Advisory Information for Businesses (each Website
has long lists of resources)
Consultants (hiring)
Innovation
Decision Making
Ethics (guidelines to ensure ethical behavior)
Evaluation Activities in Organizations
Marketing (research, pricing, competitor
analysis, and so on)
Performance
Management (measures for improvement of organizations, employees,
and so on)
Planning (various types of
planning)
Problem Solving
The topic “Business Planning” includes information
for for-profits and nonprofits. Information specific to one type
of organization is marked as such.
Business Planning
Business
Research Methods
Controlling
/ Coordinating the Implementation of Plans
Creativity and Innovation
Decision
Making
General Planning Process:
Guidelines for Successful Planning
Guidelines,
Methods and Resources for Organizational Change Agents
Marketing
Organizing Resources
to Implement Plans
Problem
Solving
Program Planning
Project Planning
Start
a Business
Start
a Nonprofit
Strategic Planning
Systems Thinking
Business
Development
Finances and Accounting (For-Profit)
Fundraising
for For-Profit
Guidelines
for Successful Planning
Loans
(Getting)
Organizational
Sustainability
Product
Development
Starting
a For-Profit Business
Strategic
Planning
Sustainable
Development
Finances
and Accounting (Nonprofit)
Fundraising
(Nonprofit)
Guidelines
and Framework for Successful Planning
Loans
(Getting)
Organizational
Sustainability
Program
Development
Social
Entrepreneurship
Starting
a Nonprofit
Sustainable
Development
See the following blogs which have posts related to this topic.
Scan down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the sidebar of the blog or click
on “next” near the bottom of a post in the blog.
Library’s
Business Planning Blog
Library’s Building a Business Blog
Library’s
Leadership Blog
Library’s
Project Management Blog
Library’s
Strategic Planning Blog
Library’s Supervision Blog
Conflict
Management
Controlling / Coordinating the Implementation of Plans
Enterprise
Law
Feedback
Guidelines, Methods and Resources for Organizational Change Agents
Group
Skills
Human
Resource Management
Listening
Organizational
Communications
Organizational
Performance Management
Presenting
/ Speaking
Public
and Media Relations
Staffing
Re-Organizing
Current Business
Strategic
Planning (including visioning, missions, values, action plans,
etc.)
Diversity and Inclusion
See the following blogs which have posts related to this topic.
Scan down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the sidebar of the blog or click
on “next” near the bottom of a post in the blog.
Library’s
Consulting and Organizational Development Blog
Library’s
Strategic Planning Blog
What’s Risk Management?
Conducting Risk Management Assessments
Best Protection: Good Management, Personnel Policies
and Insurance
Protecting Against Fraud, Forgery, Theft and Terrorism
Disaster Planning (Regarding Facilities, Not Computing,
etc.)
Legal Protection
Boards and Risk Management
Managing Risks in Financial Management
Managing Risks in Volunteer Management
Managing Risks in Fundraising
Resource Management (people, computers, records and
facilities)
Additional Information for Nonprofits
General Resources
Also consider
Related Library Topics
In addition to the articles on this current page, see the following blog which
has posts related to Risk Management. Scan down the blog’s page to see various
posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or
click on “next” near the bottom of a post in the blog.
Library’s Human
Resources Blog
Risk management is attempting to identify and then manage threats that could severely
impact or bring down the organization. Generally, this involves reviewing operations
of the organization, identifying potential threats to the organization and the
likelihood of their occurrence, and then taking appropriate actions to address
the most likely threats.
Traditionally, risk management was thought of as mostly a matter of getting
the right insurance. Insurance coverage usually came in rather standard packages,
so people tended to not take risk management seriously. However, this impression
of risk management has changed dramatically. With the recent increase in rules
and regulations, employee-related lawsuits and reliance on key resources, risk
management is becoming a management practice that is every bit as important
as financial or facilities management.
There are several basic activities which a nonprofit organization can conduct
to dramatically reduce its chances of experiencing a catastrophic event that
ruins or severely impairs the organization.
Organizations should regularly undertake comprehensive, focused assessment of
potential risks to the organization. This focused assessment should occur at least
twice a year by a team of staff members representing all the major functions of
the organization. The assessment should be carefully planned, documented and methodically
carried out.
The most common risks are typically of the types listed below. Comprehensive
checklists help a great deal to quickly review a wide range of organizational
aspects. Other aspects require more careful review.
Checklists in the following sections cover almost 140 considerations to ensure
a well run and highly protected organization.
Efforts undertaken to manage an organization well also contributes to sound risk
management. For example, a fully attentive board with a wide range of skills may
be the most important guard against major threats to an organization. See Governance
(Board) Indicators to assess the quality of your board. Also reference Basic
Evaluation of the Board.
Careful strategic planning and effective supervision helps ensure organizational
resources are closely aligned to accomplishing the organization’s mission, and
that staff and volunteers are treated fairly and comply with rules and regulations.
See Planning
Indicators and Human
Resources Indicators.
Every organization must have up-to-date policies which guide the relationships
between staff and management. There has been a noticeable increase in lawsuits
regarding wrongful termination, harassment and discrimination, disagreements
about promotions or salary actions, etc. Parties to lawsuits include the organization,
management and/or board members. Therefore, personnel policies must be reviewed
at least once a year by an outside advisor who is an expert about all of the
employee-related laws and regulations. See Policies
(Personnel).
Be sure that management is well versed about the policies. Typically, courts
will interpret actions by organizational personnel as representative of the
organization’s preferred course of action and superseding related, documented
policies.
For a broad and basic overview of insurance, see Insurance
Against Liability (legal/lia_insr.htm). You might first review this information
and then invite an insurance agent (or better yet, an insurance broker) to visit
your organization to provide you an overview of the types of insurance typically
sold to nonprofits. Note that many insurance professionals might not understand
the nature of nonprofits. Therefore, you might first ask a few people from fellow
nonprofits for references.
As dreadful as it may sound, you must schedule two hours sometime during the
year to close your door and study your insurance policies. Note any questions
and pose them to your insurance professional. Ask him or her to provide you
a written, clear description regarding any ambiguities and to do so on company
letterhead with his or her signature.
