Quality Management: Organization Types, Coursework Example

In Management, an Organisation is a social entity that contains a collective target with a link to the outside environment (Bowyer, 2004). Any organisation is defined and classified based on the elements that form a part of it (who are associated and not associated with it), its communication (which channels and elements do the company use for communication), autonomy (changes carried out in an autonomous manner by the organisation) and rules in comparison to the outside events. Based on a number of compatible perspectives, organisations are classified into process-related, function-related, institution-related and other types (Hussey, 2000). This essay provides a comparative account of different (product-based, service-based, healthcare-based, continuous process based and defense-based) organisations in relation to the quality management.

Product-based organisations are oriented at selling a physical or tangible product. These organisations enable more flexible business environment. It provides the advantage of multiple product lines in a business and allows the workers to focus on individuals units. Service-based organisations, on the other side, rely on the people and experience of client. While the product-based organisation owners sell and advertise their products, service-based owners sells their skills as the main product (Hussey, 2000). Unlike other types of organisations, product-based organisations are assured about their product moving from one customer to other, enabling the customer experience effectively predictable. While the product-based organisations invest in branding efforts to construct customer awareness, service-based companies focus on direct marketing to certain codes or home owners in the specific region. By improving their market position, brand reputation and sales, product-based organisations increase their sales. With certain rare exceptions, service based businesses concentrate on their local target market. Instead of increasing market share, service-based organisations focus on revenue increase. The actual sales process also differs between different types of organisations. Product-based businesses contain quick turnaround times different to service-based ones who need negotiations and customer contracts (Mukherjee, 2005).

Different to the above, healthcare-based organisation encompass different sectors that are focused in offering health care services and products. This sector generally consists of hospital activities, medical and dental practice and other human health related activities. Through the supervision of nurses, midwives, physiotherapists and other allied health care professionals, these organisations target at promoting the well-being and quality of life of individuals. Differently, some of the healthcare-based organisations support funds for basic research in the disciplines related to biomedical sciences, psychology, physiology, food science and technology, agriculture and others. By nurturing the research talent of the students studying at the universities and research centres, these organisations aim at promoting health of various vulnerable patients. In addition, these organisations catalyse the cross-fertilisation of people ideas and experience between the researchers for offering support to patients who are in threat. All in all, these organisations expand and deepen the knowledge-base of life sciences by strengthening and using the national sources together with know-how and experience (Bowyer, 2004).

Continuous process-based organisations, unlike other types, are closely associated with the quality assurance and control. These organisations utilise systems engineering and other process-based approaches to define, construct and manage large complex systems. Continuous improvement, the prime target of these organisations, is identified as the component of modern quality management. While the health-care based organisations focus on the well-being, these continuous-process based organisations emphasise on the global and technical aspects of human dynamics. By addressing the cultural transformation in relation to the leadership, power and actual struggle of workers, these process-based organisations work for the development of entire business. In difference to the above types, continuous process-based organisations address the concerns of labour and culminate with a candid assessment. These organisations even compromise the labour to promote higher productivity, sustainable work environment, human motivation and team competence (Hussey, 2000).

Lastly, the defence-based organisations are dedicated in working towards increasing self-reliance in different defence systems. Unlike other organisations, defence-based organisations work in different areas of military technology that include aeronautics, electronics, instrumentation engineering, missiles, naval systems, advanced computing, simulation and life-sciences. Whilst striving to meet the corner stone weapon technology requirements, the defence-based organisations offer ample benefits to the society at large. In difference to healthcare, process, service and product based types, these organisations develop the needed infrastructure and quality manpower. They work towards offering technological solutions to optimise the effectiveness and promote well-being of troops. Certain defence-based organisations also support fundamental research that will generate new knowledge useful for the navy and train young individual’s minds. By approving research programmes through funds, these organisations play a crucial role in making recommendations (Mukherjee, 2005).

Regardless of their targets and type of work, today’s environment needs them to increase their return on investment. In the case of public sector organisations, it enables them to do more with less. To gain success in any type of organisations and achieve goals, it is much essential to function by effective follow-up of continuous process improvement ethic. Otherwise, the limitations in any area-processes, technology, infrastructure and individuals- may definitely place the organisation’s competency to reach its mission at risk.

References

Mukherjee, S. (2005). Organisation and Management and Business Communication. London: SAGE Publishers. Pp. 90-100.

Bowyer, J. (2004). Organisational Management. United States of America: Palgrave Macmillan Publishers. Pp. 21-40.

Hussey, D. (2000). How to manage organisational change. USA: Hoffmann Publishers. Pp. 34-50.