The Nature Of Strategic Management Journal Commerce Essay

The Nature Of Strategic Management Journal Commerce Essay Strategic management is ideas and injunctions that enable the organization achieve its objective or long-term target to perform a better performance. The purpose of strategic management is to seek the opportunities for better future of the organization. Generally, good strategic management practices can improve the organization performance and achieve the organization target objectives. The strategies on an organization are made by the management itself to ensure the successful of the organization. The strategic management process consists of three stages which are strategy formulation, strategy implementation and strategy evaluation. 1. INTRODUCTION Today, there are many definitions of strategic defined by various authors and by refer to Mintzberg et al. (1998), the definition of strategic is universal and there is no single. The others author, Chandler (1962) as the American business historian is the first person that defined strategic as determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals. In the context of construction, Channon (1978) defined strategy in term of the extent of diversification, international activity and acquisition policy. Mintzberg (1994) portrays strategy as a plan a direction, a guide or Strategic Management Practices in Malaysian Construction Industry 142 course of action into the future and as a pattern, that is, consistent in behavior over time. Strategic management has evolved into a more sophisticated and potentially more powerful tool (Stoney, 2001). The strategic management stages need a person who is competent to handle this process more effectively and to make sure that its success (Stahl and Grigsby, 1992). To ensure firm success and can overcome any barriers that occur during strategic management process, the top management of an organization must play their roles through involvement in the process, through dialogue and participation. The aim purpose of the process is to achieve the understanding and commitment from top management and employees. 2. Strategic Management in General STRATEGIC MANAGEMENT IN GENERAL There are many definitions that are defined by various authors. According to David (1997) strategic management is the art and science of formulating, implementing, evaluating cross functional decision that enable organization to achieve its objectives. Wheelen and Hunger (1984) say that strategic management is a set of managerial decisions and actions that determines the long-run performance of an organization. It includes environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation and evaluation and control. Wheelen and Hunger (2003) noted that people at all levels, not just top management, need to be involve in strategic management; scanning the environment for critical information, suggesting changes to strategies and programs to take advantage of environment shifts, and working with others to continuously improve work methods, procedures, and evaluation techniques by working with other people in the organiz ation. 3. FINDINGS Stages in Strategic Management Strategy Formulation The first phase is strategy formulation. Certo and Peter (1991) stated that strategy formulation want to ensure that the organization achieve the objectives that they have been made. David (1997) said that strategy formulation includes the decision on what business to conduct, how to allocate the resources, and whether want the business join or enter to international market. Besides, David also stated that strategy formulation phase includes developing a vision and mission, identifying an organization external opportunities and threats, determining internal strength and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing the best alternative strategy to be pursue. He also said that issues in strategic management includes deciding what new business to enter, what business to abandon, how to allocate resources without hostile takeovers, whether to expand operations or diversity, whether to merge or form a joint venture, whether to enter intern ational markets and how to avoid a hostile takeover. ROLES OF INTELLIGENCE IN STRATEGY FORMULATION Good intelligence is not necessarily going to make a great strategy while successful strategies are derived from good intelligence concerning a companys total business environment including the competition. There is some intelligence role in strategy formulation. Among them are: Describing the Competitive Environment. Intelligence analysis must to carry out their responsibilities, so that the company can compete with the challenging environment over time. Besides that, intelligence should also determine the causes of the companys competitive environment, including competitors, customers, products, the structure of the industry in which they all perform, and the type of competition, such as price performance, and technology. Forecasting the Future Competitive Environment Intelligence department can provide predictions of future business for the company, especially in the competitive environment in which the company is likely to find itself. Business intelligence estimate is the most appropriate intelligence products to reflect the competitive environment in the future, as being one entirely different from the business environment that it competes in today. Identifying and Compensating for Exposed Weaknesses. Companys own weaknesses and vulnerabilities can be identify and assess by using intelligence department. Usually when a company is about to launch a new strategy or enter a market or business that it