Help Me To Do My Homework For Me

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Example Music Essay - Free Essay Example

Describe the development of the keyboard concerto from c.1710-1790, and assess why the form became so popular with both composers and public. This essay explores the developmentof the keyboard concerto during the 18th century considering itsprecursors, social and economic context and the advent of the piano. Byexploring the work of key composers during the 18th century, it willbe shown how musical and social shifts created an environment in whichenduring, popular and technically adventurous piano concertos could emerge. Early Concertos Concertos are typically defined asinstrumental works where a smaller group (in a concerto grosso) or soloist (ina solo concerto) contrasts against the sonority of a larger grouping. Thistechnique was used in orchestration during the 17th century in workssuch as canzonas (Grout 1988: 473), with the concerto form emerging towards theend of the 17th century. Possibly the most influential composers ofearly concertos were Corelli, Torelli and Vivaldi. Wellesz and Sternfield(1973: 435) trace the emergence of the early concerto form through these threecomposers. Corellis twelve Opus 6 concertigrossi were written at the end of the 17th century using a structureconsisting of a somewhat random alternation of slow and fast movements.Movements were ritornello-based (a ritornello is like a refrain), withalternating tutti and concertino passages showing limited decoration orexploration of thematic material. Torelli, composing at the turn ofthe century, wrote concerti grossi and solo concer ti. He established the threemovement (fast-slow-fast) structure that was widely adopted. Torelli alsoexplored the use of contrasting thematic elements within concertos andincreased the complexity of solo lines. Vivaldi, writing in the early 18thcentury, refined the form, with more exploration of thematic contrasts,although Kolneder (1986b: 307-8) argues that Vivaldis material is perhapsbetter described as motifs than themes. Although these three composers werekey to the emergence of the concerto form, their instrumentation focused onstrings. Vivaldi wrote some flute and bassoon concerti, and orchestras wouldtypically include a continuo keyboard part, but the first composers to use solokeyboard in concertos were Bach, Handel and Babel. The First Keyboard Concertos There is debate over which piece ofmusic qualifies as the first keyboard concerto. Handel wrote the first organconcertos, with a set of six published in 1738, but used a concerto-likestructure very much earlier, in his cantata Il trionfo del tempo e deldisinganno of 1707, contrasting the organ with the orchestra in a ritornellostructure. Bachs Brandenburg Concerto no. 5,composed around 1720, is widely held to be the first harpsichord concerto, anddevelops the concept of the virtuoso soloist, featuring an extensive soloharpsichord cadenza towards the end of the first movement. However, recent research suggeststhat, even earlier than this, William Babel was writing concerted movements forharpsichord. The dates of composition are uncertain, but appear to be at leastas early as 1718, and possibly 5 or 6 years prior to that (Holman 2003). Handels work, in addition todeveloping the keyboard concerto, provides interesting insights into the natureof performance and developments in amateur music-making at the time. Handel hadmoved to London, where he spent most of his adult life, in 1712, establishinghimself as something of a celebrity. Initially finding success withItalian-style opera, the wane in the popularity of the form caused him toswitch to oratorios. The virtuoso castrati, who had played a major role inopera, were not appropriate for oratorios, where virtuoso performance wasconsidered not to be in the spirit of the work. By composing organ concerti tobe performed alongside the oratorios, Handel preserved an element of virtuosoperformance popular with audiences, and as one of the leading organists of hisday, he was able to showcase his skills through these works.. As the English organ had nopedals, music written for it transferred easily to the harpsichord, andHandels publisher could promote his second set of organ concerti as forharpsichord or organ, broadening its appeal (Rochester 1997). Mid-Century