Note that Directors and Officers Insurance (D & O, and covered in the above
“Insurance Against Liabilities” section) is increasingly considered
because of the increasing number of lawsuits. In addition, D & O insurance
helps attract highly experienced board members. Be sure your D & O insurance
covers “insured vs. insured” which covers employee-related lawsuits
and also covers ongoing costs to address a lawsuit (rather than paying only
when the outcome of a lawsuit has been decided).
Personnel policies specify how personnel should be hired, supervised and fired
in accordance with employment laws that ensure fair, equitable and legally compliant
treatment of others. Personnel, particularly those who supervise others, should
be trained on the policies.
Background checks can detect if a person has committed crimes, major or minor
in nature, which might suggest tendencies for how the person will act in the
workplace.
Conduct Board orientations once a year for members.
Board orientations make members aware of the unique aspects of the Board and
the organization, including the Board’s policies, for example, about ethics,
conflict-of-interest, whistleblowers and document retention/destruction.
The policy should specify how Board members, employees and others could safely
report that an alleged or actual organizational behavior or practice is illegal,
unethical or inappropriate, without retaliation to the whistleblower.
The policy should specify the types of behaviors to conduct and/or to avoid
in order to ensure that Board members conduct themselves in a manner that treats
others fairly, equitably and that is legally compliant.
These procedures ensure that the activities in financial management are conducted
in a highly thorough, accurate and useful manner that also minimizes the likelihood
of malfeasance, including theft, fraud or misappropriation of funds.
The audit or review verifies the usefulness and accuracy of some or all aspects
of financial management and, thus, greatly increases the likelihood that financial
numbers and reports are indeed accurate.
Fraud
Symptom 1 – Insatiable hunger of CEO
Fraud
Symptom 2 – A Weak CFO
Fraud
Symptom 5 – Insufficient focus on organization culture and processes
Also consider
Addressing
Financial Controls and Risk Management
Arkwright Mutual Insurance
Company
Disaster Planning and Recovery
Disaster Preparedness Planning Guide for Facilities
To conduct a general audit of legal-related matters in your organization, see Legal
Indicators (org_eval/uw_legal.htm). Also see advice
to boards about legal protection (legal/lgl_thot.htm).
The growing role of the board in risk oversight
A Framework for Board Oversight of Enterprise Risk
Handling a Corporate Crisis
Strategic Risk Management: A Primer for Directors
Board Oversight of Strategic Risk
Should Your Board Have a Separate Risk Committee?
Compliance and Ethics in Risk Management
Risk Oversight: A Board Imperative
Risk Management and the Board of Directors
Boards Play A Leading Role in Risk Management Oversight
Sarbanes-Oxley and Corporate Risk-Taking
Tech-Intelligent Board
Protecting the Board of Directors
Risk Management and the Board of Directors
Five Questions That Corporate Directors Should Ask
Risk Management general resources
All About Crisis Management
Sound financial and asset controls help minimize theft, fraud and waste. See Financial
Indicators.
See the
Volunteer
HR Management
Energize,
Inc
Keeping
Volunteers Safe From Harm: Street Smarts for Unfamiliar Turf
Tempting
But Confusing and Dangerous: Paying Volunteers “Just a Little Something”
See the Fundraising
Indicators checklist. Also see the Top 10 Fundraising Risks for Nonprofits site which explains
how to deal with a wide range of potential fundraising issues.
This aspect of risk management is often overlooked. Each key role in an organization
should have some type of resource to back up performance of that role. For example,
another person in the organization should have general understanding of another
person’s role in case that other person for some reason is not able to perform
the role. The use of up-to-date job descriptions, todo lists and receiving regular
status reports both help to ensure understanding of how others carry out their
roles. Have a staff member back up another member who is on vacation. During staff
meetings, have a staff member give a presentation about their role and how they
carry it out. Ensure that each critical role has at least one backup person who
can step in to conduct the role. The backup assignment should be part of the person’s
job description to help the person take the assignment seriously.
1. Record all records in a central location and well labeled.
2. Keep critical documents (e.g., board minutes, leases and contracts, Articles
of Incorporation, ByLaws, letter from the IRS granting tax-exempt status, etc.)
preferably in a fireproof box.
3. Personnel files should be locked in desk drawers with access granted to the
Executive Director and his or her assistant.
4. Allocate two hours each year for staff to audit the agency’s documentation
for relevance, adequate labeling and reasonable organization.
1. Always lock your doors. This seems obvious, but too many organizations
fail to do so.
2. Ensure your fire protection systems are fully functional by scheduling to
test fire alarms twice a year or demanding that your facility’s owner test alarms
twice a year. Note that certain electrical equipment can be severely damaged
from water sprinklers. Arrange adequate covering or arrangement to minimize
water seepage if overhead sprinklers open up.
3. Conduct inspections twice a year, including to:
a) Inspect floors for ripped carpets
b) look for cables or wires laying on the floor (tape over them if you have
to)
c) Notice any electrical outlets with black soot hear outlets (this indicates
electrical shortages)
d) Ask all staff if their office accommodations are sufficient, e.g., their
chairs are entirely comfortable (tilted correctly for their backs and at the
right heights), is lighting sufficient for desk and computer work, etc.
e) Notice any heavy items on or near the floor which staff must continually
stoop to lift, e.g., boxes of paper for the copier or printers; open boxes before
they’re set on the floor or stack heavy items in a storage room on a shelf
f) Ensure all doors have fully functional door knobs (it’s amazing how long
people can tolerate something as small as a knob that continually jams so the
door is difficult to open)
g) Ensure there is a well-stocked first-aid kit available to all staff
h) Post emergency numbers on the wall near the central phone
i) During the winter, ensure adequate ice removal, e.g., spread sand over ice
or use salt to melt ice
j) Schedule ten minutes in a staff meeting once a year for the entire staff
to reflect on the quality of the facilities
Basic Overview of
Nonprofit Risk Management
Nonprofit Risk Management
Center (extensive collection of resources)
List of numerous online articles about nonprofit risk management
Overview of Liability
Insurance
Glossary of Risk Management and Insurance Terms
Insurance Glossary
Preparing Annual Risk Management Strategy
Senior Management Commitment to Risk Management
Risk Management Strategy of Virgin Group
Soft Skill Trainings for Risk Managers
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
https://staging.management.org/personaldevelopment/improving-reading.htm
To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.