has never participated in before, this ability is particularly valuable because the competition is likely to have assessed the newcomers strengths and weaknesses and will exploit those weaknesses that are truly vulnerabilities. Before entering the new business arena, companies must be aware of his own weaknesses before the occurrence of a competition. This is to ensure that the company is always ready to take corrective action or formulate new strategies so that the company is not affected. Using Intelligence to Implement and Adjust Strategy to the Changing Competitive Environment. After the new strategy have been designed and tested, then it goes through two distinct phases of implementation. Initial implementation of the first phase is when competitors began to detect and respond to the strategys salient features. While the second phase is developing a more complete and appropriate set of actions to counter your strategy. The intelligence that you gather during both distinct phases of implementation are critical to the long-term viability of your new strategy because comprehensiveness, timeliness, objectivity and analysis are required in these two phase. Few US companies are capable of managing such effective business intelligence operations and thus formulating the appropriate ongoing business plans necessary to continually adjust their strategy to the changing competitive environment. DESIGNING A STRATEGY FORMULATION PROCESS FOR NEW, TECHNOLOGY-BASED FIRMS: A KNOWLEDGE-BASED APPROACH When open innovation models are being introduced in the industry, innovative firms must taking more and more open forms, so that a firm can create the innovation process in a knowledge-based society. In addition, the firm also can   build porous borders to incorporate their own knowledge and competencies with others. The first step is to identify useful knowledge among employees and stakeholders of the NTBF (new technology based firm), so that they do not require further discussion. However, in the external environment, identify useful knowledge is not as easy as I thought. There are several questions that must be answered to proceed from knowledge identification to transfer knowledge :- Who has the requested knowledge? This question is more relevant when searching among the members of the NTBF but also a who knows the whereabouts of the requested knowledge? which is more relevant when the requested knowledge lies outside the firm. What are our relations with the actor holding the requested knowledge? Question like this is to identify ways to strengthen ties in the relation with the actor/partner holding the requested knowledge. What drives this relationship? Is it based on friendship, a strategic alliance, a mutually-beneficial business relationship, or a potential partnership etc.? What is the nature of the requested knowledge? The third question is related to the knowledge complexity that determines the ability to accomplish the knowledge transfer because it is has to be regarded within the framework of a specific knowledge transaction, between specific persons in a specific context. How can we transfer this knowledge and what is the compensation requested for this transfer? The fourth question related to the readiness of the owner knowledge to share knowledge because knowledge transfer process cannot be determined in advance, and this depends on the complexity of knowledge and the absorptive capacity of the recipient to make the transfer. Apart from compensation, are there additional costs associated with the transfer? The fifth question tries to examine the non-monetary cost associated with the transfer of knowledge. As mentioned earlier, a NTBFs resources are limited and valuable and the cost to absorb a knowledge transfer might prove costly in terms of man days of key members of the NTBF. Does this knowledge transaction contribute to the formation of a collaborative competitive advantage? The final question concerns the examination of the probability that this knowledge transaction is part of the formation of a knowledge-based strategic alliance forming a sustainable competitive advantage that is difficult to imitate. Strategy Implementation The second phase is strategy implementation. In this phase, Sharplin (1995) said that all the organization activities or business strategies must be based on the strategic plan made. Organization must establish the objectives and policies of the company so that all the employees know what they should do to achieve the company objectives. Besides, the company also needs to do something to ensure that all the employees are motivated to do the job, and resources need to be allocating to execute formulated strategies. Effective strategy implementation is really important to the organization. Based to Certo and Peter (1991), effective strategy implementation is really important to get the benefits of performing an analysis of organizational, establishment of organizational direction and formulating. APPRAISING THE ROLE OF STRATEGY IMPLEMENTATION IN EXPORT PERFORMANCE: A CASE FROM MIDDLE EAST They are various point of views to define and describe the strategy implementation. Strategy implementation may be define as a process inducing various forms of organizational learning, because both environmental threats and strategic responses can make something happen for organizational learning processes (Lehner, 2004). Strategy implementation is a combination process of implementing strategies, policies, programs and action plans that helps a firm to take the benefits of opportunities in the competitive environment by using wisely and usefully its resources (Harrington, 