Developments The popularity of the Baroqueconcerto may have hindered the development of the concerto form. Wellesz andSternfield argue that even such original composers as Sammartini and C.P.E.Bach could not rid their minds of Baroque preconceptions. (1973: 434) C P E Bach regularly used theBaroque structure, with a number of tuttis punctuating solo passages in theritornello style, but was innovative in other respects: his device of runningone movement into another is more often associated with 19th centurymusic. Wellesz and Sternfield establishthree main elements where there is a clear differentiation in style betweenClassical and Baroque concerto forms: tonality, form and co-ordination ofmusical elements (1973: 435-6). Classical concerto style developsthe concept of opposing tonalities, placing tonic and dominant against each other,while the Baroque style, though often using modulation, maintains morestability. In the Baroque concerto, expositionand development are often combined, while in the Classical era there is clearerdemarcation, pointing towards sonata rather than ritornello form. The Baroque form entwinescontrapuntal elements over a more independent bassline, while the Classicalform prefers all elements including harmony, melody, orchestration and rhythm- to be held together within the same overall plan. Also key to the development of thekeyboard concerto was the emergence of the piano. The prototype instrument wasdeveloped by Bartolomeo Cristofori in the final years of the 17thcentury and called the gravicembalo con piano e forte, meaning harpsichord withsoft and loud, although the dulcimer, where strings are hit by hammers, wasmore of an inspiration than the plucked harpsichord. This gave scope to developa keyboard instrument with greater dynamic versatility. However, composers wereinitially sceptical. In 1736, Gottfried Silbermann invited J S Bach to try oneof his instruments. Bach was critical, but Silbermann worked to improve hispiano, an d Bach subsequently acted as an intermediary in its sales. The new instrument also foundsuccess in Britain. During the 18th century, Britain, and especiallyLondon, was cosmopolitan: Handel had had great success, and records show thatmany musicians from the continent made Britain home. Britain offered an environmentof relative political stability compared with many areas of Europe. There was akeen appreciation of music among the upper classes, and a growing middle classwith money to spend on leisure pursuits including music. However, in 1740 there was only onepiano in the country. In 1756, the Seven Years War resulted in an exodus fromSaxony to Britain, and their numbers included a group of harpsichord makers,one of whom, Zumpe, began to make pianos and invented the square piano. It hadadvantages over the harpsichord and other types of piano which were a similarshape to the harpsichord. It was quicker and cheaper to manufacture, andremained popular until the middle of the next century. Johann Christian Bach, son of J Sand younger brother of C P E, arrived in London in 1762. He developed a rangeof commercial interests, and became Zumpes London agent, providing anincentive to write material to show the instrument to its best advantage. Hehad other business interests too: on arrival in London in 1762, he sharedlodgings with Carl Abel, also a German composer. They developed a partnershiprunning subscription concerts, which proved hugely popular until after J CBachs death in 1782, and had a stake in the Hanover Square Rooms, which theyused as a venue for their concerts. Johann Christian had been a pupilof his older brother Carl Philip Emmanuel, but it was the younger brother whowas the more influential on the development of the concerto form, particularlywith regard to exposition themes. He often used a triadic primary theme andmore cantabile secondary theme, suggesting elements of sonata form, althoughritornello style is still evident. J C Bach wrot e around 40 keyboardconcertos between 1763 and 1777 (Grout 1987: 560). Midway, dating from 1770,are the Opus 7 concertos: Sei concerti per il cembalo o piano e forte (sixconcertos for harpsichord or piano). The title itself is significant.Harpsichord manufacture was still on the increase in the 1770s, but theinstrument was soon to be overtaken in popularity by the square piano, and Bachwas the