Links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality

Here are some links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality Task 1
STAKEHOLDERS
https://smallbusiness.chron.com/secondary-stakeholders-important-company-23877.html
https://www.stakeholdermap.com/secondary-stakeholders.html
https://bizfluent.com/facts-7267188-difference-between-primary-secondary-stakeholders.html
http://www.corporateexcellence.org/index.php/eng/content/download/2458/33396/file/I04%20Identifying%20and%20prioritizing%20stakeholders%20correctly,%20the%20key%20to%20good%20crisis%20management.pdf
https://www.cebglobal.com/blogs/prioritize-your-stakeholders-based-on-desired-outcomes/

---

Here are some links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality Task 2
COMMUNICATIONS
https://www.managers.org.uk/~/media/Files/Campus%20CMI/Checklists%20PDP/Ensuring%20clear%20communication.ashx
https://www.managers.org.uk/insights/news/2016/october/want-your-staff-to-trust-you-communications-key

---

Here are some links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality Task 3
QUALITY
https://www.mindtools.com/pages/article/ctq-trees.htm
https://www.mindtools.com/pages/article/newSTR_75.htm
https://www.mindtools.com/pages/article/newPPM_89.htm
https://www.businessballs.com/performance-management/
https://www.businessballs.com/dtiresources/quality_management_history.pdf

---

Here are some links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality Task 4
QUALITY AUDIT
https://en.wikipedia.org/wiki/Quality_audit
https://smallbusiness.chron.com/quality-audit-3812.html
https://www.mastercontrol.com/gxp-lifeline/quality_audit_tool_compliance_0810

---

Here are some links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality Task 5
CONTINUOUS IMPROVEMENT
https://www.managers.org.uk/~/media/Files/Campus%20CMI/Checklists%20PDP/Ensuring%20clear%20communication.ashx
https://www.managers.org.uk/insights/news/2016/october/want-your-staff-to-trust-you-communications-key
https://www.businessballs.com/dtiresources/TQM_implementation_blueprint.pdf
https://www.processexcellencenetwork.com/lean-six-sigma-business-performance/books/a-guide-to-continuous-improvement-transformation

---

Here are some links and references that may be helpful to CMI 5005 v1 Stakeholders & Quality Task 6
MOTIVATION AND ENGAGEMENT
https://www.businessballs.com/improve-workplace-performance/employee-motivation-and-staff-motivation-surveys-4048/
https://www.businessballs.com/improve-workplace-performance/frederick-herzberg-motivation-theory-4037/
https://www.businessballs.com/leading-teams/motivating-your-team-4259/
https://www.businessballs.com/organisational-culture/employee-engagement-4074/
https://www.businessballs.com/improve-workplace-performance/adams-equity-theory-on-job-motivation-4045/
https://www.mindtools.com/pages/article/human-motivation-theory.htm
https://www.managers.org.uk/insights/news/2015/may/five-things-we-learned-from-our-webinar-on-employee-engagement-and-technology

---

USEFUL REFERENCES

ANALYSE Break the subject or complex situation(s) into separate parts and examine each part in detail; identify the main issues and show how the main ideas are related to practice and why they are important. Reference to current research or theory may support the analysis.
ASSESS Provide a reasoned judgement or rationale of the standard, quality, value or importance of something, informed by relevant facts/rationale.
COMPARE Review the subject(s) in detail – looking at similarities and differences.
DEFINE Show or state clearly and accurately.
DESCRIBE Provide an extended range of detailed factual information about the topic or item in a logical way.
DISCUSS Give a detailed account including a range of views or opinions, which include contrasting perspectives.
EVALUATE Consider the strengths and weaknesses, arguments for and against and/or similarities and differences. The writer should then judge the evidence from the different perspectives and make a valid conclusion or reasoned judgement. Apply current research or theories to support the evaluation when applicable.
EXAMINE Inspect (something) thoroughly in order to determine its nature or condition.
EXPLAIN Make something clear to someone by describing or revealing relevant information in more detail.
IDENTIFY Ascertain the origin, nature or definitive characteristics of something.
JUSTIFY Provide a rationale for actions and/or decisions. Your rationale should be underpinned by research, academic theory, data analysis or experience.