2006). Strategy implementation is also can be described that the companies can identify the future opportunities as a lively process (Schaap, 2006). On the field of studies in strategy implementation, it must be done with the international perspective. In Hrebiniak conceptual framework there are some suggestion about the key factor for strategy implementation which include of leadership, facilitating global learni ng, developing global managers, having a matrix structure and working with external companies for international environment. Besides that, there are other framework introduced by Yip, that involved organizational structure, culture, people and managerial process (Okumus, 2003). There are two groups of variables which is operational (budgeting, structure) and managerial (culture, leadership) that had been identify in this study of measuring the strategy implementation. STRATEGY IMPLEMENTATION AND CONTROL During an action, strategy implementation is a managing forces and focuses on efficiency. It is primarily an operational process, requires special motivation and leadership skills and requires the combination among many individual. There are some several of issues that involve in strategy implementation which is : Strategies are not lead to action and have to be activated through implementation. Plan should be lead in strategies. Result of plan in different kind of programmes. Formulation of projects must lead to programmes. Separate allocation of fund is requires and it must be completed within a time given. The needed infrastructure for the day-to-day operations create of Projects create within an organization. Strategies implementation is not limited to formulation of plans, programmes, and projects. Resources would require in projects. After it has been provided, it would be essential to see a proper organizational structure is designed, systems have been installed, devised the functional policies, and various behavioural inputs are provided to make sure the plans may work. Below is the issues in strategy implementation that are to be considered : Project implementation Procedural implementation Resource allocation Structural implementation Functional implementation Behavioural implementation THE ROLE OF STRATEGIC LEADERSHIP IN EFFECTIVESTRATEGY IMPLEMENTATION: PERCEPTIONS OF SOUTH AFRICAN STRATEGIC LEADERS The effectiveness and importance of strategy implementation In some of organizations from South African, it was found that the strategy implementation is more important than strategy formulation and can be see that the ability to implement a strategy in an organisation is more likely important than the ability to formulate a strategy in an organisation. Strategy implementation can be more difficult than the strategy formulation. This study was founded that the effectiveness of strategy implementation in South African organizations can help the organisation to gain the effectiveness of organisation. It can show that, the strategy implementation more effectiveness to be used it within the organisation. Barriers to effective strategy implementation There are some barriers to achieve the effectiveness of strategy implementation : The workforce are poorly to understanding of the strategy and the most of important barriers to effective strategy implementation is there are an ineffective communication of the strategy among the workforce Another major barrier to an effective strategy implementation is strategic leadership is not perceived. Drivers of strategy implementation The importance of the drivers of strategy implementation : The most important driver of strategy implementation is strategic leadership. Strategic leadership contributes positively to the effective implementation of a strategy within an organization Many all of authors stated that the key of strategy implementation is strategic leadership (Hrebiniak 2005; Collins 2001; Useem 1998, 2001; Locke Kirkpatrick 1991; Freedman Tregoe 2003; Hitt et al. 2007; Hsieh Yik 2005; Bossidy Charan 2002; Thompson Strickland 2003; Hussey 1998; Kaplan Norton 2004). In fact, the effectiveness of strategy implementation is based on the strategic leaders of the organisation and to get the effectiveness to implementing strategy within the organisation, it is only through effective strategic leadership. (Hitt et al. 2007). The role of strategic leadership actions in strategy implementation The most important role in effective strategy implementation is the strategic leadership. The other of the important roles in strategy implementation is development of human capital, the exploitation and maintenance of core competencies. The development of social capital is the strategic leadership action is to play the least important role in effective strategy implementation. Strategy Evaluation The last phase of this management process is evaluation. Weiss (1972) define the purpose of evaluation as measuring the effects on given task whether it is according to the goals and objective of the organization. Thus, an improvement or corrective action should be taken after the evaluation has been made. It is really important to use a SWOT analysis to figure out the strengths, weaknesses, opportunities and threats for both external and internal factors. This may require taking certain precautionary measures to change the entire strategy. Research methodologies need to be used to quantify the outcome from the evaluation against the goals that has been made to create a success. Weiss agree that goals are really important in an evaluation to improve the performance. Evaluation done by reviewing current strategies, measure the performance and take the corrective actions. The need of an evaluation is to know the success of the organization. Certo and Peter (1991) stated that the evalua tion needs information about strategic performance to compare it with existing standards. Balanced scorecard (BSC) is an example of one of the popular approaches to evaluate the organization performance. It was first introduced by Kaplan and Norton (1992. 