first to use the instrument for public performance (Grout 1987: 562).Grout suggests that the E flat major concerto, no. 5 of the set, hassignificant structural similarities to Mozarts K488 (Piano Concerto No. 23 inA major), with a similar combination of Baroque ritornello structure and sonataform, contrasting keys and thematic material. While Johann Christians work goessome way to realising the Classical concerto form, it was Mozart who pushed theform forward to create a precedent for concerto composition in subsequentcenturies: Mozarts concertos are incomparable. Not even thesymphonies reveal such wealth of invention, such breadth and vigor ofconception, such insight and resource in the working out of musical ideas. Grout1987: 614 Mozarts Piano Concertos Mozarts move to Vienna fromSalzburg in 1781 heralds musical developments and reflects social changes. On 9May 1781, he wrote to his father I am no longer so unfortunate as to be inSalzburg service (Mersmann 1938: 161): he had been frustrated by the limitedopportunities of his employment at court. The joy of leaving Salzburg forVienna seems to have been musically inspiring, and the next few years wereprolific, not least in the composition of piano concertos: Mozart wrote 12between 1784 and 1786. The influence of J C Bach on Mozartwas significant. The two had met in London in 1764, when Mozart was still aboy. In 1772, Mozart created his first three piano concertos by rearrangingthree of J C Bachs sonatas. Beyond the concerto structure, the detail ofMozarts music suggests Bachs influence. His subtle ornamentation and cleveruse of suspensions and ambiguities of tonality also characterises J C Bachswork. Mozarts use of keys isparticularly innovative: in the first movement of the A major Piano ConcertoK488, the development section incorporates a passage of dialogue between thewinds and a larger grouping of piano and strings, modulating through E minor atbar 156, C major at bar 160, A minor at bar 164 and then through F major at bar166 to D minor at bar 168. The more obvious, related tonalities for a work in Amajor would be D and E major, the subdominant and dominant keys, and F# minor,the relative minor key. This type of harmonic device gives a strong sense ofdeparture from the safety and stability of the home key, making its eventualreturn in the recapitulation stronger and more satisfying. This passage also shows examples ofMozarts innovative orchestration: the small group-large group contrast ofearlier concertos becomes a three-way interchange, with piano, winds andstrings forming three groups which are united and contrasted in a range ofcombinations. Conclusion Mozarts innovations took thekeyboard concerto to a new level, and give some indication of why the formbecame so popular with composers and the public. For the composer, working patternswere changing, away from the often creatively restrictive nature of patronageto an environment of more freedom, with composers having more control ofperformances as events J C Bach is a particularly good example of this. Withmany composers also being gifted performers, who could attract audiences by wayof their virtuosity, the concerto offered scope to write exciting, challengingpassages within the context of a major work, giving their performances realimpact. Yet the economic reality was thatincome depended on the success of concerts and the ability to please a fickle audience.Mozart was clearly aware of the need to please a range of Viennese listeners,writing of his 3 concertos written for the 1782-3 season: There are passages here and there from whichconnoisseurs alone can derive satisfa ction, but they are written so that thenon-connoisseurs cannot fail to be pleased even if they dont know why.(Quoted by Steinberg 1998: 279) Taking the above into account, itis surely not insignificant that Mozarts piano concertos are, 200 years aftertheir composition, enjoyed by a huge audience and also highly regarded bymusicologists. The development of the keyboardconcerto in the 18th century demonstrates how changes in the sociallandscape and innovations in instrument technology planted the seeds of avibrant music industry. This helped set up the piano concerto to become anindispensable ingredient in the concert hall and a contributing factor in thephenomenon of the virtuoso in the 19th century and beyond.

