Research on the social value of leaders-employees relations

This article contains an analysis in the field of human resources management, especially of the relations between managers and employees of public and private organizations in the Republic of Moldova. The need for analysis and empirical research of these relationships is imposed by the conceptual hypothesis, which is the set of general and specific activities for ensuring, maintaining and efficient use of staff and involves continuous improvement of activities of all employees in order to achieve mission and organizational objectives. in order to promote a strategic quality management. The purpose of our research is to study and reflect on the social and emotional behaviors of employees in relation to some actions of managers and determine the resulting impact.The research methodology derives from the object, purpose and tasks of the research and is based on observation and case study - as a research experiment and finding by applying the differentiated questionnaire to respondents employed in the field of work, depending on their status in the organization: leaders or subordinates.

HOTEL SERVICES QUALITY ASPECTS

The article defines the concept of hotel service quality as a set of properties and characteristics of hotel services, formed by the relationship of all stakeholders in their provision, potentially or actually able to most effectively meet the established and expected needs of customers. Comparison of requirements for hotel categories set by standards of different countries: Criteria 2015-2020 HotelStars system, The Diamond standard, National rating Quality mark from TGCSA, State Russian system and Ukraine DSTU 4269: 2003 showed a certain obsolescence and irrelevance of the requirements of the National standard for certain criteria. In addition, DSTU 4269: 2003 does not have a block of quality indicators.In Ukraine in 2019, 131 hotels were inspected for compliance with the National Standard, which is three times more than the previous year (43 in 2018), most of which were set the category of «4 stars» – 48. The leader in the total number of surveyed hotels is the Kiev region – 34 hotels. The Kiev region is also the leader in the number of hotels, which were awarded the category of «3 stars» – 14 hotels and «4 stars» – 13 hotels in 2019. According to the number of hotels, which were awarded «5 stars», the leader was the Odessa region – 8 hotels in 2019 received this status mainly in the city of Odessa.The choice of hotel services quality aspects is a priority in its evaluation. The author proposes to expand the list of criteria according to the SERVQUAL methodology and to assesses the hotel services quality in terms of materiality, tangibility, reliability, safety, responsiveness, cogency, speed, empathy, accessibility, flexibility, guarantees, strategic quality management and quality control.Each of the 12 quality aspects is revealed by a set of individual quality indicators and determined by a comprehensive indicator, will calculate the integrated level of hotel services qua-lity, assess indicators in dynamics and in comparison with other hotels, and in the future assess the readiness of hotels to reach the international level.Keywords: quality, hotel, service, aspect, standard, category.

Integration-In-Totality: The 7th System Safety Principle Based on Systems Thinking in Aerospace Safety

Safety is of paramount concern in aerospace and aviation. Safety has evolved over the years, from the technical era to the human-factors era and organizational era, and finally to the present era of systems-thinking. Building upon three foundational concepts of systems-thinking, a new safety concept called “integration-in-totality principle” is propounded in this article as part of a “seven-principles-framework of system safety”, to act as an integrated framework to visualize and model system safety. The integration-in-totality principle concept addresses the need to have a holistic ‘vertical and horizontal integration’, which is a key tenet of systems thinking. The integration-in-totality principle is illustrated and elucidated with the help of a simple “Rubik’s cube model of integration-in-totality principle” with three orthogonal axes, the ‘axis of perspective’ of vertical integration, and the two ‘axes of perception and performance’ of horizontal integration. Safety analysis along the three axes with a ‘bidirectional synthesis’ and ‘continuum approach’ is further elaborated with relevant case studies, one among them related to the Boeing 737 MAX aircraft twin disasters. Safety is directly linked to quality, reliability and risk, through a self-reinforcing reflexive paradigm, and airworthiness assurance is the process through which safety concepts are embedded in a multidisciplinary aviation environment where the system of systems is seamlessly operating. The article explains how the system safety principle of integration-in-totality is related to reliability and airworthiness of an aerospace system with the help of the ‘V-model of systems engineering’. The article also establishes the linkage between integration-in-totality principle and strategic quality management, thus bridging the gap between two parallel fields of knowledge.

