Approahes To Management

Approahes to Management
Approaches ...

Empirical / Case 
Systems

Managerial roles 
Socio - technical

Contingency / systems
suitational approach 
Co-operative Social

Mathematical / Mgt Systems
science 
Group – behavior

Decision theory 
Interpersonal -

Re- engineering behavior

Mc- Kinsey's Framework – seven S's – Strategy
, skills,structure, style, systems,staff,shared
values.

Total Quality Management

Management Process
Dr. W. Edwards Deming
Who is Dr. W. Edwards Deming?

Dr. W. Edwards Deming is known as the father
of the Japanese post-war industrial revival and
was regarded by many as the leading quality
guru in the United States.
14 Point Deming Principle's

Constancy of purpose -

Create constancy of purpose for continual
improvement of products and service to society,
allocating resources to provide for long range
needs rather than only short term profitability,
with a plan to become competitive, to stay in
business, and to provide jobs.

The new philosophy
Adopt the new philosophy. We are in a new
economic age. We can no longer live with
commonly accepted levels of delays, mistakes,
defective materials, and defective workmanship.

Cease dependence on mass inspection
Eliminate the need for mass inspection as the
way of life to achieve quality by building quality
into the product in the first place. Require
statistical evidence of built in quality in both
manufacturing and purchasing functions.
End lowest tender contracts

End the practice of awarding business solely on
the basis of price tag.

Instead require meaningful measures of quality
along with price.

The aim is to minimize total cost, not merely
initial cost, by minimizing variation.

This may be achieved by moving toward a
single supplier for any one item, on a long term
relationship of loyalty and trust. Purchasing
managers have a new job, and must learn it.
Improve every process

Improve constantly and forever every process
for planning, production, and service.

Search continually for problems in order to
improve every activity in the company, to
improve quality and productivity, and thus to
constantly decrease costs.

Institute innovation and constant improvement of
product, service, and process. It is
management's job to work continually on the
system (design, incoming materials,
maintenance, improvement of machines,
supervision, training, retraining).
Institute training on the job

Institute modern methods of training on the job
for all, including management, to make better
use of every employee.

New skills are required to keep up with changes
in materials, methods, product and service
design, machinery, techniques, and service.
Institute leadership

Adopt and institute leadership aimed at helping
people do a better job.

The responsibility of managers and supervisors
must be changed from sheer numbers to quality.

Improvement of quality will automatically improve
productivity.

Management must ensure that immediate action
is taken on reports of inherited defects,
maintenance requirements, poor tools, fuzzy
operational definitions, and all conditions
detrimental to quality.
Drive out fear

Encourage effective two way
communication and other means to drive
out fear throughout the organization so that
everybody may work effectively and more
productively for the company.
Break down barriers

Break down barriers between departments
and staff areas.

People in different areas, such as Leasing,
Maintenance, Administration, must work in
teams to tackle problems that may be
encountered with products or service.
Eliminate exhortations

Eliminate the use of slogans, posters and
exhortations for the work force, demanding
Zero Defects and new levels of productivity,
without providing methods.

Such exhortations only create adversarial
relationships; the bulk of the causes of low
quality and low productivity belong to the
system, and thus lie beyond the power of the
work force.
Eliminate arbitrary numerical targets

Eliminate work standards that prescribe quotas
for the work force and numerical goals for
people in management.

Substitute aids and helpful leadership in order
to achieve continual improvement of quality and
productivity.
Permit pride of workmanship

Remove the barriers that rob hourly workers,
and people in management, of their right to
pride of workmanship.

This implies, among other things, abolition of the
annual merit rating (appraisal of performance)
and of Management by Objective.

Again, the responsibility of managers,
supervisors, foremen must be changed from
sheer numbers to quality.
Encourage education

Institute a vigorous program of education,
and encourage self improvement for
everyone.

What an organization needs is not just
good people; it needs people that are
improving with education.

Advances in competitive position will
have their roots in knowledge.
Top management commitment and action

Clearly define top management's permanent
commitment to ever improving quality and
productivity, and their obligation to implement all of
these principles.

Indeed, it is not enough that top management
commit themselves for life to quality and
productivity. They must know what it is that they
are committed to—that is, what they must do.

Create a structure in top management that will
push every day on the preceding 13 Points, and
take action in order to accomplish the
transformation. Support is not enough: action is

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