TQM is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement.
Before reading more about TQM, it might be helpful to quickly review the major forms of quality management in an organization. These are briefly described at the top of the Quality Management topic.
© Copyright Quin Harris
Total Quality Management (TQM) is an approach that organizations use to improve their internal processes and increase customer satisfaction. When it is properly implemented, this style of management can lead to decreased costs related to corrective or preventative maintenance, better overall performance, and an increased number of happy and loyal customers.
However, TQM is not something that happens overnight. While there are a number of software solutions that will help organizations quickly start to implement a quality management system, there are some underlying philosophies that the company must integrate throughout every department of the company and at every level of management. Whatever other resources you use, you should adopt these seven important principles of Total Quality Management as a foundation for all your activities.
Many companies have wallowed in a repetitive cycle of chaos and customer complaints. They believe that their operations are simply too large to effectively manage the level of quality. The first step in the TQM process, then, is to realize there is a problem and that it can be controlled.
If your process is causing problems, it won’t matter how many times you hire new employees or how many training sessions you put them through. Correct the process and then train your people on these new procedures.
If you just patch over the underlying problems in the process, you will never be able to fully reach your potential. If, for example, your shipping department is falling behind, you may find that it is because of holdups in manufacturing. Go for the source to correct the problem.
Everyone in the company, from the workers on the line to the upper management, must realize that they have an important part to play in ensuring high levels of quality in their products and services. Everyone has a customer to delight, and they must all step up and take responsibility for them.
A quality management system is only effective when you can quantify the results. You need to see how the process is implemented and if it is having the desired effect. This will help you set your goals for the future and ensure that every department is working toward the same result.
Total Quality Management is not something that can be done once and then forgotten. It’s not a management “phase” that will end after a problem has been corrected. Real improvements must occur frequently and continually in order to increase customer satisfaction and loyalty.
Quality management is not a quick fix. You can purchase QMS software that will help you get things started, but you should understand that real results won’t occur immediately. TQM is a long-term investment, and it is designed to help you find long-term success.
Before you start looking for any kind of quality management software, it is important to make sure you are capable of implementing these fundamental principles throughout the company. This kind of management style can be a huge culture change in some companies, and sometimes the shift can come with some growing pains, but if you build on a foundation of quality principles, you will be equipped to make this change and start working toward real long-term success.
Also consider
Related Library Topics
In addition to the information on this current page, see the following blog which has posts related to Total Quality Management. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.
Library’s Quality Management Blog
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.
Before reading this topic, you might read about the Relationship Between Managing Supply Chain, Operations, Quality, Customer Relationships and Customer Service.
Also consider
We tend to think of the activities in quality management as occurring primarily in businesses, and especially in manufacturing. However, all of us are engaged in quality management. Think of a certain time that you wanted to accomplish something, for example, to achieve a certain goal or to provide an ongoing service. You probably started by planning how to do it. Then you implemented your plan to try it out for a while. Then you continued to notice changes that were needed to improve it. Basically, you were doing quality management — you were continuing to improve the quality of achieving the goal or of the service.
Perhaps you have worked for a supervisor in an organization. The supervisor asserted certain goals that you were to achieve, as well as certain tasks that you were to do. As you worked to do that, you and your supervisor monitored how well you were doing your job. The supervisor might have shared feedback about how you were doing, as well as some suggestions to make things better. You might have had an annual performance appraisal meeting with the supervisor in which you got an official rating of how well you do were doing. Those activities are referred to as employee performance management. They are a form of quality control — although the term “control” might have negative connotation in that situation.
Here are some definitions of quality management in an organizational setting:
The activities of quality management are somewhat different between developing and delivering products and services. A product is a tangible item, whereas a service is intangible. Thus, products are easier to monitor and measure so quality management of products is more straightforward to do. Services are more difficult to measure because the quality depends on subjective matters such as the quality of the relationship between the service provider and the customer.
A system is a recurring cycle of activities, including:
Thus, a system is a recurring loop of components — in a continuous cycle of improvement. Quality management is best done as a system; otherwise, the management tends to be highly reactive and sporadic, often resulting in a patchwork of disconnected and ineffective activities.
Again, we turn to the American Society of Quality: “A quality management system (QMS) is defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives. A QMS helps coordinate and direct an organization’s activities to meet customer and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.”
There are a several quality-related terms, most of which sound similar to each other, but that are somewhat different. These include:
The American Society for Quality distinguishes the difference. Quality assurance is “focused on providing confidence that quality requirements will be fulfilled.” Quality control is “more the inspection aspect of quality management” or “the operational techniques and activities used to fulfill requirements for quality.”
myPmps writes that quality planning is for “identifying which quality standards are relevant to the project and determining how to satisfy them”. So essentially it is the process that specifies the measurable requirements and milestones and for when they are to be achieved.
U.S. Department of Health and Human ServicesQuantifying the Benefits of Quality: Employee Training and Incentives writes that “Quality improvement (QI) consists of systematic and continuous actions that lead to measurable improvement in health care services and the health status of targeted patient groups.”
W. Edwards Deming led the quality management in Japan after World War II. Today, Japan stands as an example of the accomplishments and prestige that come from producing high-quality products. He has been credited with starting the quality movement in America. Deming frequently spoke about identifying “best practices” in developing and providing an organization’s products. Those best practices were to be integrated into a performance management system as standards against which a current level of performance were to be measures. W. Edwards Deming’s 14 Points for Total Quality Management
Dr. Joseph M Juran included quality management as a component in strategic management. Juran asserted that all processes are prone to error and, thus, a critical activity in quality management is to focus on the rate of errors in a process. His work brought focus especially on quality planning, quality
control and quality improvement. The Juran Trilogy: Quality Planning
Philip B. Crosby agreed with Juran that quality management was a management and strategic priority. He spoke about “Do It Right the First Time”, although he also asserted that there will always be limits to — or deviations from — the quality of a process. His is known especially for methods of quality improvement. Philip Crosby: Zero Defects Thinker
Also see
Historical Theories of Management
When choosing the best QMS for your organization, it is important to be aware of the various different approaches that it can take. The number of approaches, methods and tools continues to expand as more organizations strive to acquire, satisfy and retain their customers. The following list of some of the most common approaches is a good place to begin thinking about possible approaches. An upcoming section will give more guidelines about how to select the best approach for your organization. (Literature about quality management uses various different terms, such as approaches, philosophies, methods and tools, to refer to activities to manage quality in organizations. This section resorts to the term “approaches”.)
