What are some common methods of quality control? What are their respective roles

Every manager must first organize themselves in relation to themselves. The following seven points are the more central management methods:

1 Decentralization.　　Decentralization is the transfer of responsibility, a superior is not to make all the decisions themselves, but will determine the work entrusted to his subordinates, so that they have a certain judgment and independent handling of the scope of the work, but also to assume part of the responsibility. Increases the willingness and efficiency of subordinates to work. Because participation in responsibility increases motivation. Superiors can be freed from the specific work, can be more involved in their own leadership work.

2 Stroll management.　　Stroll management means that (especially) the top leaders do not bury their heads in the office but let their subordinates see him as often as possible - like "strolling" around the enterprise. The business leader knows first-hand (directly from the employees) what is troubling the employees and where the business processes are stuck. And it's also motivating for workers to see the work and hear what each employee has to say.

3 Managing for results

Supervisors put the results they want at the center of management. Goals are given in goal management. Like goal management, more willingness to work and responsibility to participate. But in the control of results do not necessarily evaluate a subordinate, but can be a department or a position to which he is subordinate.

4 Management by Objectives The superior gives a (superior) objective to be achieved by his subordinates. For example the goal is to increase sales by 15%. The subordinates in each department have to **** the same to determine what should be accomplished to achieve this goal (subordinate) goal - to increase product sales. The superiors, in turn, regularly check for changes in sales. Like decentralized management and management by exception: increased willingness to work and responsibility for participation. In addition, subordinates **** the same pursuit of the goals to be achieved, promoting esprit de corps.

5 Management by exception The leader makes decisions personally only in exceptional cases. For example, a subordinate has the right to decide on price discounts of up to 6%. When a customer asks for a 10% discount, it is an exception: this must be decided by the supervisor. The same is true for increasing the willingness of employees to work. The employee has the possibility to handle the work independently - reducing the burden on the supervisor. The practical difficulty with this approach is: what is "normal" business and what are the exceptions? Therefore, the scope of decision-making is often tested.

6 Participation in management. The subordinate participates in decision-making on some issues, especially those that concern him. For example, transfer to another department or outside branch office. Employees do not feel "patronized" when they have a ****ing voice on important issues. For example, they can recognize the significance of the transfer and trust the reasons for it. This can lead to increased "buy-in" to the company's goals.

7 Systems management. Managing defined business processes. Think of the business as a large system that operates like a current regulation system. There are many rules and instructions for activities that are repeated over and over again (e.g., turning machines on and off, replacing and repairing them). This method is therefore mainly used in industrial enterprises. All work processes are organized into smooth flows. Many regulations are made to ensure that "the whole system works". All the leader has to do is not to make the organization too "bureaucratic".