Narrative composition and content Essay Example for Free

Narrative composition and content Essay In this essay I will talk about the narration, composition and the content of the newspapers which are published today. These three points are taken very seriously as they play the most important role in the success and failure of the newspapers which are published. I chose a broadsheet newspaper to analyse first as it has the articles in more proffesional order, its contents are trustworthy and theres a bigger audience for it. Narration of the newspapers on the frontpage of the broadsheet newspapers you would find the biggest news, something which would shock the viewers and convince them to read the newspaper. As it will be on the National News page it has to be a big news, it could be about politics, disasters in businesses or terrorist attacks anything which will grab the attention and it could be happening nationally. It would be popular and affect the people globally. See more: how to start a narrative essay for college Then it would be the local news which might be important to the viewers who live in the city which is mentioned in the newspaper but mostly everyone prefers an international paper with a good local section later in the newspaper as it may not be that important as much as the national news would be because the local news would be for a smaller audience it would come after the bigger news as it would be for the whole country. After the local news and adverts would come the Sports news pages which would be at the back of the newspaper because sports doesnt take much training or intelligence to grasp and it has a wide appeal. The reason newspapers are set up like that is because that setup makes them the most money. As the sports pages have always been at the back of the newspapers now the viewers know where to find the sports, if they dont want to see the other news they can just go to the sports area straight away and look at that, so they dont have to find it going through the whole newspaper. Â  Contents in newspapers- In tabloid newspapers we find stories of political events, crime, business, art/entertainment, society and sports similar to the broadsheet newspapers but they arent as big. The news about the ordinary people and what goes around the country which would be more emphasized, we find gossips about celebrities and their private lives etc for example The Sun they put stories for the people who are less proffessionals and look for something more humourous and fun rather than the serious crime and stressful news they find in the broadsheet newspapers. The tabloid newspapers make the news in a more intersting form with more pictures. Many people buy it to catch up with the news going around the world, as tabloids are more picture based the workers read it during their lunchtimes as a timepass and entertainment. Many readers think its really pointless It Seems that the owners of these papers care about doing is putting celebrity news as the major top stories. They have made celebrity news more important than the War on terror more important than global warming more important than the major problems this country this world is facing. Its not a real paper anymore its nothing more than a tabloid celebrity newspaper. Why changes were needed to be made to some of the newspaper content The contents in the newspapers we find today are completely different from what they were like when they first came out they actually needed to change for the better. Then they didnt care about how to please everyone and just used to put the content without looking at any audience and not thinking about the foreigners and the people from different cultures and thats why the newspapers then wernt that popular and successful whereas now the newspapers have improved and are more successful now because there are more foreign people in the country so the content needs to provide material for their interests aswell in order to gain more readers and also for that rather than having information only on british sport, they have news from all countries sport and their progress but with this the english people are also interested in other countries. The contents we find now in the newspapers are far more interesting now. In tabloids we find the news about everything but in a more humourous way even the global news would be presented in a similar way but the broadsheet newspapers are for the more serius audience who just simply want to know the news and no other interference with it they want to know more about crime, finance, stocks and shares and business although they are getting used to the entertainment and the gossip news everywhere and are started to get into these kind of topics. As the newspapers need to appeal to all different types of people with different thoughts and backgrounds even the broadsheets include small informations of the celebrities and the current affairs mixed with other news for . e. g law, art, taxes, celebs and horoscopes in the tabloid newspaper are there so that they can get more viewers. As there are more issues to discuss in the media now and the way aspects are portrayed are a lot more controversial ways to attract the readers or viewers like the page three women who are completely exposed and revealing everything to get the men viewers and the Madeleine McCann case and how the newspapers were allowed to write bias viewpoints about the situation and not jus this there are many others, tabloids are more open about their opinion but broadsheets are not so open and obvious. Even technologyy was to be blamed for the changes not to be happening in the early years as the technology wasnt as good back then the print outs and the quality of it wasnt that good either so they couldnt made it more attractive and colourful but now we can do everything so there are more changes and the newspapers look a lot better too. So this shows that the changes in the contents were quite essential to the newspapers.