The Balanced Scorecard is a performance management approach that focuses on various overall performance indicators, often including customer perspective, internal-business processes, and learning and growth and financials, in order to monitor progress toward organization’s strategic goals. Each major unit throughout the organization often establishes its own scorecard which, in turn, is integrated with the scorecards of other units to achieve the scorecard of the overall organization.
Overall, the Balanced Scorecard can be used to accomplish stronger alignment between all of the major operations in an organization, as well as more effective and efficient accomplishment of strategic goals. It can also result in increased efficiencies and productivity, which, in turn, can reduce costs and increase profits.
A major benefit of the Balanced Scorecard is that it can provide a set of dashboards, or key indicators, that can be used very effectively to monitor the performance of various internal functions, as well as the overall organization.
Benchmarking is the use of certain measurements to compare the quality and performance of an organization, major activity or general process to another similar one in order to make conclusions about the quality and performance. Thus, benchmarking can be used in a wide variety of different approaches to quality where measurements are involved. Benchmarks can be used, for example, to compare the quality of two similar types of cars made by different manufacturers or to compare the quality of a certain product or service to an industry standard.
There are different types of benchmarks, for example, internal benchmarks to compare different internal processes, such as the quality of technical support in the sales versus the engineering departments. There is also competitive benchmarking to make comparisons between competitors, such as the quality of their products or services. There is also functional benchmarking to compare the quality of a function, such as strategic planning, to a set of best practices for that function.
This approach aims to increase organizational performance by radically re-designing the organization’s structures and processes, including by starting over from the ground up. It includes extensive analysis of the various processes across the organization, and analyzing them for effectiveness and efficiencies.
Although the activities of BPR can be quite detailed, complex and challenging, the benefits can be many. Similar to the Balanced Scorecard, BPR can also be used to accomplish stronger alignment between all of the major operations in an organization, as well as more effective and efficient accomplishment of strategic goals. It also can be used for increased efficiencies and productivity, which, in turn, can reduce costs and increase profits. Also, for nonprofits, it can be used to increase impact in the community. (BPR is a form of transformational organizational change.)
Also consider
Continuous improvement focuses on improving quality and customer satisfaction through continuous and incremental improvements to various internal processes, including by removing unnecessary activities and variations.
The benefits of implementing continuous improvement are similar to those of other methods of quality management. Benefits can include increased quality, productivity and sales, as well as employee satisfaction. It can decrease waste, costs and employee turnover.
Proponents of continuous improvement point out that the benefit of the method is that it forms a comprehensive, detailed approach to process improvement – not a reactive, hit-or-miss approach. It also can be implemented in increments, rather than in a much more challenging and radical transformation of the entire organization.
Failure Mode and Effects Analysis can improve quality and reliability, especially by focusing on ways in which the use of a particular product can fail. For each likely or detected failure, its effects are identified, especially in terms of how they might affect the customers, for example, injury, poor performance, noise or odors. Likely causes are identified, as well.
A comprehensive FMEA process will associate a probability of each failure actually occurring, and will clarify recommended actions regarding how each failure can be avoided, along with who has responsibility for enacting those actions and when.
FMEA is usually applied early in the development phases of the product so that later stages of development can be used to solve any problems that were discovered. FMEA is applied particularly with complex designs, such as mechanical and electrical systems.
There are different types of FMEA, depending on the focus of where quality and reliability need to be improved. Types include: system, design, process, service and software. Effective use of FMEA can result in increased quality, reliability and safety, and can reduce the likelihood of recurring changes to design.
ISO 9000 is a set of internationally recognized standards in quality management. ISO9001 is a well-known standard within that set and over one million organizations use it. ISO9000 builds on the continuous improvement approach to quality. The ISO quality standards are so comprehensive and well-known that they are often the foundation in a quality management system upon which other quality management methods are placed.
A big advantage is that the set of standards can be customized and applied to any type of organization, including service organizations. It focuses especially on the integration of the various functions ranging from developing products and services to ensuing strong satisfaction among those who use them. Organizations can apply to be audited to earn ISO 9000 certification.
The standard is based on sever highly integrated principles of quality management, including: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making and relationship management.
Kaizen is a continuous improvement program. Kaizen in Japanese means “change for the better.” This is a powerful definition of Kaizen: “KAIZEN™ means improvement. Moreover, it means continuing improvement in personal life, home life, social life, and working life. When applied to the workplace KAIZEN™ means continuing improvement involving everyone – managers and workers alike.” Masaaki
Imai, Founder of Kaizen Institute
Kaizen is often described as a philosophy rather than an approach to quality management. It is a practice of continuously seeking opportunities to improve work processes and making small, continuous changes instead of radical and transformational ones. In an organization implementing Kaizen, everyone in the organization is trained on Kaizen and implements the practices. So Kaizen is not an expensive set of practices, as much as a long-term set of continuous practices made by everyone in the organization, resulting in large and lost-lasting change.
Lean management is a continuous improvement approach to quality management process that focuses on maximizing customer value while reducing waste. The approach focuses first on clarifying what customers value, and then eliminating waste toward producing products and services that are proven to provide that value.
Any activity or process that consumes resources, adds cost or time without creating value becomes the target for elimination. Each step in the business process is mapped and analyzed for waste. Waste could include, for example, unused or unneeded materials, transportation or other activities, as well as unnecessary delays and defective parts.
Lean management also focuses on continuously improving especially all of the people, materials and activities, especially those that directly contribute to producing products and services to customers. A hallmark of lean management is that it encourages shared responsibility and shared leadership, as well as respecting people and continuous improvement.
A quality circle is a small group of employees who meet regularly with their manager to analyze problems in their activities and to make recommendations to improve them. Ideally, the employees implement the recommendations themselves. Ideally, the employees reflect and learn about how to avoid those types of problems in the future.