Outliers, By Malcolm Gladwell - 1431 Words

Outliers, written by Malcolm Gladwell, examines the wonder of high achievement, and success frequently attributed to the hard work, determination, and specific talent in individuals. Gladwell succeeds at analyzing judgments and cultural epidemics, while putting his thesis into view, and explaining his proof through a series of short, exemplifying accounts. Stressing the fact that hard work is a crucial factor in becoming successful, Gladwell does not deduct the need for discrete skills. Factors such as timing, situations, and cultural heritage play a critical role in the success stories within his book. Not only being a well renowned book about success, but Outliers is Gladwell’s song to these silent successors. Gladwell outlines great successors and the conditions that surround their success in part one of Outliers by explaining the fundamental factors of the people and races he mentioned. Factors such as what opportunities they had, kind of life were they brought up to live such as childhood and much more. Going past what a typical person would look for in a story of success, Gladwell examines every little detail in order to determine the success itself. For example, Gladwell wouldn’t judge a man on whether he went to college or not but had the thinking process of a mastermind. That is because many successors known today lack the practical intelligence but dominates in the analytical intelligence. Hard work is believed to lead anyone to great success in today’s world.Show MoreRelatedThe Outliers By Malcolm Gladwell2400 Words   |  10 Pagesideas are serious, entertaining or illogical. In The Outliers by Malcolm Gladwell, the author uses the book to portray a message about the characteristics needed to become a successful outlier. Are outliers just people who do not fit into mainstream society because they are above average? How does one become an outlier? The author not only answers lingering questions that the readers have about the ti tle, but he also shows a way to become an outlier through various circumstances and situations. In factRead MoreOutliers, By Malcolm Gladwell1245 Words   |  5 Pagesspan of 3 years? Malcolm Gladwell, the author of Outliers, suspects that there is something more behind this occurrence than just a simple coincidence. He asserts that there is no such thing as a self-made man and success does not come from natural talent, rather it comes from extraordinary opportunities and hidden advantages. In Outliers, Gladwell attempts to debunk the myth that people are successful because of themselves, and not because of other factors. Even Malcolm Gladwell acknowledges thatRead MoreThe Outliers By Malcolm Gladwell866 Words   |  4 Pagesis a person who is very knowledgeable about or skillful in a particular area. But with this simple description of an ‘expert’, what does it truly mean? Malcolm Gladwell, a famous writer and speaker, with 10, 000 hours one could succeed to become a n expert in a certain area. Gladwell explains his theory of 10, 000 hours in his book, â€Å"The Outliers,† with various examples of not only talented but also respected figures such as an European Violinist, Bill Gates, and even the Beatles. In the book, theseRead MoreOutliers, By Malcolm Gladwell1739 Words   |  7 Pagesfail. In Malcolm Gladwell’s book, Outliers, the reasons for these unusual happenings are explained as he argues that many of the factors ignored by most people actually matter. Throughout the book, Malcolm Gladwell insisted that overlooked factors such as heritage, birthdate, culture, and time period are important in understanding the outliers in society. He used the word â€Å"outliers† to describe the people and events that stand out and throughout the book he uses different examples of â€Å"outliers† to examineRead MoreOutliers by Malcolm Gladwell 1451 Words   |  6 PagesHowever, Malcolm Gladwell sees success in contrast to the common people. Gladwell believes that success is mainly caused by having the right opportunity and circumstances rather than by working hard. David Karp, founder of the international social networking site Tumblr, is an individual who embodies Gladwell’s phenomenon by having extended advantages that were rare among his peers and having a supportive, relatable lineage that not only lead him to success, but also makes him an Outlier. In OutliersRead MoreThe, Outliers, By Malcolm Gladwell1080 Words   |  5 Pagesâ€Å"Success is nothing more than a few simple disciplines, practiced every day.† (Jim Rohn) Malcolm Gladwell’s, Outliers, published in 2008, makes arguments about what it means to be successful, and how one can become successful. Gladwell specifically mentions the â€Å"10,000 Hour Rule† which states that anyone who wants to reach a definite level of mastery must perform 10,000 hours of practice until that level is reached. Some believe this rule to be invalid as those who are successful are born talentedRead MoreOutliers, By Malcolm Gladwell2123 Words   |  9 PagesOutliers, a statistical observation that is markedly different in value from the others of the sample. This basically states that anything that lies outside of the norm is an outlier. In the book Outliers, by Malcolm Gladwell he focuses on the different set of skills, timing, background, and effort a successful perso n needs to have in order to become