Essay on Philosophy of Management
1170 Words5 Pages
Every manager must have a set of principles, values, and core beliefs that he must follow. These principles, values, and beliefs make up his philosophy of management. Webster defines philosophy as “the most basic beliefs, concepts, and attitudes of an individual or group.” (Webster) I will be discussing the principles, values, and beliefs I as a manager will have to do my job efficiently. I will also discuss the different biblical beliefs that support my management style. I believe in a directive and conceptual decision style. When there is a small problem that requires a quick solution, I would use the directive decision style. This would be similar to a problem that I would have already dealt with in the past. For larger obstacles…show more content…
A manager is not a babysitter to his staff, and he should not shadow his employees. If there is a dispute between two employees at the workplace, the manager should let the employees resolve it themselves. If that dispute fails to get resolved and starts to affect the performance of others, then the manager needs to resolve the dispute for them. This may entail firing the employees involved in the dispute. Adults at the workplace should be able to resolve disputes themselves without any intervention from the employer. I am going to provide a scenario and what the manager should do in the scenario. Scenario: A long time employee, Fred, with a perfect attendance record suddenly doesn’t show up to work for an entire week. Fred doesn’t notify the employer of the reason for his absence. The employer tries to contact Fred without any success. The employer then promotes one of his other employees, Mark, to the position that Fred had. After a week Fred returns back to work only to find out that Mark is doing his job. Fred tries to explain to the manager that his father died and he was too devastated to answer the manager’s calls to him. What should the manager do now? In this scenario, the manager should let Mark keep his promotion and give Fred Mark’s old job. Fred should have notified his manager of his leave if he wanted to keep his position. It would be hard to remove Mark’s promotion
Fine tuning isn't a box you can tick – it's an ongoing process.
How does "change" happen in your organization? Is it through major initiatives, or is it part of the ongoing way you work?
Some types of change inevitably need a major project; meaning months of hard work, big budgets and upheaval.
But, often undervalued, an alternative or complementary approach to improving systems, processes and so on, is through more subtle, ongoing changes and continuous improvements.
Once a new major change has happened, perhaps a new system or structure put in place, is everything perfect? Will the new processes stay set in stone until the next major change in a few years' time? Almost certainly not. In fact, if this attitude were taken, you would probably see a gradual decline in benefits after the initial step improvement, as inefficiencies and bad practice crept in.
There is always room to make small improvements, challenge the status quo, and tune processes and practice on an everyday basis. In fact, you and your colleagues probably do this week in, week out without calling it "change" or even "continuous improvement". You're already getting real benefits from the intuitive approach to continuous improvement. And over time, all of these incremental changes add up, and make a significant positive impact on your team and organization.
One approach to continuous, incremental improvement is called kaizen. It originated in Japan and the word translates to mean change (kai) for the good (zen).
Kaizen is based on the philosophical belief that everything can be improved: Some organizations look at a process and see that it's running fine; Organizations that follow the principle of Kaizen see a process that can be improved. This means that nothing is ever seen as a status quo – there are continuous efforts to improve which result in small, often imperceptible, changes over time. These incremental changes add up to substantial changes over the longer term, without having to go through any radical innovation. It can be a much gentler and employee-friendly way to institute the changes that must occur as a business grows and adapts to its changing environment.
Understanding the Approach
Because Kaizen is more a philosophy than a specific tool, its approach is found in many different process improvement methods ranging from Total Quality Management (TQM), to the use of employee suggestion boxes. Under kaizen, all employees are responsible for identifying the gaps and inefficiencies and everyone, at every level in the organization, suggests where improvement can take place.
Kaizen aims for improvements in productivity, effectiveness, safety, and waste reduction, and those who follow the approach often find a whole lot more in return:
- Less waste – inventory is used more efficiently as are employee skills.
- People are more satisfied – they have a direct impact on the way things are done.
- Improved commitment – team members have more of a stake in their job and are more inclined to commit to doing a good job.
- Improved retention – satisfied and engaged people are more likely to stay.
- Improved competitiveness – increases in efficiency tend to contribute to lower costs and higher quality products.
- Improved consumer satisfaction – coming from higher quality products with fewer faults.
- Improved problem solving – looking at processes from a solutions perspective allows employees to solve problems continuously.
- Improved teams – working together to solve problems helps build and strengthen existing teams.
Another Japanese term associated with kaizen is muda, which means waste. Kaizen is aimed at decreasing waste through eliminating overproduction, improving quality, being more efficient, having less idle time, and reducing unnecessary activities. All these translate to money savings and turn potential losses into profits.
The kaizen philosophy was developed to improve manufacturing processes, and it is one of the elements which led to the success of Japanese manufacturing through high quality and low costs. However, you can gain the benefits of the kaizen approach in many other working environments too, and at both a personal level or for your whole team or organization.
Much of the focus in kaizen is on reducing "waste" and this waste takes several forms:
- Movement – moving materials around before further value can be added to them
- Time – spent waiting (no value is being added during this time)
- Defects – which require re-work or have to be thrown away
- Over-processing – doing more to the product than is necessary to give the "customer" maximum value for money
- Variations – producing bespoke solutions where a standard one will work just as well.
The table below shows some examples of these forms of waste in an office environment.
|Form of Waste||Examples|
Here's our suggested approach for using kaizen thinking on your own, or with your team:
- Keep a ideas log of things that seem inefficient or that you'd like to improve. It's often easier to spot these in the heat of the moment than in cold reflection.
- Once a month, spend some time identifying areas where there is "waste" in the way you or your team is working. Use your ideas log as input, but also think about the wider picture and your overall ways of working. Go through each of the types of waste listed above as a checklist. How could "waste" be eliminated? How could things be improved?
Plan out when you're going to make these changes. You need to strike a balance between getting on with making the improvements immediately (so that the area of waste doesn't become a bigger problem), and avoiding "change overload".
It is especially important to take into account the impact or confusion that it could cause for other, which in turn, could cause them to avoid adopting the change. And a great way to assess the impact of changes you are considering is to use the Impact Analysis Tool .
- If the changes affect others, be sure to consult them about the new arrangements, and listen to their comments!
Kaizen is something that you can benefit from quickly as an individual but, embracing the ideas and approach with your team will take a concerted effort. Here are some suggestions to help make kaizen work with your team:
- Learn, with your team, more about the philosophy of kaizen – this will help you embrace the ideas and develop a participative, team-based approach
- Develop a suggestion process – how will the ideas be gathered and evaluated?
- Establish your overall kaizen approach and controls – rather than have people implement changes at will, have a clear system to follow
- Reward ideas – the more ideas, the more kaizen is at work in the day-to-day attitudes of employees.
Kaizen is a philosophy that supports continuous, incremental process changes that sustain a high level of efficiency. A one level kaizen can help you personally improve the way you work by eliminating "waste". At the organizational level, kaizen can be a powerful team-approach that harnesses suggestions and involvement from people at every level. Wide participation can serve to improve moral and satisfaction as much as it improves production, costs, and other hard measures. If you choose to bring kaizen into your workplace, you'll be surprised at how big an impact small changes can make, and how the culture of continuous improvement can thrive.
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