Value chain is a model showing the reception of inputs in a business, addition of value through the various stages and final selling of finished commodity to the end consumers. From this view, a business is able to use value chain analysis in gaining a top-notch position in competition. The analysis allows the business to have a crucial contact over the movement of its raw materials to the consumers. The goal of the analysis is to maximize quality and value of the product at a much lesser total cost. In which case, this tool work on the concept of economic principle of advantage whereby successful companies are regarded to focus much on sectors where the can deliver best quality to the consumers.
Technical and Functional Quality model
This model operates on the basis that a firm needs to have a deeper understanding of quality perception by the consumers and how the quality of service is affected. Management of service quality requires the subject organization to match the perceived service with the expected service to ensure that it meets consumer’s satisfaction. In which case, service quality include technical , functional and image quality.
Attribute service quality model
The model works under the concept, which asserts that high quality of a service organization is achieved if it is able to meet preferences and expectations of the customer in a consistent way. This triggers the need for categorizing services into major attributes including physical facilities and processes, people’s behavior, and professional judgment (Babakus & Boller, 2002, 254).
Leadership and management are different concept with leaders having individuals who follow them while the managers harmonize people to work for them. In which case, leadership involves getting people to comprehend and follow the vision established by the leader thereby working together to achieve established goals. On the other hand, managers focus on administration and overseeing that daily operations are occurring as expected.
Characteristics of a leader
Honesty: this trait is important for every leader to command trust from the people who follow them.
Vision; A leader is an individual who knows where he is and the place he would want to go; this way help to chart a way forward for the team into the future.
Inspiration: a leader is that person who is able to inspire his team by making them understand their role in the context of the subject organization.
Traits of managers
Ability to work on a vision: a manager is that person who is able to pursue a strategic vision; thereby simplifying the path for the team to follow.
People focused: a manager should take care of his or her people, through listening to their needs and involving them in crucial decision making processes.
Process management: Manager should be in a position of establishing work rules and standard procedure required for operations.
For democratic leadership, the leaders believe that productivity can be improved by consensus; as the result, they will go a long towards involving their subjects to provide feedback in any crucial decision making process. This case is much different to autocratic leadership where “control and command” is the leadership style; people should be controlled in order to work. In which case, autocrats call for command in leadership while democrats believe people do not need too much oversight for them to perform.
The difference between female and male leadership style can be viewed on the basis of how they handle operations. Female leaders are much inclined towards listening and multitasking while the male counterparts are regarded as strong and aggressive. Owing to their emotional attachment, female are known to create a more trusting environment where employees can flourish their skills and experience. This is indifferent to male counterpart who majorly involves aggressiveness. From this, it can be concluded that males are autocrats while females are democrats, in terms of their leadership style.
Babakus, E. and Boller, G.W. (2002), “An empirical assessment of the SERVQUAL scale”,Journal of Business Research, Vol. 24, pp. 253-68.