Vocabulary notes

juggle lots of activities – управляться с большим количеством операций

deal with – иметь дело с кем-л. или чем-л.; разрешать вопрос

uncertainty – неопределённость, неизвестность

be notoriously poor at smth – быть заведомо слабым, некомпетентным в

чём-л.

fit the circumstances – приспосабливаться к обстоятельствам

fit the moment – соответствовать моменту

array – (зд) множество, масса

re-energize – «перезаряжать», заряжать новой энергией

Neutron Jack – «нейтроновый» Джек, Джек-«нейтрон»

decimate – (зд) сокращать

be tuned in to smb – быть внимательным, понимающим по отношению к

кому-либо

stand apart – особо выделяться; быть непревзойдённым, выдающимся

sound values – непреложные (непреходящие, вечные) ценности

networked organization – организация, поддерживающая обширные

деловые связи

be worth emulating – служить примером для подражания

reconcile differences – устранять разногласия

sensitize – делать чувствительным( восприимчивым, чутким)

TEXT 8

POINTS OF TOTAL QUALITY MANAGEMENT

These 14 points, based on the work of W. Edwards Deming, can help managers improve their goods and services through total quality management:

1. Create constancy of purpose for the improvement of goods and services. The organization should constantly strive to improve quality, productivity, and customer satisfaction to improve performance today and tomorrow.

2. Adopt a new philosophy to reject mistakes and negativism. Customers, managers, and employees all need to change their attitudes toward unacceptable work quality and sullen service.

3. Cease dependence on mass inspection. Instead of inspecting products after production to weed out bad quality, improve the process to build in good quality.

4. End the practice of awarding business on price alone. Create long-term relationships with suppliers who can deliver the best quality.

5. Improve constantly and forever the system of production and service. Improvement is not a one-time effort; managers must lead the way to continuous improvement of quality, productivity, and customer satisfaction.

6. Institute training. Train all organization members to do their jobs consistently well.

7. Institute leadership. Managers must provide the leadership to help employees do a better job.

8. Drive out fear. Create an atmosphere in which employees are not afraid to ask questions or to point out problems.

9. Break down barriers between units. Ensure that people in organizational departments or units do not have conflicting goals and are able to work as a team to achieve overall goals.

10. Eliminate slogans, exhortations, and targets for the work force. These alone cannot help anyone do a better job, and they imply that employees could do better if they tried harder; instead, management should provide methods for improvement.

11. Eliminate numerical quotas. Quotas count only finished units, not quality or methods, and they generally lead to defective goods, wasted resources, and demoralized employees.

12. Remove barriers to pride in work. Most people want to do a good job but are prevented from doing so by misguided management, poor communication, faulty equipment, defective materials, and other barriers that managers must remove to improve quality.

13. Institute a vigorous program of education and retraining. Both managers and employees have to be educated in the new quality methods.

14. Take action to accomplish the transformation. With top-management commitment, have the courage to make the changes throughout the organization that will improve quality.