Another benefit is that the circles can help employees to think about their activities, especially from the perspectives of their customers. The circles also can cultivate strong team building among those who work together to develop and delivery products and services to their customers, whether customers are internal or external to the organization.
Another major benefit of quality circles is that they can be much less expensive than other approaches to quality management because they usually require much less initial consultation and training to implement.
Six Sigma is a quality management approach that takes a very data-driven, methodological approach to eliminating defects, particularly — but not only — in mass production of standardized products. Six Sigma builds on the continuous improvement approach to quality.
Its aim to reach six standard deviations from the desired target of quality. Six standard deviations means 3.4 defects per million. A defect is defined as any unit that does not meet the specified level of satisfaction for the customer.
Six Sigma uses a problem-solving framework commonly referred to as DMAIC: Define, Measure, Analyze, Improve and Control. Six Sigma is sometime combined with the Lean management approach to quality management, and is focused on not only detecting and solving problems, but on avoiding them in the first place. Six Sigma also puts strong focus on well-designed planning and implementation, including careful specification of roles (or “belts”) in the planning and implementation team.
Six Sigma is beginning to be adopted world-wide as more organizations realize that it can be used in more applications than highly technical, mass production. Like TQM and other quality initiatives, Six Sigma includes tools used to drive down defects, improve quality and profits, and thus, morale and profitability.
Total Quality Improvement (TQM) is a set of management practices throughout the organization, and is geared to ensure the organization consistently meets or exceeds customer requirements. TQM builds on the continuous improvement approach to quality.
Like Lean management and Six Sigma, the TQM approach focuses not only on manufacturing, but on the processes across departments that are geared to meeting or exceeding customers’ expectations.
Total Quality Management has become so widely used that the phrase is sometimes used interchangeably with “quality management”. As a result of TQM’s focus on the entire process to meet customers’ needs, there have been various related phrases, such as Total Involvement of Employees and Total Customer Focus
There are numerous types of quality management approaches, and their number seems to increase. Because most of the approaches are automated by using quality management system software, the types of approaches are often referred to by their types of software.
There are a variety of tools that are useful across many of the different approaches to quality management in organizations, including;
• Bar Charts
• Brainstorming
• Cause and Effect Diagrams
• Check Sheets
• Control Charts
• DMAIC
• Dot Plot Charts
• Histograms
• Matrix Analysis
• Pareto Charts
• PDCA
• Process Mapping
• Scatter Diagrams
• Statistical Process Control
Basic Tools for Process Improvement
The planning and implementation of a quality management system requires sufficient time, energy and expertise, as well as a variety of different perspectives. That means a well-qualified and designed QMS Team of the most suitable members from your organization. The QMS Team would make recommendations to management about, for example:
It is best to draft a job description for the QMS Team to be used when explaining the QMS Team’s role to upper management and suggesting who should be on it. The description also gives guidance and direction to the QMS Team as its doing its job. It is often best, as well, to train the members of the QMS Team about quality management. That might suggest hiring an expert to do that training, as well as to being a resource to the QMS Team as it does its job.
Your organization should have done strategic planning to clarify its overall purpose and priorities for the coming years. Ideally, the planning was done proactively and explicitly. The priorities are usually specified in terms of strategic goals.
Which of those goals are related to the activities of QMS? For example, does your organization want to increase performance among teams and employees? Reduce overall costs in producing products and services? Maximize overall quality?
From referencing your organizational goals, how can your QMS help to achieve those goals? For example, can your QMS increase quality by reducing waste (for example, unused or unneeded materials, delays during activities, etc.), defective parts, defective frequencies, customer returns and/or costs? Or to increase the production rate and speed of distribution? Or to improve employee and team performance? Or to improve customer service, satisfaction and retention? Your answers to those questions can directly suggest what your QMS goals should be.
Especially if yours is a small to medium-sized organization, or if this is your first time in being focused and intentional about quality management, then be very realistic about what you can accomplish. Develop a plan with various phases to be implemented over a realistic period of time. Build in some quick accomplishments in order to sustain excitement and motivation to implement the plan. Be willing to change the plan while implementing your quality management during its first year.
Also see
How to Do to Planning
A conventional rule in deciding the structure of something is “form follows function.” In other words, the structure of the organization (its design and roles) should be to what is most useful in implementing the organization’s functions (its goals and methods to achieve those goals).
So what departments, teams and employees are now — and should be — involved in quality management, including to use the QMS software? What goals should each department, team and various employees have in QMS? What SMART objectives should be associated with each goal?
Of course, your QMS Team’s selection of which approach to use in your quality management system (for example, TQM, Lean, Six Sigma, etc.) to implement should be done very carefully. Your QMS Team should specify the requirements of the system and then rate various quality management approaches against those criteria. Consider the following two sets of selection criteria. Your QMS Team might modify or combine them to develop your own set.
This article How to Choose a Continuous Improvement Approach suggests these selection criteria. (It also compares Business Process Reengineering, TQM, Six Sigma and Lean management against those criteria.)
This article Selecting Quality Management and Improvement Initiatives (p. 203) suggests a comprehensive and categorized set of selection criteria. The criteria are included in rows in a table, and each types of considered quality management approach is listed in columns in the table. Then each approach is rated according to how well it compares to the other approaches regarding each criterion, for example of a rating of “1” as very low to “5” as very high.
Key Questions to Ask Before Selecting a Solution to a Business Problem
After your QMS Team has reviewed the above sets of selection, you might review the various approaches in Approaches to Quality Management and determine if a particular approach seems most likely to meet your criteria.
Itarian lists a variety of questions to consider, including:
You should also consider:
Now you are ready to specify what you want the QMS software to accomplish for you. It is best to write a software requirements specification (SRS), while focusing now on the needs of your organization, and not on the particular software tool that you might already prefer. Later on, you will take your list of specifications to the various QMS software vendors for you to carefully decide if their software will indeed meet your organization’s needs.
You are in a great position now to begin working with various vendors to get the best software to meet your needs, as specified in your SRS. You might include your specification in an overall Request for Proposal (RFP). You also might bring the members of your Implementation Team with you when talking to the vendors.
Consider the goals and objectives that you established during the QMS planning for each department, team and employee associated with customer relationship management. What teams and roles should exist? How should they be integrated with each other? For example, which departments, teams and employees should be collaborating with each other and how? What organizational design would best facilitate that type of involvement and collaboration?