successful. Unlike most books or biographies that write about the intelligence and ambition of an individual, this book looks around the individualsRead MoreOutliers : By Malcolm Gladwell1917 Words   |  8 Pages Malcolm Gladwell wrote the book titled Outliers to show the world how unique people got their start and all of the factors and obstacles it takes to succeed in life. Every chapter of this book contains a different success story. At the beginning of each new section, Malcolm describes where each story is taking place and who will be involved. An example of this unique imagery includes the start of the chapter titled, â€Å"The Ethnic Theory of Plane Crashes,† when Malcolm Gladwell described the settingRead MoreOutliers, By Malcolm Gladwell3671 Words   |  15 Pagesthat success can be achieved. With many theories out there on success, it is hard to figure out what is needed to be done to gain success. In everyone’s lives th ere are many different beliefs out there that can lead to it. In the book â€Å"Outliers† by Malcolm Gladwell, there are numerous theories that are covered with examples of successful people. They clearly show how success can be done in not just one way but in many others. The most known people that are considered to be successful are billionairesRead MoreOutliers, By Malcolm Gladwell1541 Words   |  7 PagesEarning large quantities of money seems achievable, it acts as clear-cut goal that people can point to and shout, â€Å"Hey, that’s success!†. Furthermore, personal success does not offer this luxury, and thus evades people to its true meaning. Malcolm Gladwell’s novel, Outliers, demonstrates this principle perfectly. This novel tells the story of â€Å"successful† people; however, according to the definition being explored here, it only examines one aspect of success: societal. This book never mentions the man who

Continuous Improvement for Popular Mechanics Website-myassignmenthelp

Question: Discuss about theContinuous Improvement for Popular Mechanics Website. Answer: Issues faced by the car care The VTI workshop and car care face the challenge of unsatisfied and complaining customers. The customers claim that the auto shop lacks proper hygiene standards with a lot of dust in the shop. Additionally, the customers claim that the workers do not take good care of the cars when repairing since most of the cars get back to the owners with dents, scratches and stolen parts. The auto shop has also failed to uphold a good worker attitude in the garage. The clients claim that most of the employees have poor attitudes and do not offer customer friendly services. The personnel also delay in service delivery, and customers end up taking longer than expected for some minor repairs(S.K Breja, 2011). Furthermore, the auto shop faces the issue of lack of upgrades and improvements in the physical appearance and other complimentary customer services. The auto shop still uses the old equipment installed ten years ago when the auto shop started operations. Likewise, the place lacks a proper customer ambience such as having an old carpet and no fruits and snacks at the customer waiting area(S.K Breja, 2011). The auto shop also lacks properly trained personnel since the employees do not undergo any training when on the job. The persons working at the auto shop started operating ten years ago, and none of them has trained on the new trends in auto services. Moreover, the shop lacks efficient customer handling procedure for taking customer orders and booking appointments for the customers(S.K Breja, 2011). Reason for lack of standards The auto shop lacks standards of operations due to poor management that does not concentrate on setting proper operating standards. The old management did not care about the customer complaints until Bill took over and started listening to the customer feedback. The customers had many complaints that exposed how the auto shop offered poor services and lacked the proper customer ambience(Nigel Slack, 2010). Additionally, the company lacked the proper technological upgrades of equipment, and the staff lacked proper training to offer quality services. The shop continued using old equipment, which had already become outdated over the years. The old equipment hindered the car cares efforts of upholding high operational standards. Additionally, lack of trained staff prevented the ability to offer proper standards due to lack of knowledge about the customer needs and customer service trends(Nigel Slack, 2010). Group decision model The fishbone model assists in making decisions for the better future of the company and tailoring operations to suit the customer needs. Bill wishes to offer high-quality services to satisfy the customers. Therefore, the cause and effect method properly guides when solving the problems faced by the auto shop(Mind Tools, 2018). VTI auto shop and car care management require brainstorming on the problems facing the shop and reasons for dissatisfied customers. The search for problems should identify the root problems and uncover the bottlenecks of operations that result in customer delays. Consequently, the car care should also identify where the process does not function properly and come up with solutions to the problem(Mind Tools, 2018). After considering all the problems facing the auto shop, the management should focus on eliminating the issues. The