1996a). The BSC typically is a method that allows an organization to indicate its vision, develop and communicate a strategy to achieve the established vision and convert the developed strategy into action. 4. Conclusion In general, strategic management can be used to determine mission, vision, values, goals, objectives, roles and responsibilities. Strategic management is important in the organization to know the objectives and the aim of the organizations. The nature of strategic management also involve about the process or stages. This study was focused on the strategic management process. Strategic management process has three stages which is strategy formulation, strategy implementation and strategy evaluation. The strategic management process is becoming more widely used by small firms, large companies, nonprofit institutions, governmental organizations, and multinational conglomerates alike. It represents a logical, systematic, and objective approach for determining an organizations future direction. All the three stages of the process were important for all the organization. This is because those process are more likely as a guideline to the organization to manage their organization. Without a proper strategy the successful and the effectiveness cannot be occur. A good strategist plans and controls his or her plans, whereas a bad strategist never plans and then tries to control people. We can conclude that the strategy is important within the organization which as a direction for organization to manage their management. Without a strategy, an organization is like a ship without a rudder, going around in circles. Its like a tramp; it has no place to go. Joel Ross and Michael Kami

Movie Analysis of Hotel Rwanda

Hotel Rwanda, released in December of 2004, is based on the true story on the life of Paul Rusesabagina, a hotel manager of Hotel des Mille Collines, who saved the lives of 1,268 people in the face of genocide. This movie is based on the true events of the Rwandan Genocide in 1994 that occurred in Kigali, the capital and largest city of Rwanda in Africa. It touches upon when the Hutu extremists of Rwanda initiated an act of genocide on thousands of the minority group, Tutsis. This movie was directed/written by Terry George and Keir Pearson.Major cast include Don Cheadle (Paul Rusesabagina), Sophie Okonedo (Tatiana), Joaquin Phoenix (Jack), and Nick Nolte (Colonel Oliver of the UN). Other cast members include Fana Mokoena (General Bizimungu of Kigali Police), Hakeem Kae-Kazim (Georges Rutaganda, leader of Interhamwe militia), and Jean Reno (Mr. Tillens, President of Sabena Airlines in Belgium). The movie’s main location of filming was done in Kigali, Rwanda, and Johannesburg, S outh Africa. Tensions between the Hutu and Tutsi groups are what lead to the war, and eventual genocide, in Rwanda.Paul and his family witness killings in the neighborhood. Although his wife is Tutsi, and himself Hutu, Paul carries protection with people of influence, bribing them with money and alcohol, seeking to maintain sufficient influence to keep his family safe. When the war erupts and a Rwandan Army officer threatens Paul and his neighbors, Paul barely negotiates their safety, and is forced to the decision of bringing everyone to the hotel. More refugees come to the hotel from the overburdened United Nations camp, the Red Cross, and orphanages from all over the country.Paul must divert the Hutu soldiers, care for the refugees, be a source of strength to his family, and maintain the appearance of a functioning luxury hotel as the situation becomes more dangerous. The UN Peacekeeping forces, led by Canadian Colonel Oliver (Nolte), are unable to take assertive action against th e Interahamwe since they are forbidden to intervene in the genocide. The foreign nationals are evacuated, but the Rwandans are left behind. When the UN forces attempt to evacuate a group of refugees, including Paul's family, they are ambushed and must turn back.In a last-ditch effort to save the refugees, Paul pleads with the Rwandan Army General, Augustin Bizimungu (Mokoena) for assistance. However, when Paul's bribes no longer work, he blackmails the General with threats of being tried as a war criminal. Soon after, the family and the hotel refugees are finally able to leave the besieged hotel in a UN convoy. They travel through retreating masses of refugees and militia to reach safety behind Tutsi rebel lines. From the beginning, it is clearly displayed that there are more than two sides of the story, with various groups representing each side.The Tutsis are the ones accused in the killing of the Kigali president after his offer of an agreement of peace, and just want peace betwe en both parties. The Hutu are attempting to kill off any person that is Tutsis. They believe that the Tutsis killed the president because they want to keep the power that was left in their hands when the Belgium left Kigali. There is also the UN peacekeepers and other foreign armies (French, Italian etc†¦), referred in the movie as ‘the West’. One is trying to help the Rwandans stay alive, while the other is stay out of the issue.In the movie, Hutu extremist views’ are specified through the character of George Rutaganda. They reference the Tutsis as ‘cockroaches’, and how the