All of the activities within an organization occur within the context of organizational performance management. Thus, having a basic understanding of that overall process will also give you an understanding of the major recurring activities in an organization and the general order in which they occur.
Organizational Performance Management
Great quality management is a mindset. It is a way of thinking, prioritizing and planning about quality in an organization. It guides how decisions are made and how problems are solved regarding quality. When many people in an organization have that mindset, then the organization has a quality culture. Research shows that long-lasting, successful change in an organization usually requires a change in its culture. Unless the culture begins to change, it does not matter how much advice and many tools that the organization gets. A change in culture will determine whether they are actually used or not.
Also see
Consider the QMS goals and associated objectives that you decided during the planning. Which goals should be delegated to which teams and employees? Make sure that you make the assignments according to the team performance management and employee performance management practices that are formally established in your personnel policies.
Also see
Personnel Policies
Operating a high-quality quality management system requires well developed knowledge and expertise among employees. Depending on the employees role in the system, required skills can planning, organizing, leading and coordinating resources. It can include supervising, communicating and evaluating. It can include planning, monitoring, measuring and analyzing. Therefore, arrange highly practical trainings for your employees — trainings that match their busy schedules and trainings that include practice sessions.
Also see
About Training and Development
Also see
You have already done the phases of setting goals and delegating them to the appropriate teams and employees. Remaining tasks are to monitor and measure progress toward those goals, implement performance improvement methods where needed, and reward/compensate teams and employees accordingly.
Performance management of teams:
Performance management of employees:
Additional practices
Ensure all necessary collaborations are occurring among teams and stakeholders, for example, cross-collaborations between departments, teams and employees involved in quality management activities. Also, monitor and evaluate the achievement of team and employee QM-related goals, and report the progress toward achieving the organizational and QM goals.
Also see
What is Supervision? How Do I Supervise?
The management activities specific to the QMS system include, for example to:
“Auditing is defined as the on-site verification activity, such as inspection or examination, of a process or quality system, to ensure compliance to requirements. An audit can apply to an entire organization or might be specific to a function, process, or production step. ” – American Society of Quality An audit is an assessment of activities and results against a set of specific requirements. Thus, you should audit:
Be sure to use the learning from your evaluation activities to improve the next round of the planning of your QMS system. In that way, you are indeed treating your QMS as a recurring system of integrated and tightly aligned activities.
Also see
How to Design Successful Evaluation and Assessment Plans
In addition to the information on this current page, see the following blog which has posts related to this topic. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.
Library’s Quality Management Blog
Also consider
Related Library Topics
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Online Reputation Management – Monitor Your Web Presence
10 Tips for SEO Reputation Management
Additional Perspectives Reputation Management — Protecting
or Repairing Your Reputation
Also consider
Related Library Topics
In addition to the articles on this current page, also see
the following blogs that have posts related to this topic. Scan
down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the sidebar of the blog or click
on “next” near the bottom of a post in the blog. The
blog also links to numerous free related resources.
Library’s Marketing Blog
Library’s Crisis
Management Blog
Library’s Public
and Media Relations Blog
© Copyright Chesa Keane (guest blogger
for Jonathan Bernstein)
© Copyright Robert Stretch
Since anybody can publish anything online, protecting your brand is more critical
than ever. One or two bad reviews wield more power than ever by influencing
potential customers and colleagues.
Damage control in the form of (ORM) needs to be one of your top priorities.
Online reputation management is monitoring your company’s web presence
across the internet. It means watching competitors’ websites, keeping
up to date on social media mentions, and monitoring what is said about you through
the search engines.
The gist of ORM is to keep negative content about you, your company and/or
brand from popping up on the World Wide Web. Though it sounds tasking, ORM requires
little time as long as it’s conducted routinely. To get started, follow
a few easy steps to keep your online rep clean.
People who want to ruin your reputation—such as disgruntled ex-employees
or angry customers — may go to unthinkable lengths to do so. However,
if you try to anticipate their moves, you give yourself an advantage. For example,
it’s a good idea to buy domains similar to your primary one. But your
slanderers might buy domains that defame you, such as johndoefails.com. Of course,
if you buy these first, no one else can claim them.
ORM is just as much about creating new content as it is countering existing
content. First, you need to discover complaints before you post a rebuttal.
Start by creating a Google alert. An example for our company would be VA Mortgage
Center.com complaint, and variations of that. Once you know where the content
is, you may appropriately defend yourself. Getting loyal customers to write
testimonials is a great strategy. There’s no harm in asking customers
for their support via positive reviews on websites such as Yelp.
Though that Google alert will help, it’s a search confined only to Google’s
servers. Scavenging the rest of the information superhighway means manually
searching certain terms on Yahoo!, Bing, AltaVista and Dogpile. Branch out,
and try different phrases that include your name/brand/company.
Now that you know what you’re up against, it’s time to produce
content. Blogs are a great, inexpensive method of publishing content. From there,
you can share what you’ve done on social networking sites. Don’t
get too carried away in your work by boasting excessively, but highlight some
recent accomplishments.
Consider making your work a weekly or bi-monthly piece that covers everything
you or your company has done. Remember, ORM is about proving that you’re
a professional in your field and keeping that image squeaky clean.
The
I-Reporter (dealing with Internet reputation issues)
Online Reputation
Management
Protecting Your Organisation Against Reputation Risk
Minimize Reputation Risk With The Use Of Mental Models
What Is The Cost Of NOT Training Management in Reputation Risk
& Crisis Management?
Towards Managing Reputation in a Formal Manner
Social Networks Poses Serious Reputation Risk
Who is Responsible for your Organisation’s Online Reputation?
Best Practices for Managing & Protecting Business Reputation
Managing Your Business Reputation Online Is No Longer Optional
Reputation Management is a Necessity
8 Ways to Stop a Coworker From Sabotaging Your Reputation
Social
Media Connects Japan
Lightning Speed – Your Reputation Life Saver
5 Reputation Management Online Tips That Work
Also consider
Crisis
Management
Social
Networking
To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.
Also consider
Related Library Topics
In addition to the articles on this current page, also see the following blogs that have posts related to Public Relations. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.