elimination procedures should involve suggestions from all the stakeholders including employees and customers. The shop should consider all the ideas from the various persons and implement the best ideas to solving the problems(Mind Tools, 2018). Furthermore, the car care should consider the effect of the problems resulting from various problems. The problems combine to result in the major problem faced by the company, which the management should brainstorm on and come up with the best solutions to the issue. The management should allow brainstorming and mind mapping to come up with solutions from all the stakeholders(Mind Tools, 2018). Ways to provide better services The auto shop should consider automating the operations to reduce the manual handling of vehicles at the store(Derene, 2011). The manual driving of vehicles to the repair centres results to dents and scratches as the vehicle come to contact with other vehicle or buildings. The car care could correct the problem by introducing cranes that lift the cars and place on the repair spots. Additionally, the shop could use computerised methods of diagnosing the vehicle problems and save time identifying motor problems(Derene, 2011). The use of computers to find vehicle problems reduces the labour of employees trying to check all the vehicle parts to find the problem. The computers could reduce the time spent at the shop by customers due to quick diagnosis and repair. Moreover, the shop could have a better organisation at the shop such as having designated places for parking and repairing vehicles. The designation allows the cars to stay away from other equipment and buildings that could result in dents. Additionally, the vehicles have clear and spacious driveways, which prevent contact with other equipment and vehicles thus preventing dents(Hastie, 2017). The shop should also clearly mark the building for the customers to understand where to do what action. The customers do not know where to seat while waiting for the vehicle repair, which results in a nuisance at the shop. The car care could solve the problem by having a waiting lounge where customers relax without causing a disturbance in other sections(Hastie, 2017). Data documentation and presentation The management could document the data in questionnaires and survey sheets(Leach, 2018). The questionnaires allow the documenting of specific research questions and the answers given by the respondents. The questionnaires assist in understanding the attitude of customers towards the company through the answers to the questions asked. Questionnaires ask direct and easy to understand questions to avoid ambiguity. Moreover, the company could document data using survey sheets where a part of the customers answers questions about the services at the shop. The survey could focus on various issues that cause customer dissatisfaction(Leach, 2018). The research team could present the data using charts and histogram(Arizona University Libraries, 2018). The visuals assist in establishing the trends of the various variables at the shop. The histogram assists to present exploratory data and shows the features of the data conveniently. Therefore, the management could use the histogram to show the various intervals of data, which exposes the discrepancies in the operations. Moreover, charts assist in the display of categorical data in segments, with each portion representing a certain variable(Arizona University Libraries, 2018). The SIPOC model The model assists in the identification of all elements of improvement before implementing changes(Simon, 2018). The model assists to simplify a project that seems complex and lacks a proper definition of scope. The tool requires the consideration of the suppliers of materials and other services required at the shop. The car care should brief the suppliers and explain the need for quality at the shop, which requires the delivery inputs that meet the specified standards. The auto shop should vet all the vendors to establish the availability of capacity to supply the required quality of materials with the correct quantity and time. The model also considers the inputs that the shop uses in operations. The inputs should come from a trusted supplier and then inspected for quality(Simon, 2018). The inputs should meet the correct standards to produce outputs that satisfy customers needs. Additionally, the inputs should have reasonable prices to reduce the companys operating costs. The processes also require consideration in the model(Simon, 2018). The auto shop should ensure that the repair procedures meet the customer needs and keep the employees happy. The car care should set up flexible procedures at the shop to meet different customer needs and preferences. The operations should also change efficiently with developments in the market to avoid lagging behind in service delivery. The car care should also consider the outputs from the shop, which include services such as repair and maintenance(Simon, 2018). The VTI shop should produce outputs that satisfy the customers and result in additional business. The customers require durable and high-quality services that show value for the expenses incurred at the shop. Additionally, the company could offer after sales services to satisfy the customers further. The customers require major attention when offering the