Hutu must rise up and get rid of any Tutsis, along with any of the next generation. As said in the movie by Rutaganda, â€Å"Hutu, we must get rid of these cockroaches that are infecting our country†. Most of this encouragement comes from Georges Rutaganda, the leader of the Interhamwe militia, who speaks to the Hutu extremists through the radio, which is the only wa y you see the Hutu people communicate with one another throughout the whole film.Although communication is solely this, the mission of the Hutu is successfully showed. In contrast, while the mission is known, as mentioned before, all communication is through the radio, with no actual physical meetings. This was weird to me, sending the message that decisions were not made by the group as a whole, but rather militia taking orders from one leader (Rutaganda). Also it gave off the feeling of spontaneity, although the movie showed that many Hutu were angry since power was given to the Tutsis, and not only when the Kigali president was killed.On the other end, the Tutsis are constantly running searching for protection from the Hutu, trying not to be killed. Those on their side are Rusesabagina, Colonel Oliver, and Mr. Tillens, through their own actions, respectively. Multiple times throughout the film, it shows how the Tutsis cannot even stay in their own homes and once they cannot show identity cards stating their status as Hutu, they are beaten, homes burnt to the ground, and most roads to leave are blocked off. Rusesabagina obviously uses the hotel as a refugee camp, and Colonel Oliver fights through the whole movie to get the influence of the West to stop the enocide, for he cannot himself. Mr. Tillens does what he can to keep off the Hutu extremists away from the hotel by keeping contact with the French, who supply the Hutu armies. Before watching, the reviews portrayed Rusesabagina as ‘a clear hero for the Rwandans’. This was evident while seeing the movie. Obviously, Paul shelters thousands of Tutsi people in the hotel, doing everything he can to keep the Hutu away. In the first few scenes of the movie, this same determination is not seen. Paul makes it clear that he does everything only to protect his family.As he tells his wife when she tells him to call his people to help the neighbors being attacked, â€Å"I give the powerful guests of the hotel everything, so that in return, they will protect my family when troubling times come. They are our neighbors, not family. † As the attacks get worse, this mindset changes as a threat to kill a group of Tutsis in front of him is presented. Toward the beginning of the movie, after the attacks begin in Paul’s neighborhood, a large group of other Tutsis neighbors are hiding in the Rusesabagina home. Hutu armies come to kill all the ‘cockroaches’ in his home, including his wife and kids.At first, Paul offers bribes of money and alcohol to save only his family, but later offers almost triple the amount of money for the whole group, including expensive jewels. This is only one of the first scenes that Paul bribes armies to avoid the killing of those he is protecting. With the character of Rusesabagina, the filmmaker portrayed him as a humble man, with no inconstancies in any of his actions. This goes along with the purpose of the film, which was to show the actions of a hero, who saved thousands from genocide. The main antagonists of the film would be the Hutu.They could be considered villains not only for their hate for Tutsis, but for the ruthless killing of close to a million. The directors, did just enough in every scene to remind the ones watching that this group of people did not want anything to do with the Tutsis. Another antagonist in the film, in my opinion, was the foreign armies (Belgium, French and Italian). In the first attempt to remove the Tutsis from Kigali, it was believed that all these armies were coming to the aid of the people. When they actually arrived, it was then explained by Colonel Oliver, that they would only be helping evacuate the Americans and those from ‘the West’.This scene gives them the portrayal of a villain, because as Colonel Oliver says in a following scene to Paul, â€Å"You are considered dirt to them Paul, you are not even Black, you are an African†. This line was very comp elling for me because it showed a type of ranking between other races, as compared with the Africans, with all of them showing superiority over them. The same scene also showed how people who may see what was going on in Kigali would not take action, like the conversation between Paul and Jack. Jack has just filmed footage of a group of people being beaten and even chopped up with machetes.Paul says to him, â€Å"How could they not intervene, after seeing such brutality? † Jack doesn’t have the same faith, replying, â€Å"When people see this, they will say â€Å"Oh, how horrible† and go on eating dinner. † It was after these scenes that Paul realizes that believing he was one of them, and everything he has done (adapting to their ways, conforming to every need and want), was for nothing. After this scene, it is said many times, especially by Rusesabagina, that they were on their own, and everyone had abandoned them.If this were true, then they would not even have the UN peacekeepers, who were consistent allies. This was the only contradiction I found with the antagonists. If someone only watched the first few scenes of the movie, it could be misinterpreted that Paul had many influences aiding him through the end of the genocide (or in this case, the movie). His main allies in the movie were Colonel Oliver, Mr. Tillens in Belgium, and General Bizumungu. Of these allies, it was perceived