Public relations activities aim to cultivate a strong, positive image of the organization among its stakeholders. Similar to effective advertising and promotions, effective public relations often depends on designing and implementing a well-designed public relations plan. The plan often includes description of what you want to convey to whom, how you plan to convey it, who is responsible to convey it and by when, and how much money is budgeted to fund these activities.
Similar to advertising and promotions, a media plan and calendar can be very useful, which specifies what media methods to be used and when. One of the more recent, important public relations activities is maintaining — and sometimes restoring — a strong public image on the Web.
© Copyright Martin Keller
Do you have a new business, or a business that’s mature but needs some greater visibility? Are you launching a new product? If you’re a non-profit, are policy issues or board blow ups finding their way into the community you serve? Are you looking for new employees who understand what you do?
These are just a few examples of why a company or non-profit (new, small or large), or an individual would undertake a public relations campaign. The goal of PR in general is to influence positive activities and outcomes related to what you do. If you’re a new business, what better way to create visibility than to do publicity. Nearly every city of any size has a business section of the daily paper, and many cities have weekly business publications and at least one monthly business magazine (in the media-rich area like Minneapolis-St. Paul where I’m based, we have three business magazines and two business weeklies — plus some specialty publications for banking and financial services!!)
If your company is established but hasn’t been in the news lately and could use some fresh ink about your growth, new initiatives, innovations or perhaps an acquisition, consider sharing the news. Even new hires will get some notice in the business pubs. And don’t overlook something interesting one of your employees or your CEO might be doing.
For example, a longtime client who founded an IT company specializing in Business Intelligence (BI), is also an accomplished photographer and has traveled on several trips around the globe to places like India for the annual Camel Fair and Kabul with the world-renowned National Geographic photographer, Steve McCurry (best known for his haunting “Afghan Girl” portrait), doing photography seminars in-country. Think that story didn’t get told here …..a lot…? Putting another dimension on business people helps show their human side and helps keep the company name in the public realm.
New product launches scream for a PR campaign, especially if it’s a consumer product that we all need — or a new twist on an old one. For people involved in public policy issues, there are many tools in the PR toolbox to help clearly portray your issue or message to constituents, legislators, targeted associations,
neighborhood groups or other special interest organizations. We’ll cover both areas more in separate, future blogs.
Why not just buy and ad? Ideally you would tie a PR campaign to an integrated marketing program — providing you have the budget and advertising is an appropriate vehicle for what you are trying to accomplish. However — and I’m biased, of course — the return on PR is usually, 95% of time, much better. It has a longer shelf, life, it can be leveraged time and again and best of all, it has a third-party credibility that advertising cannot usually provide. Unless you have landed somebody like Michael Jordan, or the celebrity du jour, to appear in your ad campaign. Good luck with that.
© Copyright Lisa Chapman
Do you think Lady Gaga, marketing genius, achieved the distinction of being the most-searched woman on Google without a PR plan? According to ReadWriteWeb.com, “Lady Gaga was ranked 3rd overall in news coverage, in magazine websites and music blogs, with 4,326 articles.”
Most businesses barely have a marketing plan, much less a written, strategically developed PR Plan. Yet it could be the very thing that helps you save advertising dollars AND gain an edge over your competition.
If you received PR coverage, review it for its content. Compare it to last year’s plan. What got the media’s attention and what didn’t? Which editors gave you positive coverage and which gave you negative coverage? Can you tell why? Consider calling them to discuss it.
Search online for all results that include the name of your business. Now do the same thing for your closest competitors. Why did they get the coverage? Were their stories particularly interesting in some way? Did they target media that you didn’t target? Make a list of these angles and media targets to add to your list of PR objectives.
When you take a vacation, you choose the destination first, right? So start by putting your PR objectives in writing. It can be simple – even a bullet-pointed list will suffice. Topics to cover will depend upon the type of business, your customers, your competition, and your target media.
Example objectives might include:
With your written PR objectives in front of you, brainstorm activities that will help you plan and execute effective and consistent PR tactics. Consistency is the key, so get out a calendar or create a timeline as an integral part of your plan.
Try these additional PR tactics:
© Copyright Lisa Chapman
In the last post, we discussed the importance of defining and articulating your company’s offline marketing goals and your social media marketing goals. Together, they serve as the target by which you measure success.
If a social media marketing firm doesn’t first seek to understand certain core fundamentals about your business and competitive environment, they are likely not a good fit for you. You’re looking for a firm that understands savvy, successful business as well as social media technicalities and online campaign execution. That’s a tall order. So it’s important to take time, interview several firms, and find the right fit for you. If you don’t put in this effort upfront, you may waste a lot of time, energy and money.
Keep in mind that YOU are the hiring authority. Even though you may not know a lot about how social media campaigns are run, it is still the social media marketing firm that must pass YOUR scrutiny. So drill the questions at them and hold their feet to the fire.
Gather your management team together for each interview session. Many ears with different areas of expertise will hear the firm’s answers in different ways. Ask these questions:
I highly recommend interviewing THREE firms. Ask all these questions verbatim. With your management team at each interview, have each person write down all the answers. After all the interviews are over, have your team pow wow to compare notes and discuss preferences. A clear winner will probably emerge during your discussion.
After all this, you will have gone up a very steep learning curve in a relatively short time period. It’s well worth the investment, because social media will continue to grow in importance for all companies around the globe.
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Look Out, It’s the Media! Run! Basic Mistakes/Assumptions People
Make 1.0
Release Yourself from the Press Release
Additional Guidelines for Successful Media Relations
Additional Media Relations Resources for Nonprofits
Also consider
Related Library Topics
In addition to the articles on this current page, also see the following blogs
that have posts related to Media Relations. Scan down the blog’s page to see
various posts. Also see the section “Recent Blog Posts” in the sidebar
of the blog or click on “next” near the bottom of a post in the blog.
The blog also links to numerous free related resources.
Library’s
Marketing Blog
Library’s
Crisis Management Blog
Library’s
Public and Media Relations Blog
© Copyright Martin Keller
In my PR career, I’ve heard some unbelievable things people have said about
“The Media.” Things that made “The Media” out to be some
kind of monolithic machine, the political equivalent of the Teabagger viewpoint
about “The Government” (as if “The Government” were one
entity. Seriously, are they mad at the Department of Agriculture, or The Business
Transformation Office over at the Department of Defense?!)
