ensures that each required element is addressed and provides an excellent starting point for building your Quality System.
ISO 9000 Quality Manual Consist of:
Master List
Forward
Administration
Company Information
Quality Management System
Management Responsibility
Resources Management
Product Realization
Measure Analysis Improvement
Attachment
b. ISO 9000 Operating Procedure
The ISO 9000 Operating Procedure Template includes and integrates the top level ISO 9000 quality manual and the six required quality procedures, thus containing the most difficult part of the ISO 9000 documentation. The ISO 9000 Operating Procedure Template include the detailed samples of the Operating Procedures to fulfill the ISO 9001 : 2008 requirements for the procedures, making the customization process even easier. The entire manual follows the structure of ISO 9001 : 2008.
ISO 9000 Operating Procedures Consist Of:
Control of documents
Control of records
Internal Audit
Control of non-conformance product
Corrective Action
Preventive Action
Training
Purchasing
c. ISO 9000 Forms
ISO 9001 : 2008 does not require forms but ISO 9001 : 2008 requires to keep records. Our well-designed forms make it easy to record the necessary information. In addition, our well-designed forms guide the user through a business process (for example, our Corrective & Preventive Action Plan Form guides you through the entire corrective action process), ensuring not only that all data is recorded but that all steps have properly been executed.
All our ISO 9000 Forms:
can immediately be used without any or with only little modifications(if you really need to, you can easily edit and customize in Microsoft Wordor Excel).
are designed by experienced quality managers and ISO 9000 auditors so that all forms are fully compliant with ISO 9001 : 2008 requirements.
are professionally laid out so that they are really easy to use without separate instructions.
ISO 9000 Forms Consist Of :
Orientation Checklist
Training Calendar
Training Needs Analysis
Training Record
After Training Valuation Form
Training Request Form
Application Form
Leave Application Card
Meeting Attendance
Training Attendance List
Store Card
Order Tracking Form
Material Issue Record
Material Return Note
Document Issue Record
Request For Uncontrolled Document
Document Change Notice
Preventive Maintenance Record
Approved Supplier List
Selection / Evaluation of Supplier
Audit Schedule
Internal Audit Checklist
Corrective Action Report
Preventive Action Report
Outgoing Form
Corrective &Preventive Tracking List
Equipment Calibration Tracking List
Customer Semi-Product Inspection
Non Conformance Corrective Action Report
Record Master List
Customer Feed Back Form
Customer Satisfaction Evaluation
Customer Information List
Sunday, July 5, 2009
Trait Theory
Assumptions
People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or sufficient) combination of traits.
Description
Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders.
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits Skills
Adaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled
McCall and Lombardo (1983) researched both success and failure identified four primary traits by which leaders could succeed or 'derail':
Emotional stability and composure: Calm, confident and predictable, particularly when under stress.
Admitting error: Owning up to mistakes, rather than putting energy into covering up.
Good interpersonal skills: Able to communicate and persuade others without resort to negative or coercive tactics.
Intellectual breadth: Able to understand a wide range of areas, rather than having a narrow (and narrow-minded) area of expertise.
Discussion
There have been many different studies of leadership traits and they agree only in the general saintly qualities needed to be a leader.
For a long period, inherited traits were sidelined as learned and situational factors were considered to be far more realistic as reasons for people acquiring leadership positions.
Paradoxically, the research into twins who were separated at birth along with new sciences such as Behavioral Genetics have shown that far more is inherited than was previously supposed. Perhaps one day they will find a 'leadership gene'.
See also
Preferences
Stogdill, R.M. (1974). Handbook of leadership: A survey of the literature, New York: Free Press
McCall, M.W. Jr. and Lombardo, M.M. (1983). Off the track: Why and how successful executives get derailed. Greenboro, NC: Centre for Creative Leadership
People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or sufficient) combination of traits.
Description
Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders.
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits Skills
Adaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled
McCall and Lombardo (1983) researched both success and failure identified four primary traits by which leaders could succeed or 'derail':
Emotional stability and composure: Calm, confident and predictable, particularly when under stress.
Admitting error: Owning up to mistakes, rather than putting energy into covering up.
Good interpersonal skills: Able to communicate and persuade others without resort to negative or coercive tactics.
Intellectual breadth: Able to understand a wide range of areas, rather than having a narrow (and narrow-minded) area of expertise.
Discussion
There have been many different studies of leadership traits and they agree only in the general saintly qualities needed to be a leader.
For a long period, inherited traits were sidelined as learned and situational factors were considered to be far more realistic as reasons for people acquiring leadership positions.
Paradoxically, the research into twins who were separated at birth along with new sciences such as Behavioral Genetics have shown that far more is inherited than was previously supposed. Perhaps one day they will find a 'leadership gene'.
See also
Preferences
Stogdill, R.M. (1974). Handbook of leadership: A survey of the literature, New York: Free Press
McCall, M.W. Jr. and Lombardo, M.M. (1983). Off the track: Why and how successful executives get derailed. Greenboro, NC: Centre for Creative Leadership
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