A Day at the Norton Simon Museum Essay -- Norton Simon Museum Painting

A Day at the Norton Simon Museum It was the day of April 13, 2000. I woke up at exactly 12 o’clock because my boyfriend was to pick me up at 1 like we planned the night before. The day looked quite nice, but I was in a fowl mood. I got into a car accident the night before and had a huge argument with my parents about the car. I finally dragged myself into the shower and got ready in half an hour. Then I went downstairs, sat on my couch, and repeatedly told myself the day would hopefully turn out better than last night. At around 1:15, my boyfriend came to pick me up. We took the 5 freeway to the 57 since it was the only way I knew how to get there. As we approached the 134 freeway, my girlfriend veered to the right, taking the 210 which was wrong way and got us lost. So, we exited the freeway and got back on the right track. Then finally, before long, we reached Norton Simon. As we reach the museum, the exterior was very beautiful. The first things I saw were the bronze statues in the front. We took a couple of pictures in front of them and in front of the Norton Simon. The entrance where the glass doors had sat was very unique and elegant. The glass walls that the glass doors were attached to, added to the elegance and beauty. When I had first walked in, I was very shy, timid, and unwilling to go on, this was due to the more mature audience that I had seen when I had first entered the museum. I was still unsure on how to act in a museum, being this my first time, so I was very calm, cool and reserved, but as time went on I saw college students my age probably doing the same thing I was doing. So I then I felt more at ease. Plus my girlfriend was with me so I was not alone. We walked and walked looking at each art piece, which were all well displayed. Then as I looked at the back wall, a large oil canvas painting looked right back at me. I could feel its pain and so then, I decided to do my paper on this piece. The painting was The Ragpicker by Manet. (The Ragpicker. Edouard Manet.1865.Oil on canvas.) The painting was so enormous that it was hard to miss. Such a huge painting for one man, it almost looked life-like. The dimensions of this work is 76.75† x 51.25†. This scene seems to take place of a lower-class man late in his age, probably near his seventies, appears to be looking out of the corner of his eye. The ... ...the eye because the fabric of his shirt and the roughness of his jeans appear to have texture but they do not. If you actually touch the painting, you will find it to be flat and it does not have that feeling of thick application of paint. The painting has realistic 3 dimensional space by the use of linear perspective and chiaroscuro. It also looks to be 2 dimensional as well, because it almost looks like some influence on the Japanese print, like flat patches of paint. The lines converge from the edges of the paint to the center letting off the effect of a background and a foreground. It looks as though the trash is in the foreground and the man is in the background. In the back of the painting, it is darker which also adds to the effect of the 3 dimensional space. My first experience at the museum was a good one. I had so much fun even after we were done with the Norton-Simon. Being a business major, I did not know that art could speak to me as it did. It has not influenced me so much as to change my major, but it did open my eyes to a whole new world. Now when I look at art, I do not just see a pretty picture, but what the artist is actually trying to say.

