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Essay / Research Paper Abstract
This 3 page paper examines an article by Martensen and Dahlgaard where they introduce concepts in business management. The PDSA loop is discussed in depth. No additional sources cited.
Page Count:
3 pages (~225 words per page)
File: RT13_SA723PSD.rtf
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Unformatted sample text from the term paper:
" We believe that innovation and continuous improvement are based on the companys ability to be creative and to learn. We argue that an extended plan-do-study-act (PDSA) loop is necessary
when formulating excellent strategies and plans for innovation management" (Martensen & Dahlgaard, 1999, p. S627). The PDSA loop is associated with two major constructs, one of which is
a strategy loop and a culture loop (Martensen & Dahlgaard, 1999). The major principles of the strategy loop are aligned with the leaders of the group creating strategy and plans,
and then relaying those plans to the employees (Martensen & Dahlgaard, 1999). After this is done, gaps should be identified, and then this is aligned with an organizational vision (Martensen
& Dahlgaard, 1999). Next, once the gaps are identified, the leaders have to discern what needs to be accomplished in order to close those gaps (Martensen & Dahlgaard, 1999). The
second loop only needs to be used if a firm is not aligned with concepts related to the first loop (Martensen & Dahlgaard, 1999). In some way, the second loop
is a second choice. The major principles of the culture loop include the identification of needed principles and disciplines so that creativity and learning will be improved (Martensen & Dahlgaard,
1999). A plan for a new culture may be created at this time (Martensen & Dahlgaard, 1999). Training and educating all employees is important as well (Martensen & Dahlgaard, 1999).
Of course, relevant information should be directed to the right people and the information should reach the right individuals at the right time (Martensen & Dahlgaard, 1999). At this juncture,
all employees should be trained and educated to reach certain goals (Martensen & Dahlgaard, 1999). Finally, the leaders must identify improvements and use feedback mechanisms (Martensen & Dahlgaard, 1999). This
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