that the General was only helping because he was constantly being bribed, and not out of kindness.With Colonel Oliver, he always came back to Paul once he knew of any opportunities to get the people out of Kigali. At first, I assumed that the UN was against the people of Kigali, because they were given orders to not attempt to stop the genocide, or in the words of Oliver, â€Å"We are peacekeepers, not peacemakers†. This is where the audience can think that everyone has abandoned them. This assumption was put away once the UN peacekeepers go t hrough multiple attempts, and are eventually successful; at getting everyone pass Tutsi rebel lines, even after the Hutu showed that they killed some of Oliver’s men.Mr. Tillens, the president of Sabena Airlines, was only present in a few parts, but his was visibly one of Paul’s most powerful influences and had a big impact on their survival. In another scene where the hotel is under attack by Hutu extremists, Paul is given ten minutes to come downstairs and provide a list of all the ‘cockroaches’ staying in the hotel. In this time, he sneaks away to call Tillens. As they are talking, this is when a vulnerable side of Rusesabagina is seen.When asked if there is anything that can be done, it is the first time that Paul mentions any doubt in surviving the genocide, but stating, â€Å"I do not know what you can do, because I am positive that it is too late, they have already arrived, and I am sure we are going to die. † When Tillens says to buy him tim e, that he will get in contact with the French, who supply the Hutu, Paul is doubtful of his words. As Paul is outside negotiating with the armies, who are threatening to kill everyone, they are given orders (in French, but are obvious) to back off and leave the hotel, along with everyone in it.With the General, he is always talking with Paul in the first part of the movie of just how much the Kigali police have got him protected, but this is while Paul is still able to send him off with the best cigars from Cuba and Africa’s finest scotch. In a scene when Paul asks the General for help, but has no bribe, he is quick to say, â€Å"No more police, no more protection†. Paul begs for his help, insisting that these are troubling times, and they all need to stick together. The General answers Paul with a stern, â€Å"How are you going to help me Paul? The General briefly helps once Paul threatened him with the idea that everyone believed he was a war criminal involved in t he massacres. This is why it was necessary to show all sides, because if they were not, it would be perceived in the movie that no one tried to help the Tutsis survive the genocide, and that they were truly on their own. Many reviews said that the movie did not properly exhibit the actual events of the Rwandan Genocide, but after watching the film, I have to disagree. While watching certain scenes, it really made the tears fall in remembering that the movie is not fictional.It made you feel as if you were there, and put your emotions into each scene, while hitting you with the harsh realization that the event actually occurred. There was an equal stability between showing tidbits of the genocide, but also of how a single man became a hero by saving thousands. Overall, it left the message of how this should have never happened and gave moments as to how it could have been avoided. As one reviewer says, â€Å"The Rwandan Genocide is one of the most horrific events of this time, and u nfortunately, the most unknown†, but this movie gives audience a respectable summary that shall leave us knowledgeable.

Management Of Quality Management Standards - 1330 Words

M29EKM (MANAGEMENT OF QUALITY) COURSEWORK 2 Done by: OLUMAYOWA A. AYODEJI SID: 6771175 MSc Engineering Business Management Coventry University, UK Submitted on 19th March, 2017 1.0 Review of ISO 9001:2015 ISO 9001 is a universal quality management standard that sets requirements for quality management systems and can be adopted by organizations in any industry and of any size. It helps the organization which use it achieve customer satisfaction through efficient processes [ISO, 2015]. ISO 9001: 2015 is the latest edition of the ISO 9001 series published by International Organization for Standardization (ISO). ISO 9001: 2015 is designed to emphasize Costumer focus, Leadership, Engagement of people, process approach, continuous†¦show more content†¦2.0 Flowchart for the implementation of ISO 9001:2015 Figure 2.0 Flowchart for implementing ISO 9001: 2015 2.1 Flowchart analysis: Implementing ISO 9001 QMS in an organization begins with the decision to establish the QMS having appraised the organization. The next step is to get the management involved and committed to the cause after which an implementation team is setup to manage the process. Most often after this stage, the management backs off leaving the responsibilities to the implementation team alone causing challenges in the implementation. The implementation team then checks the context of the organization against the customer requirements and defines the organization’s quality management standard (QMS) from there. An awareness campaign is done to inform everyone in the organization about the QMS implementation and then staff are trained to meet the requirements. Roles are assigned and an operations plan is then created. At this stage, the process plan is documented and then process is carried on. An internal audit takes place to check the conformance of the process and products to standards. The results of the audit are put up for management review and then corrections are made where needed. 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