Social Change

Sociology and Social change are not words that the average person thinks about on a daily basis. However, these are definitely two areas that effect society on a regularly. Chapter one of the textbook discusses these subjects. This chapter gives a detailed view of the kinds of change, levels of change, and causes of change. Although these are not things that are pondered upon, the information outlined in chapter one helps clarify why and how things change. It can be extremely difficult to read about or research a topic and not know exactly what it is.The first thing chapter one does is defines social change. The textbook’s definition of social change is â€Å"the significant alteration of social structure and cultural patterns through time. † In other words, it’s when there has been a big enough change in society and its actions over time to make an impact. This section also breaks down social structure as the interactions between people and groups that have beco me predictable. After explaining specifically what social change is, the chapter then goes into more detail.The next thing that it talks about is the kinds of change. There are five different kinds of change. The first is changes in personnel. This is the change where different individuals with their own unique pasts are constantly moving throughout social structures. Next is change in the way parts of the structure relate. This kind of change deals with the relationship roles, especially those in the family setting. The third kinds of change are changes in the function of the structures. This change is how and what is contributed to society.Although an establishment is created to fulfill one particular need, it may very well adapt to assist with additional needs. Fourth, the next kinds of change are the changes in relationships between different structures. This is how certain organization may adapt over time to fulfill the needs of society at the time. Lastly, there is the emergen ce of new structures. The next section discusses the levels of change. There are three levels discussed in this section; micro, macro, and societal.Micro level of change is the level of change that focuses on individuals and things that are of everyday concern to people. Macro level of change deals with society as a whole and how decisions are possibly formulated in society. Societal level of change is the changes that happen within the urbanized society. These changes take longer to occur and mostly affect choices between women and men, and marriage ideals. The section immediately following talks briefly about time frames of change.This segment gives a synopsis of short term and long term change. Short term change is normally more noticeable and obvious. Long term change is oftentimes harder to recognize and has a larger influence. The last big section of this chapter talks about the causes of change. This portion starts off by identifying the difference in consequences and change. It clarifies that there is a difference but also states that there is a correlation. The next cause of change can be external or internal. These are also known as exogenous and endogenous.External causes, as one assumes, are those beyond the control of one’s own power. Technology would be an example of external cause. Internal causes are those factors that happen naturally without any influence from outside forces. This section discussed three internal causes in particular. Those causes were the gap between the ideas that we share as society and the actual practices of society, the difference in what every individual learns and picks up in socialization, and the difference in the way individuals take on social roles and how they define them.Chapter one is a great introductory chapter to social change. Chapter one is a great way to start this textbook off in showing the world of sociology. Not only does it explain what social change is, it gives exact reasons as to why. From the kinds of change, to the time frame of change, it is all relevant as to why society has reached its current culture. As well as why we are the people of society and how our actions have evolved over time.

Define strategic quality management within the NHSBT - Free Essay Example

Sample details Pages: 12 Words: 3747 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? The National Blood Service became a national service in 1993. Prior to 1993, there were 14 blood centres in England all collecting testing and distributing blood and blood products. In October 2005, the service was merged with UK Transplant and named The National Health Service Blood and Transplant (NHSBT). Don’t waste time! Our writers will create an original "Define strategic quality management within the NHSBT" essay for you Create order It became established as a Special Health Authority. There were numerous synergies and clear opportunities to cut duplication and to reduce costs to the NHSBT consists. (NHSBT Intranet 2010) The NHSBT comprises of 15 centres within the UK. These 15 centres are split into three regions. These are South West region, Northern region and South East and London region, each with a main super centre supplying the satellite centres throughout each of the three regions. The NHSBT was set up to manage all blood services in England and North Wales. Its customers are the Donors who donate the blood and the patients, via the hospital blood banks, who receive it. The NBS is the sole supplier of blood and blood products to all NHS and private hospitals and also provides a range of specialist diagnostic and tissue services some of which it is also the sole supplier for. The NBS benchmark themselves against other industries. Organizations operating in different sectors do not have to