services at the shop(Simon, 2018). All the services should satisfy the customer needs at affordable prices. The auto shop should prioritise the customers and do everything possible to ensure the customers stay happy. Moreover, the shop should ensure that customers spend less time at the shop by avoiding unnecessary procedures lie having to book appointments personally. Continuous improvement processes The VTI shop should implement the incremental changes at the shop to ensure better services, products and procedures (CI Toolkit, 2017). The shop should improve by introducing new technology at the shop and eliminating unnecessary procedures of customer booking appointments. The customers at the shop have to book appointments physically or through the telephone. The shop could allow the customers to get services at any time without having to book the appointments. The employees get involved in the process since continuous improvement follows the bottom-up approach, which means that the employees give ideas for the changes (CI Toolkit, 2017). The employees at the shop should give ideas on the best ways to reduce customer delays and to improve customer satisfaction. Additionally, the employees should focus on the employees should involve in ensuring that the changes take effect due to a feeling of ownership of the ideas. The employees should show responsibility in ensuring the success of the planned improvements and give ideas on how well to serve the customers. The involvement of employees in the changes results to a better response within the organisation compared to when the changes come from the top management (CI Toolkit, 2017). The PDCA model The models emphasise on following the plan, do, check and act procedure (Plan-Do-Check-Act (PDCA) Cycle, 2018). The VTI auto shop and car care should first identify the areas for change then organise how to implement the changes. The planning should involve all the employees and management at the car care. The plans should specifically tackle the problems at the shop such as dust, customer delay and theft, which result in customer dissatisfaction. The other step requires the shop to do which means testing the changes. The car care could implement the changes on a portion of the shop to identify the customers response to the services. However, the shop could also introduce the changes to all the processes and listen to the customer feedback (Plan-Do-Check-Act (PDCA) Cycle, 2018). After the do step, the car care could check the results of implementing the changes through tests and analysis. The shop could collect customer feedback and record the time taken to offer services at the shop. The management should check for improvements such as satisfied customers and less time taken in service delivery. Additionally, the employees should also give feedback on the processes introduced (Plan-Do-Check-Act (PDCA) Cycle, 2018). Finally, the company should act on the changes required. After checking whether the changes solve the problems at the shop and lead to customer satisfaction the proper action takes place. The auto shop should install the right technology for servicing the vehicles and reduce the booking procedures that the customers go through before accessing the services. Additional changes should also take place depending on the feedback received from the customers (Plan-Do-Check-Act (PDCA) Cycle, 2018). The stakeholders involvement The stakeholders refer to the persons interested in the changes at the shop improvements (CI Toolkit, 2017). The stakeholders include the employees and customers at the car care shop. The employees play a role in the success of the changes at the auto shop. The employees give ideas for change and ensure the success of the improvement procedures. Moreover, the customers also assist in the improvement of the car care. The customers provide ideas through complaints of poor services and giving suggestions on the necessary changes (CI Toolkit, 2017). Communication The communication of the changes require effectiveness to ensure that all the players understand the improvement strategy(Hastie, 2017). The communication should inform the stakeholders on why various changes take place and the role of each party in ensuring the success of the plans. Training methods The training of employees follows various methods such as coaching where the workers at the shop learn from an experienced person(Terje Slatten, 2009). The training method allows the workers to acquire skills necessary to solve different motor problems. Additionally, the use of management games assists in training the employees and management. The method uses real-life situations to train the persons how to solve the problems. The management games improve the employee and management problem-solving skills(Terje Slatten, 2009). Project monitoring The monitoring takes place through financial audits to identify whether the actual costs align with the budgeted costs(Millard, 2014). Additionally, the auditing of whether the employees enjoy the process and the levels of customer satisfaction. Recognition of benefits The recognition of benefits takes place through checking the satisfaction of customers and employees morale(Recognise and Reward Employee Performance, 2018). Happy customers signal that the improvements give the intended benefits and the employees with high morale