Correspondence MBA Course Describes Project Quality

May 16
08:41

2012

shefali garg

shefali garg

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We learn in the correspondence MBA course about classification in details. In this course we know that position classification follows logically from job analysis, for it assumes that each position can be logically placed in the company.

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We know that management science is an important area and know that highly trained analysis are needed to solve the large and complex faced by the business world. How ever,Correspondence MBA Course Describes Project Quality Articles unless you are one of the relatively few students intends to become a professional manager, you are probably wondering why you need to study management courses like distance learning MBA. This is a legitimate concern. For many years, those in the field of management education received criticism from students and educators that correspondence MBA course was irrelevant for the majority of the students who were required to take them. Looking back, it is difficult to argue with these critics. Typical correspondence MBA course were centered primarily on a collection of very specific models and, worse, a collection of mind numbing mathematical solutions techniques.

Correspondence MBA course teaches us about the project quality as well as decision making strategy. As we know that the key to project quality lies in making a more effective, meaningful transfer of proven quality methods to a general project management domain. The first step is to answer the question “What is quality?”

In some way, quality is associated with products. This may be the most obvious linkage. Distance learning MBA course describe quality by overview of the feature or attributes of some particular product: an automobile, an article of clothing, an electronic device, and so on.

This view can lead us with confidence to destructive”I’ll know it when I see it” definition of quality.

The idea of defects in a product is closely related t the view of products themselves. The perception of product quality may arise from favorable features, such as an automobile that always start on the first attempt, or is comfortable on long trips, or exhibits efficient fuel consumption. Defects are a bit different. We expect quality products to be free of defects. When we purchase a car, the upholstery should not be ripped or soiled, all the indicator lights on the dashboard should function properly, and these should be no cracked mirror or light covers.

In correspondence MBA course we learn that quality is many things to many people, but quality is also not some things that have been assumed over time.

One of the first questions asked by a distance learning MBA students when quality improvement effort is proposed is “How much will this cost?”

This is always a valid question, but a uniformed view can produce an invalid answer. Conventional wisdom, perhaps better called “conventional ignorance” in this case, has it that better quality costs more.

In times of cost control and cost cutting, the answer to quality improvement can be an unwise “We can’t afford that.”