Quality Management Practices and Competitiveness of Manufacturing Firms in Nairobi

Purpose: The main objective of this study was to establish the influence of quality management practices on competitiveness of manufacturing firms in Nairobi.Methodology: The research adopted a descriptive survey research design in trying to focus on manufacturing firms operating in Nairobi. This study used the list of manufacturing firms in Nairobi as provided in the KAM directory that showed a total of 499 manufacturing firms operating in Nairobi. The research study used stratified random sampling. The sample size of the research study was 50 manufacturing firms. The data was collected by use of structured questionnaires. It was done from operations managers, quality assurance managers and supply chain managers or their equivalents since they were deemed to be well versed and had good understanding of strategic quality management practices and operational activities of manufacturing firms. The information from the analysis was presented by use of pie charts, graphs, bar charts and tables to search for any correlation between strategic quality management practices and firms’ competitiveness.Results and conclusion: The results revealed that bench marking and competitiveness were positively and significantly correlated (r=0.578, p=0.000). The results further showed that continuous improvement and competitiveness were positively and significantly related (r=0.620, p=0.000). It was additionally verified that supplier partnering and competitiveness were positively and significantly related (r=0.510, p=0.000). Equally, the results showed that six sigma and competitiveness were positively and significantly related (r=0.529, p=0.000). Finally, the results revealed that quality management practices and competitiveness were positively and significantly related (r=0.642, p=0.000). The results indicated that the overall model was statistically significant. Further, the results imply that the independent variables are good predictors of firm competitiveness. This was reinforced by an F statistic of 21.769 and the reported p value (0.000) which was less than the conventional probability of 0.05 significance level. Policy recommendation: The author recommended that manufacturing firms should institute and involve the support of strategic leadership to monitor the adoption and implementation of quality management practices as a way of improving their competitiveness in their respective industries. Further, firms should come up with as many benchmarking approaches and to also hold several of them so as to increase on adoption of effective mechanism that makes firms more competitive

Quality Management Practices and Competitiveness of Manufacturing Firms in Nairobi

Purpose: The main objective of this study was to establish the influence of quality management practices on competitiveness of manufacturing firms in Nairobi.Methodology: The research adopted a descriptive survey research design in trying to focus on manufacturing firms operating in Nairobi. This study used the list of manufacturing firms in Nairobi as provided in the KAM directory that showed a total of 499 manufacturing firms operating in Nairobi. The research study used stratified random sampling. The sample size of the research study was 50 manufacturing firms. The data was collected by use of structured questionnaires. It was done from operations managers, quality assurance managers and supply chain managers or their equivalents since they were deemed to be well versed and had good understanding of strategic quality management practices and operational activities of manufacturing firms. The information from the analysis was presented by use of pie charts, graphs, bar charts and tables to search for any correlation between strategic quality management practices and firms’ competitiveness.Results and conclusion: The results revealed that bench marking and competitiveness were positively and significantly correlated (r=0.578, p=0.000). The results further showed that continuous improvement and competitiveness were positively and significantly related (r=0.620, p=0.000). It was additionally verified that supplier partnering and competitiveness were positively and significantly related (r=0.510, p=0.000). Equally, the results showed that six sigma and competitiveness were positively and significantly related (r=0.529, p=0.000). Finally, the results revealed that quality management practices and competitiveness were positively and significantly related (r=0.642, p=0.000). The results indicated that the overall model was statistically significant. Further, the results imply that the independent variables are good predictors of firm competitiveness. This was reinforced by an F statistic of 21.769 and the reported p value (0.000) which was less than the conventional probability of 0.05 significance level. Policy recommendation: The author recommended that manufacturing firms should institute and involve the support of strategic leadership to monitor the adoption and implementation of quality management practices as a way of improving their competitiveness in their respective industries. Further, firms should come up with as many benchmarking approaches and to also hold several of them so as to increase on adoption of effective mechanism that makes firms more competitive

Studies on New Japan Global Manufacturing Model: The innovation of manufacturing engineering

This study describes the “New Japan Global Manufacturing Model” (NJ-GMM) that contributes to strengthening of Japanese global manufacturing strategy. NJ-GMM is the innovation of manufacturing engineering fundamentals. Specifically, the foundation of NJ-GMM consists of the “Intellectual Working Value Improvement Management Model” (IWV-IMM), “Partnering Performance Measurement Model” (PPMM), “Strategic Stratified Task Team Model” (SSTTM), “Intelligence High-cycle System for Assembly Maker Production Process” (IHS-AMPP), “Strategic Quality Management using Performance Measurement Model” (SQM-PMM), and “Working Value Evaluation Model” (WVEM). The effectiveness of NJ-GMM was verified through the actual applications to automobile manufacturing in Toyota and suppliers.