show satisfaction with the process. Record keeping and procedures The car care could use both digital and financial recording processes(NSW Government, 2015). The financial records include statements of income, which show the changes in profits after the implementation of the changes. Moreover, the digital records include the changes in customer satisfaction and improvement in the processes at the shop(NSW Government, 2015). Issues leading to customer dissatisfaction The customer dissatisfaction arises from lack of clean facilities at the shop, careless handling of vehicles which results in dents, scratches and theft. Moreover, the services take long leading to customer delay at the shop due to many unnecessary procedures(S.K Breja, 2011). Other improvement techniques The auto shop could utilise the business re-engineering process, which involves the use of past operations to come up with better processes for the business. The operations manager uses the past processes to come up with improved services. The car care could use the existing operations such as car repair to improve the services by automating the processes(Nigel Slack, 2010). Continuous improvement strategy Performance measurement and management The performance measurement takes place using the balanced scorecard, which focusses on the auto shops financial, customer, internal processes and people perspectives. The balanced scorecard helps the shop identify whether performance achieves the set goals(Simon, 2018). Communication systems The VTI car care could use meetings and memos to communicate the strategies of the company. The meetings involve seminars where the employees learn of the strategies of improving operations. Additionally, the memos communicate urgent messages to the employees(Clarity of Roles Within a Team, 2018). Job roles and clarity of expectations The employees require knowledge of the managerial expectations of the tasks assigned. The employees should also have the correct qualifications to perform the tasks assigned(Clarity of Roles Within a Team, 2018). Training and development The auto shop could use on the job training to enhance the skills of the employees. The training method utilises experts who have great experience in the performance of the activities. Rewards and contributions The auto shop could use a reward scheme where the employees elect the best worker to get an award. The system motivates the employees to adhere to the strategy with diligence to become the best employee(Mind Tools, 2018). Action plan to implement the strategy The 3Cs gives the best implementation method for a strategy(Edinger, 2012). The plan involves clarification of the strategy, which refers to explaining the strategy to the employees for better understanding. The employees with a better knowledge of the strategy work better to achieve the goals(Edinger, 2012). Additionally, communicating a strategy to the various stakeholders to know what to expect from the shop. The final stage includes cascading a strategy, which refers to putting the strategy into action. The stage involves getting the technical requirement to implement the strategy(Edinger, 2012). Performance measurement from customer feedback The measurement results from the feedback given by the customers on whether the changes yield added satisfaction(DMAIC Process, 2017). The customers give feedback on issues such as whether the shop has better hygiene and the safety of vehicles. Additionally, the clients respond to the level of services provided and the employee attitude when delivering services. The customers inform whether any changes have taken place in service delivery(Olsen, 2018). References Arizona University Libraries. (2018). Retrieved from Arizona University Libraries Website: www.data.library.arizona.edu CI Toolkit. (2017). Retrieved from CI Toolkit Website: https://www.citoolkit.com Clarity of Roles Within a Team. (2018). Retrieved from Management Studies Website: https:www.managementstudyguide.com Derene, G. (2011). Popular Mechanics. Retrieved from Popular Mechanics Website: https://www.popularmechanics.com DMAIC Process. (2017). Retrieved from Tools Hero Website: https://www.toolshero.com Edinger, S. (2012). Three Cs of Implementing Strategy. Retrieved from Forbes Website: https://www.forbes.com Hastie, S. (2017). Expert 360. Retrieved from Expert 360 Website: https://expert360.com Leach, D. F. (2018). Data Presentation. Retrieved from Data Presentation Website: https://www.academic.sun.ac.za Millard, M. (2014). Kai Nexus. Retrieved from Kai Nexus Website: https://blog.kainexus.com Mind Tools. (2018). Retrieved from Mind Tools Website: www.mindtools.com Nigel Slack, S. C. (2010). Operations Management. Madrid, Spain: Pearson. NSW Government. (2015). Retrieved from NSW Government Website: https://www.records.nsw.gov.au Olsen, E. (2018). Strategic Implementation. Retrieved from On Strategy Website: https://www.onstrategyhq.com Plan-Do-Check-Act (PDCA) Cycle. (2018). Retrieved from ASQ Website: asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html Recognise and Reward Employee Performance. (2018). Retrieved from NI Business Website: https:www.nibusinessinfo.co.uk S.K Breja, D. B. (2011). The TQM Journal. Simon, K. (2018). Six Sigma. Retrieved from Six Sigma Website: https://www.isixsigma.com Terje Slatten, M. M. (2009). Managing Service Quality.