meet th e same customer requirements, but they do have to meet (or exceed) whatever those customer requirements are. The NBS is not accredited against ISO 9001:2000, but is licensed by the government. Retention of this license requires a Quality Management System that includes a robust Customer service/satisfaction programme modeled on the ISO standard. Strategic Quality Management WHAT DOES SQM MEAN TO THE NHSBT In order to survive, organisations have to focus on profit maximization. https://www.mightystudents.com/essay/Strategic.Quality.Management.75151#ixzz11WOKnTMm This can be achieved by a clear and transparent strategy that is directed by the senior management team and driven by the operational side of the organisation. However, before the NHSBT can effectively and efficiently implement the strategy, it has to ensure the quality of its internal processes. All the internal processes in an organization are inextricably linked. So if there is a problem with one process this will subsequently have an impact further down the line. One major stumbling block for the NHSBT is that each process is seen as a single system, and not an interconnecting set of processes that make up a larger system. Therefore when corrective action or root cause analysis or even business process reengineering takes place, the focus is on only the small part odf the process which is deemed to be failing , the management has to focus on not only the specific work process which is being looked at but also on other work processes likely to be impacted by changes in the reengineered process . All strategies have one thing in common; each must combine all department personnel in a single organisational unit to promote a consistent constancy of purpose Wacker (1989 p. 67). Constancy of purpose as described by Deming (Goetsch and Davis 2010 p i ) is to Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business, and to provide jobs.. However, top managements understanding that mixed strategy will be detrimental to quality efforts is critical for quality improvement, since a mixed strategy will lead to cross purpose working within the organisation. Wacker (1989 p. 67). Garvin introduced the framework of strategi c quality management emphasizing that quality must be defined from the customers point of view. He further elaborated it by stating that quality should be linked with profitability on both the market and cost sides. It should be linked with the strategic planning process requiring organization-wide commitment Tummala, V.M. and Tang, C.L. (1996 p. 10) Garvin introduced the term and elaborated it in terms of five elements, he did not define it in a compact form. Juran, on the other hand, defined SQM as a systematic approach for setting and meeting quality goals throughout the company Tummala, V.M. and Tang, C.L. (1996 p. 11). The BSI Standards define SQM as a management philosophy and company practices that aim to harness the human and material resources of an organization in the most effective way to achieve the objectives of the organization Tummala, V.M. and Tang, C.L. (1996 p. 11). Srinidhi, B. (1998 p 42). Describe SQM as the integration of the principles of quality management into the three steps of strategic planning. The three steps are as follows: Define a vision or a desired state. A future state. Formulate a change management process Deployment of the chosen strategy. Thus from the research it was concluded by Tummala, V.M. and Tang, C.L. (1996 p .11 that the following factors can be considered as contributing factors and fundamental to the development of strategic and operational strategies which will enable the organisation to continuously improve the quality of products and service. The factors are as follows: customer focus; leadership; continuous improvement; strategic quality planning; design quality, speed and prevention; people participation and partnership; and fact-based management. Implementation of SQM, while largely context-specific, still needs to conform to some fundamental principles to have a good chance of success. Srinidhi, B. (1998 p 65 The first of these principles is the notion of continu ous improvement. Jha and Noori (1996 cited by Srinidhi, B. (1998 p 65 ) discuss the dynamics of continuous improvement. At the level of managerial attitudes, this translates to a continuous commitment for improvement. The second principle is that information and measurement are the enabling mechanisms for implementing SQM. The availability of information increases awareness and improves the probability of buy-in from employees. Srinidhi, B. (1998 p 66 ) Involvement and empowerment of all employees in SQM is the third principle. Admittedly, not all employees will fully support the strategic initiative but it is important that they are fully aware of what the strategic initiatives are, the justification for those strategic initiatives and why there might be a difference of view between them and the firm. This awareness can be developed only by their involvement in the strategy formulation process. Empowerment refers to the ability to take actions in furtherance of the strategy without lengthy approvals and bureaucratic obstacles. It is important to note that empowerment without the proper awareness and enabling information leads to chaos and should be avoided. Srinidhi, B. (1998 p 66) Given these general principles, the actual implementation of SQM is context specific. It depends on the stage of development of the organization (new, growing, mature or declining), the type of industry (fast-changing, cyclical, stable), the current organizational philosophy and culture (centralized/ decentralized structure, financial measure-oriented/direct measure-oriented, top-down/empowered employees), the