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2. Evolu&on Of Management Thought Classical Approaches Contemporary Approaches1890 1900 1910 1920 1930194019501960 1970 1980 199020SystematicAdministrative QuantitativeSystems ContingencyCurrent andmanagementmanagement management theory theoryfuture revolutionsScientific Human Organizational management relationsbehaviorBureaucracy1A-2 3. Key Managerial Theorists and Schools of Thought Structural Management : oers a wide variety of mechanis&c processes for management improvement. (Smith, Taylor, Shaw, Barnard, Deming, Montgomery, Fayol, and Weber.) Behavioral Management : aHtudes and feelings of workers could inuence their produc&vity. (McGregor, Drucker, and Maslow.) Integra&ve Management : combined structural and behavioral theories while considering external inuences. ( Katz and Kahn, and Burns and Stalker.) 4. Private sector 5. TheTheBusiness Environment 6. A manager seeking to establish such an environment must: 1. employ an understanding of psychology--of groups and individuals. eliminate tools such as produc&on quotas and sloganeering which only alienate workers from their supervisors and breed divisive compe&&on between the workers themselves. 2. form the company into a large team divided into sub-teams all working on dierent aspects of the same goal; barriers between departments oSen give rise conic&ng objec&ves and create unnecessary compe&&on. 3. spread prot to workers as teams, not individuals. 4. eliminate fear, envy, anger, and revenge from the workplace. 5. employ sensible methods such as rigorous on-the-job training programs. In the resul+ng company, workers be7er understand their jobs--the specic tasks and techniques as well as their higher value; thus s+mulated and empowered, they perform be7er. The expense pays for itself. 7. CompeDDve Advantage: The Choice of Game Pigs may y but they are unlikely birds. 8 8. levels of advantageLevel 4Management & organizationLevel 3 Business/Industry modelLevel 2Products & servicesLevel 1Operating process efficiency 9. TARGETS QUESTIONS ALIGNMENTSTRATEGICDISCOVERYMEASURESIDEASINTENT/GOALSCONTROLLEARNINGLOOPLOOP REWARDS EXPERIMENTS Making things happen Finding new things and new ways Page 10 10. Public Sector 11. Strategy Formulation Strategy Implementation 4 Action PlanSVisionW Risk Assessment &ManagementOStrategic IssueTGoal (KPI/Target) StructureProcess StrategiesAlignment ITPeople(2548-2551)Blueprint for Change13 12. Effectiveness Strategy formulation Blueprint for changeChange ManagementEfficiencyQuality Operations Management Customer Management ProcessesProcesses Capacity-building Intangible Assets ManagementProcesses 14 13. 4 1 .. 123 121 2 3 / 15 14. (Blueprint for Change) 1 1 # . 11 * 2 # . 12 * * . . ( 42 .) 2 # . 13 # . 13 * # . 14 .. * 1 # . 15 # . 16( ySuc e sKe c s Fa t s cor) 2 * # . 14( 11 2 . )* * . . # . 15 1 # . 16 * / / 2 * .. / Competency Competency VS Competency Gap Competency Competency 16 15. Strategy-focused OrganizationOperations ManagementProcessesCycle-timeProcess ImprovementChange ManagementCost & Waste Reengineering efficiencyProductivityLean EnterpriseSix Sigma TQMCustomers ManagementProcesses SatisfactionValue Creation TrustCustomer CarequalityeffectivenessTransparency/ PublicParticipationIntangible Assets StrategicManagement Processes ReadinessHuman Capitalcapacity- buildingInformation Capital Organization Capital 17 16. Malcolm Balridge National Quality Award (MBNQA) &Public Sector Management Quality Award (PMQA) InformationCapacity- LeadershipEffectivenessbuilding& Analysis(Financial(Learning & Perspective)GrowthStrategyPerspective)HR Focus DeploymentBusinessEfficiency Results(Internal WorkProcessProcessPerspective) ManagementQuality Customer &(CustomerPerspective)Market Focus EnablersAchievement18 17. Modern Mangement 18. The worldwide KAIZEN-Management-System for sustainable profit and growthSEmployeeCu involvementupsptlProcessProcesso QCDZero Errors QCDiflowEffectiveness meerLean SupportrsSystems sTFMTPM TQC TSM Total Flow Total ProductiveTotal Quality Total ServiceManagement MaintenanceControl Management TCM Total Change Management Built up with a solid base:Eliminate: MUDA-Losses KAIZEN Foundations Eliminate: MUDA-Waste 19. Toyota Leverages Opportuni&es at all Levels 20. Plan do check act a. Iden&fy boWlenecks b. Remove fric&on c. Shrink to size d. Adjust to demand 21. Management EvoluDon 22. a new balance is required GETTING BETTER GETTING DIFFERENTCREATINGCREATINGLEARNINGLEARNING EXECUTING EXECUTINGafter Hamel 23. Intellectual Capital Skills, behaviours, knowledge: Resourcing Roles and responsibilities Skills, behavioural and technical competencies Performance and behaviours Human capitalRelationships and networks: Formal processes, The informal organization structures and culture: Relationships between Leadership & Pay structuresfunctionsOrganization Performance management Criss-crossing networks Communication Communities of practice Knowledge transfer and Collaborationcapture Metrics (performance and Social Organizationprocess) capitalcapital26 24. Knowledge Mangement Sharing and creating TacitTacitArticulating tacit knowledge throughtacit knowledge dialogue and through direct Socialization Externalization reflection experience Environment E O I TacitExplicit IIIIndividual Group IIISystemizing andapplying explicit InternalizationCombinationknowledge and information TacitExplicit Learning andEGacquiring new tacit OG knowledge in practiceI G Org. GE G Explicit Explicit 25. Office for Knowledge Creation WINDOW meeting Creative zone(meeting zone)CREATIVE WINDOW FOREST OFZONE MeetingKNOWLEDSmokingRoom GE Communication OFFICEZONE Coroner Office ZoneSmoking Communicati onZone Entrance Forest of KnowledgeRefresh Corner NonakaToyamaKonno 26. OrganizaDonal capabiliDes model 27. Animals also seek for happiness and self-actualiza&on Masao Kosuge, Zoo Director Penguin Walk 28. Ques&ons?