All entries for Friday 11 March 2011

March 11, 2011

leadership and Deming's perspective

Deming in his book " the new economics: for industry, government, education" mentions 14 roles for management which can breifly explain his pooint of view about leadership. here is a brief of these roles of a manager:

1. Explains the aim of the system and how team work will contribute to obtain this goal

2. Helps people to see themselves as a part of system who collaborate to achieve optimal result

3. Understands people differences and tries to provide challenge and joy in work for everybody.

4. He is unceasing learner and support learning among people.

5. Is a coach and counsel, not a judge

6. He understands a stable system and knows skill training can help to improve the performance to a limited degree and further education will not improve the result.

7. Has three sources of power:

  • Authority of office,
  • Knowledge*
  • Personality and persuasive power, tact*

8. Study results to improve his management performance

9. Finds out who in the system requires special help. (the people whoes performance is out of the system acceptable requirements are subject to provision of special help)

10. Creates trust to provide an environment which encourages innovation and freedom

11. Does not expect perfection

12. Listens and learns without fear of being judged as a not a hero.

13. Develops an understanding of his people by informal and spontaneous conversation

14. Understands the benefits of collaboration and the losses from competition

Deming’s perspective of management for upper management comes from a systematic view to the organisation. Thus, he emphasises that in an under control system the variations have common cause and are driven from the characters of the system. Therefore, he addresses the higher managers to deal with internal barriers in the system to reduce variation. In this condition he is against puting puressure on the workers or further education to perform better (which also comply with the learning curve).

To give an example for these systematic variation causes, he mentions quantitative targets and ranking people as two common problematic attitudes of the system. Deming states these managerial practices can lead to inefficiency and demoralisation in the organisation.

I believe higher managers due to possessing higher responsibility and power can influence the system significantly. Their practices can have severely positive or negative impact on organisation's performance. Although, an operator fault in a company can lead to a number of poor quality products or limited waste production, a managerial mistake can cause poor quality production of a product range or pause in production line which means greater loss.

March 2011

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