strategic importance associated by the management to quality and customer service issues (price or cost-based competition or quality-based product differentiation or speedy changes in technology) and the size and dispersion of the organization (small and single location to large multinationals with world-wide dispersion). Srinidhi, B. (1998 p 65 ) One of the main hurdle s of implementing SQM is the departmentalization and fragmentation of organizations. Such a departmental structure with individual responsibility centers makes the administration of rewards and penalty easy. Unfortunately, it creates an internally focused and narrow departmental mindset among managers. Each manager is concerned only about his or her departmental measures and hands off the product to the next department. Srinidhi, B. (1998 p 67-68)This is clearly prevalent within the specialist patient services (SpS) directorate. expand Nationalised industries such as the NHSBT with essentially monopoly markets have been seen as non-profit organisations and throughout their existence different governments have strived to establish acceptable and effective measures of performance. The NHS and the NHSBTs fundamental aim is to provide an unparalleled service to the nation and thus its attention can be focused on prevention and cure Thompson, J.L. (1991 p. 126). The government fund s the NHSBT, and at the major source of funds it has key influence on the strategy of the organisation. expand The mission of any business is to explain directly its purpose for existing, its goals, and how it intends to obtain them. https://www.brainmass.com/homework-help/business/business-analysis/297179 Furthermore, the mission of the NHSBT is to satisfy all customers by offering the best prices, customer service and best product available. The vision is to make the NHSBT a world class service. Managing quality requires effective leadership to outline a clear vision of the improvement process based on customer requirements. Just as an effective leader is crucial to the implementation of quality processes, human resources development is also an essential aspect in an organizations ability to create an environment conducive for superior quality (Hanson, 2005 cited by brainmass.com (n.d.).  Ãƒâ€š This interpretation of TQM as continuous improvement is very much of an operational nature. If this is how it is perceived, then it is seen as being separate from the strategic issue and only of operational if perhaps tactical benefit. Leonard, D. and McAdam, R. (2001 P. 440). By using QM as the catalyst for integration with corporate strategy, the result could be the creation of a strategic approach that is more sensitive to customer and competitive requirements and one that becomes the central focus of corporate decision-making Murphy, W.H. and Leonard, D. (2009 p. 211). What has been determined is that a strong functional or procedural attitude to TQM prevails which links it to strategic issues. While this is necessary to allow TQM to function and bemanaged in the organization, in many cases the policy is only to impact on operational or production issues. In many of the organizations the TQM policy is not well aligned with strategic issues. Leonard, D. and McAdam, R. (2001 P. 443). As discussed by Leonard, D. and McAdam, R. (2001 p. 443) TQM assists the implementation of the strategy in ensuring that operational objectives are met in meeting the corporate goals Figure. £Ã‚ £Ã‚ £Ã‚ £ Strategic management of quality. Perrott,B. (2002 p. 164 The figure above attempts to show how quality management could be integrated into the planning and decision-making process. Viewing quality from a strategic rather than an operational perspective. This will ensure that benefits from quality improvements flow through to strategic dimensions. Strategic QM (SQM) occurs once leaders develop a systematic approach for setting and meeting quality goals throughout the company. SQM is the apex of the broader system of managing quality (Juran, 1989 cited by Murphy, W.H. and Leonard, D. (2009 p. 211). SQM has been called a comprehensive and strategic framework linking profitability, business objectives and competitiveness to quality efforts with the aim of harnessing human, material and information resources organization-wide in co ntinuously improving products or services that will allow the delivery of customer satisfaction Murphy, W.H. and Leonard, D. (2009 p. 211). Customer focus In moving to customer focused planning, high-performance companies are making the provision of customer value the organizations primary strategic intent Chapman, Murray and Mellor (1997 p 435). The NBS is not accredited against ISO 9001:2008, but is licensed by the goverments healthcare agency the Medicines and Healthcare products Regulatory Agency (MHRA). Retention of this license requires by law that the organisation implement a Quality Management System (QMS) that includes a robust Customer focus and service programme modelled on the ISO standard. Figure 1: Model of a process based quality management system Source: BS EN ISO9001:2008 Changing or instituting a customer service culture requires not only senior management commitment, but also a clear and cohesive customer service strategy. Very often, major long lasting improvements need a fundamental transformation in the company requiring re-training of the staff and a possible cultural change Hague, P. and Hague, N. (n.d.). Measuring Customer satisfaction requires adequate resources. These must be sanctioned by senior management and the process must be implemented by a top down approach. Cultural changes to an organisation require the backing of senior management to ensure any costs and actions required in improving customer