POIUY
When driving, being able to change CD’s while keeping both eyes on the road can be challenging. BJB Manufacturing Company is the supplier of high-end CD changers for aftermarket vehicles, and is focusing on taking their business to the next level. Team E’s responsibility is to develop a quality management proposal. This paper will focus on the needs of the stakeholders, provide an analysis of the product and business musts, and the role that leadership will play.
Stakeholders are individuals, groups, and institutions that are affected by and thus have interest or “stake” in an organizations performance, such as employees, suppliers, customers, shareholders, and local communities (Schermerhorn, Hunt, & Osborn, 2008). Stakeholders are internal, connected, or external. The internal stakeholders here at BJB Manufacturing Company are the CEO’s, all managers, and the employees. The number one need within the company is to focus on the total quality management. The company needs to develop a strategic plan for designing the high-end CD changer for a car that will launch a new market division that meets the needs of the stakeholders. The CEO’s, managers, and staff, have a risk in the company because of competitive earnings, job stability, and raises.
Connected stakeholders according to Worthington (2005-2012), are “groups such as shareholders, suppliers and customers, and are parties which invest or have dealings with the firm” (para. 2). The shareholders expect to receive a return on what they have invested into the company. The supplier is to supply the company with high-end quality products and contracts with the company. Customer satisfaction is the main goal to quality management. The consumers want a high-end quality product at a rational price.
External stakeholders are government, local communities, local councils, and pressure groups not directly linked to the organization but who can be influenced or influence activities of the firm through various means
Stakeholders are individuals, groups, and institutions that are affected by and thus have interest or “stake” in an organizations performance, such as employees, suppliers, customers, shareholders, and local communities (Schermerhorn, Hunt, & Osborn, 2008). Stakeholders are internal, connected, or external. The internal stakeholders here at BJB Manufacturing Company are the CEO’s, all managers, and the employees. The number one need within the company is to focus on the total quality management. The company needs to develop a strategic plan for designing the high-end CD changer for a car that will launch a new market division that meets the needs of the stakeholders. The CEO’s, managers, and staff, have a risk in the company because of competitive earnings, job stability, and raises.
Connected stakeholders according to Worthington (2005-2012), are “groups such as shareholders, suppliers and customers, and are parties which invest or have dealings with the firm” (para. 2). The shareholders expect to receive a return on what they have invested into the company. The supplier is to supply the company with high-end quality products and contracts with the company. Customer satisfaction is the main goal to quality management. The consumers want a high-end quality product at a rational price.
External stakeholders are government, local communities, local councils, and pressure groups not directly linked to the organization but who can be influenced or influence activities of the firm through various means