Still, the big bad “Media” is there to report news and if you have
bad news, it generally will be reported in some fashion. There are ways, however,
to diffuse the fear or anxiety of dealing with “The Media.” Some of
these true examples hopefully underscore my point:
This was asked by one worried small business owner who was going to be profiled.
If the business desk is assigning an Investigative Reporter to your story, yes.
However General Assignment reporters are not there to dig up the dirt and look
for bones, they simply want your story. They don’t have another agenda. Having
a good media kit and key messages in place to hand off to someone in the media
puts up guardrails to help focus your business or issues on what’s important
and positive.
Hardly ever, although sometimes the rare reporter who gets really want to get
it right, or is challenged by a complex issue about something your company does,
or something you did, will let you review for accuracy but not content changes.
That’s why media training in advance of interviews with “The Media”
to stay on message is a good thing to do.
This was asked by someone once in a cold call two days before the event. Unless
you’ve got the president of the US or Leonardo DiCaprio at your shindig — or
have truly invented a whizbang device that no one has ever seen before — chances
are almost nil.
Even with a news cycle that turns over 10 times a day or more on the internet,
sufficient lead times are important to adhere to. Give yourself — or your PR
person a few weeks in advance of when you want your story “out there”
to contact the right person in “The Media” (Note: Magazines are often
working 4-6 months ahead of real time.) Breaking News is one thing that gets
instant coverage, but that is usually a tragedy of some sort unfolding or a
national or international incident (although these days, a celebrity marriage
break up or drug bust, or even a car chase in Oklahoma, unfortunately qualify).
Investor Relations is a whole other universe, and we won’t go there today.
Well, it could. Overall, a few stories well placed will increase your visibility,
hopefully help drive sales and/or achieve some of the objectives you set forth
once you engaged a PR company or put your PR strategy into motion.
But let’s be realistic. Most overnight success stories I know of took 10 years
of hard work. PR — as a wise friend once described it — is like drip irrigation
in the desert: Droplets of water falling on the plant eventually produce a bloom,
and if you’re lucky, fruit.
Generally no. It becomes the intellectual property of the paper, television
or radio station. You can get back copies or links of the paper you need for
a price. And there are services to obtain DVD copies or links to something that
ran on TV, or a radio interview. Usually all such copies come with legal guidelines
about how the material may or may not be used. Always have your own photos on
hand (sometimes “The Media” will request it — and maybe even your
own b-roll — footage that tells your story in images as background, if appropriate).
Remember, dealing with “The Media” is like dealing with other human
beings. Sure, people working in the profession hold a power to magnify what
you do. But the last time I checked, those doing it were like you and me, 90%
water.
© Copyright Michelle Tennant Nicholson
I’ll tell you this as gently as I can: Press releases don’t always
work. So don’t send them out thinking they’re going to get you on
Oprah, The Today Show, Good Morning America or CBS Early Show. A lot of people
still think press releases are the best way to get the media to notice them,
but to the busy media professional, press releases say: “Here’s
something everyone is going to get at the same time as you. No scoop for you!”
Now I’m not saying they don’t work for search engine optimization purposes.
Press releases are great for that. They:
You may want to send out press releases if you’re a corporate entity and need
the message to be searchable on news wire services in the future. And reporters
are not likely to ignore your press release if you have true breaking news,
such as a plant expansion that will add hundreds of jobs in a local coverage
area.
But sending out press releases is not the most effective way to score the coveted
news features that you’ll want. That is done with relationship building. Nothing
beats “dial and smile” phone calls, personalized emails and perfect
pitches.
Organizing an online press kit with ready-to-use story ideas, quotes and background
will help you get your message out and make it easier for the media to cover
you. And making it easy for the media will definitely boost your odds of being
chosen as a source in articles, TV segments and radio broadcasts.
Also, with social networking sites, it’s easier than ever to build a
buzz about your product or service. You can take your message direct to the
audience you seek with a great website, some search engine optimization or a
Facebook friends link.
To score media coverage and build credibility though, there’s still no
substitute for personal contact with your target media. Get to know them and
make them feel special. Read their articles and tune in to their shows. Educate
yourself on the different specialty or niche areas they cover.
Dig in. Most businesses have untold stories that are interesting. It may be
something about how they got started or how they developed a new product or
service. So find the compelling story about your business or product.
Then make a list of those media people you would like to cover your story and
begin building relationships with them — send them the press release before
everyone else gets it. Give them the scoop before you announce it to the world.
Making the media feel special is a sure-fire way to have them come back and
ask for more scoops from you.
Tools
of the Trade 1: Don’t Fritter Away Your Press Release Real Estate
lists of samples
of press releases, product announcements, etc.
How
to Write a Press Release
Phony
Baloney: When Press Releases Go Awry (or on Rye)
Slouching
Towards Friday: Best Days to Send a News Release
Managing
the Media
Trial
by Media – Do’s and Don’ts
Media
Training – A PR & Legal Perspective
Look
Out, It’s The Media! Run! Basic Mistakes/Assumptions People Make 1.0
Tools
of the Trade 3: The Call
Going
Off the Record Can = Off You Go
Writing
Op-Ed Pieces (Without Sounding Your Own Foghorn)
You
Had Me At Hello
Six
Steps for Getting National Media Coverage
In
Reaching out to the Media, Don’t Forget Your Backside
Chevron
Gets Pranked
Making
a Statement
How to Write and Implement a Media Policy!
Media
Mistakes and How to Avoid Them
Communicating with the Media
Don’t Piss off the Press!
Get Press! (Part One of Two)
Get Press! (Part Two of Two)
Also consider
Crisis Management
Social Networking
Six Simple Steps for Turning Your Organization
into a Heavily Quoted Source
Basic Press Outreach for Not-for-Profit and Public
Sector Organizations
20/20 Vision
Five Steps to Nonprofit Messaging Success
Help Your Colleagues and Base Become Effective
Messengers
Abstractions Make Your Nonprofit Tagline Pointless
Managing
the Media: A Guide for Activists
FAIR’s Media
Activist Kit
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To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.