service can be implemented. Hague, P. and Hague, N. (n.d.). Management should assure people that the efficacy of providing high quality therapeutic products and services are of benefit to the patients, and that the financial benefits in providing good customer satisfaction are of benefit to the organisation. Its no secret that the future belongs to companies that best understand their customers and who deliver on the promise to meet customers needs. Issues that affect customer satisfaction, like loyalty, repeat purchases and lifetime value, must regularly be analyzed especially in todays competitive environment. Icrsurvey (n.d.) This must be a long-term commitment. Companies who only use customer service survey results as a report of how we did last month will not develop an adequate customer service ethos. Customer-focused organizations, such as the NBS, need to respond to Customer Survey information to improve customer service loyalty continuously. For many organisations in the public sector CS will itself be the main measure of success. Elias (2006) If an organization does not measure CS, it probably will not manage CS very well. That which is measured gets managed. The benefits of measuring Customer service/satisfaction within the NBS are extensive, from the satisfaction of the donors to the satisfaction of the hospitals and the improvements to health of the patients who receive the product or service. Indeed part of the NHSBTs motto is we strive to meet the needs of all our customers. Donors need to be treated and managed as customers. Comprehensive Customer Satisfaction surveys need to be implemented to find out what the donor expects from the service and how the NBS is performing in relation to their expectations. Donor loyalty, retention and recruitment are required to provide enough blood to satisfy increasing clinical demand. Customer loyalty plays a vital role for any successful business. This loyalty is not given easily, especially in an emotive field like blood donation. The NHSBT has to understand what makes customer both satisfied and unsatisfied. A customer retention strategy will be based on doing what matters most to the customers and this can be guided only by Customer Satisfaction measurement. Against a background where donors are donating less frequently and lapsing at a faster rate than they can be replaced, the need to seek and act on donor opinion has never been greater. The need to understand what aspects of the service the donors like and thos e donors dont is paramount if the NHSBT are to retain donor loyalty. Simply collecting data on customer perspective is no sufficient the process must be followed through, to check how the data is analyzed (ISO 9001:2008 clause 8.4), and what conclusions are made with respect to the effectiveness of the QMS. After creating and conducting the survey, the results will be analysed. The analysis process starts by performing statistical tests to reveal relationships or differences in customer ratings of the performance on different product and service attributes, and how they affect overall satisfaction. These steps require strict attention to detail and, in some cases, knowledge of statistics and computer software packages. How these steps are conducted will depend on the scope of the study, capabilities, and the audience to whom the work will be directed.  [12]  The data will be generated in two ways, quantitative qualitative. The quantitative data will come from the customer satisfaction surveys the qualitative data from the forums with the h ospital blood bank managers. The results from the quantitative data will be analysed statistically, this allows the NBS to translate responses into meaningful information to get the most out of the data, but this data may give little scope for interpretation or personal views. The only drawback with quantitative data is the possible return rate, the fact is that questionnaires can get lost or are simply ignored. The quantitative data generated will be analyzed using numerous methods. Statistical tests and comparative analysis are used to determine whether or not customer attitudes or specific performance measures have changed and if so, whether or not the changes are statistically significant  [13]  . There are multiple tools used to analyze the data from the customer satisfaction surveys and determine whether customer satisfaction is improving or deteriorating. Some of the most common tools used are: Correlation Analysis  [14]   This measures the degree of linea r relationship between two variables. This type of analysis is typically used for customer satisfaction surveys. This can be useful to produce a derived importance versus satisfaction map (appendix 1) Regression Analysis14-This is a useful method for assessing the relative importance of attributes when customers are unable or unwilling to directly state their views. It examines the extent to which the satisfaction or performance ratings the customers give the company on each of the attributes are related to customers overall satisfaction. (Appendix 1) Pareto analysis  [14]   is a useful tool to identify the top reasons for customer dissatisfaction. With this information the NBS know which problems to address first to get the most improvement most quickly. Pareto analysis is based on the premise that 80% of problems are due to 20% of the possible causes. These 20% are the vital few problems a process improvement focuses on. A Pareto analysis is a sorted histogram with two f eatures added. One is the cumulative distribution curve. Second, the vital few are identified (Appendix 1) Matrix Approaches  [15]   Another key tool is that of direct comparison of satisfaction levels/ratings of service quality factors and the importance attached to each. As show in Figure 5, this approach will allow the NBS to identify and focus action upon elements falling into the bottom right quadrant. These are variously called quadrant, matrix and performance-importance grid approaches. (Appendix 1) SQM needs to address two aspects of the customers and markets. Increasingly, there are settings in which the customer does not know and has no means of knowing what satisfies him or what he actually needs. In these situations, the expectations of the customer need to be actively managed rather than passively accepted. Srinidhi, B. (1998 p 64). Once the expectations of the customers are managed, we need a process which incorporates the customer expectations in every de cision that the firm makes. In other words, it is important to have a management system which continuously focuses managerial attention on the customer needs and expectations. SQM should address both these aspects of customer management. Customer satisfaction is a key indicator of perceived quality and such satisfaction, consistent with profitability, can only be achieved if: Srinidhi, B. (1998 p 64). the customer expectations are such that the firm can satisfy them; the expectations of at least one set of customers are such that other firms cannot realistically satisfy them better than the firm in question; and there is a system in place which translates customer expectations into tangible managerial actions which can be implemented. Achievement of all three of these criteria requires strategic analysis although customer focus is revered, methods for developing a deeper understanding of the customers situation are not sufficiently integrated into TQM. Lagrosen, S (2001 p 348) One of the most significant attributes of TQM is the recognition that the customer ultimately determines whether or not a product meets or exceeds a particular quality level. For this reason, the involvement of the entire organization to create value through meeting customers expectations is paramount throughout the Company. Creating loyalty through continuous improvement is vital. As in the case of the definition of SQM, the core concepts are identified from the significant contributing factors that are promoted by the quality gurus in one form or another in managing quality. As such the% should he fundamental in developing the strategic as well as operational strategies to improve continuously the quality of products or services. We identify them as customer focus, leadership, continuous improvement, strategic quality planning, design quality, speed and prevention, people participation and partnership, and fact-based Tummala, V.M. and Tang, C.L. (199 6 p. 41). As all the quality gurus stated, duality must be defined by the customer. The quality process is Cm continuous loop that begins, ends, and begins again with the customer. Thus the focus on quality must be from a process-driven discipline to a customer driven discipline. All product or service attributes that contribute value to the customer and lead to customer satisfaction need to be addressed. Tummala, V.M. and Tang, C.L. (1996 p. 41). Conclusion The importance of strategic quality management theory is paramount for successful quality improvement in products and services Wacker, J.G. (1989 p. 54) SQM should be the sole responsibility ofthe senior management team (SMT). The designation of the strategic planning team as also the SMT brings the senior managements attention specifically to strategic issues of quality. The SAT identifies the strategic importance of quality issues and incorporates them in the formulation of the overall business strategy Srinidhi, B. (1998 p 67)mention CSFs etc SQM is now a necessary strategic differentiating process for a number of organizations facing increasing competition. SQM cannot be considered in isolation from overall strategic planning. It therefore becomes imperative to present both the SQM formulation and SQM deployment processes within the overall strategic business planning process Srinidhi, B. (1998 p. 68-69) The most critical barrier to SQM implementation is the lack of top m anagement involvement. It is not a project or a program that can be delegated to the lower echelons of management Srinidhi, B. (1998 p 68) As with TQM management commitment is crucial, but top management involvement is paramount to the success of the initiative. Organisations lacking strong leader commitment and possessing a weak culture for service cannot reach the ideal of customer focus. A strong culture of strategic quality management dissemenated down from the higher echelons of the organisation, will enable the NHSBT to fulfil its potential in the unrelenting pursuit of customer focus. The results that are achieveable will propel the NHSBT from an organisation whom benchmark against the best into a worldclass organisation that is benchmarked against. This will only be achieved if the organisation incorporate quality management into the strategy. With the regulatory body the MHRA raising the bar with their expectations of quality. The NHSBT has had to act fast to change. Thi s has been difficult, due to the nature of the infrastructure. This has basically diabled the organisation from becoming agile to change. This has been recognised by the senipr management team, but at a cost, where errors with internal processes and staff have cost the organisation in monetory terms and more importantly customer terms. Our whole business is functional around our customers. It is about getting out into the marketplace and finding out what our customers need and giving our customers that. So therefore, it is corporate strategy and that is why it is not something separate. Leonard, D. and McAdam, R. (2001 p. 442)