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Management Fads<br />Emergence, Evolution, and Implications for Managers<br />
Outline<br />Review management fads dating back to the 1950s<br />How the fads develop and their life cycles<br />Evaluate...
About the Authors<br />Both are professors in Florida<br />They do research in management styles<br />	Dr. Jane W. Gibson	...
Ettorre’s Typical Management Fad Life Cycle<br />Discovery<br />Early Literature<br />Wild Acceptance<br />Many firms adop...
History of Management Fads<br />
Management by Objectives<br />Process of Goal Setting and Self-Control<br />Wildly Popular in the early ‘90s<br />1992—80%...
Sensitivity Training<br />Sessions of interpersonal and emotional training<br />Place strangers in a group of people in a ...
Quality Circles<br />Structure: Employees volunteer into groups to consider ways to improve quality of product or service ...
Total Quality Management<br />Total Quality Management (TQM) is a management approach to long-term success through custome...
Cost of Quality  <br />Phil Crosby—Quality is Free<br />
TQM Drawbacks<br />Initial introduction costs<br />Training workers and disrupting current production while being implemen...
Self-Managed Teams (SMT)<br />"a group of employees who have day-to-day responsibility for managing themselves and the wor...
Responsibility for producing a definable product;
Responsibility for a set of interdependent tasks; and
Control over managing and executing tasks.“</li></li></ul><li>SMT Drawbacks <br />Self-managing teams are difficult to imp...
Can we keep it? Should it be adopted? 	<br />
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Management fads planning

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Transcript of "Management fads planning"

  1. 1. Management Fads<br />Emergence, Evolution, and Implications for Managers<br />
  2. 2. Outline<br />Review management fads dating back to the 1950s<br />How the fads develop and their life cycles<br />Evaluate the management implications<br />In class simulation<br />Class questions/comments <br />
  3. 3. About the Authors<br />Both are professors in Florida<br />They do research in management styles<br /> Dr. Jane W. Gibson Dr. Dana V. Tesone<br />
  4. 4. Ettorre’s Typical Management Fad Life Cycle<br />Discovery<br />Early Literature<br />Wild Acceptance<br />Many firms adopt the fad<br />Digestion<br />Critics suggest fad is not perfect<br />Disillusionment<br />Widespread recognition of problems within the fad<br />Hard Core<br />Staunch supporters remain loyal<br />
  5. 5. History of Management Fads<br />
  6. 6. Management by Objectives<br />Process of Goal Setting and Self-Control<br />Wildly Popular in the early ‘90s<br />1992—80% of Fortune 500 businesses used MBO<br />By 1996, no longer considered a fad<br />Problems with MBO<br />Managers often focused on financial goals<br />
  7. 7. Sensitivity Training<br />Sessions of interpersonal and emotional training<br />Place strangers in a group of people in a room (T-groups)<br />Undirected discussion aimed at improving awareness of emotions<br />Idea: Business focuses on facts, but ignores emotions in decisions<br />Problems with Sensitivity Training<br />Poorly trained facilitators<br />Groups with people who know each other<br />Little proof that T-groups worked to improve business functions<br />
  8. 8. Quality Circles<br />Structure: Employees volunteer into groups to consider ways to improve quality of product or service <br />Meet on company time<br />Initial success yielded improved employee attitudes and participation<br />Failure in some businesses the result of unclear objectives and top-level management<br />
  9. 9. Total Quality Management<br />Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction.<br />In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. <br />
  10. 10.
  11. 11. Cost of Quality <br />Phil Crosby—Quality is Free<br />
  12. 12. TQM Drawbacks<br />Initial introduction costs<br />Training workers and disrupting current production while being implemented <br />Benefits may not be seen for several years <br />Workers may be resistant to change <br />May feel less secure in jobs <br />
  13. 13. Self-Managed Teams (SMT)<br />"a group of employees who have day-to-day responsibility for managing themselves and the work they do. Members of self-directed teams typically handle job assignments, plan and schedule work, make production-related decisions, and take action on problems. Members of self-directed teams work with a minimum of direct supervision. As such, the teams are not quality circles or cross-functional task groups. ... [T]hese teams are characterized by:<br /><ul><li>Face-to-face interaction in natural work groups;
  14. 14. Responsibility for producing a definable product;
  15. 15. Responsibility for a set of interdependent tasks; and
  16. 16. Control over managing and executing tasks.“</li></li></ul><li>SMT Drawbacks <br />Self-managing teams are difficult to implement, and they risk failure when used in inappropriate situations or without sufficient leadership and support <br />
  17. 17. Can we keep it? Should it be adopted? <br />
  18. 18. Is the fad adoptable?<br />
  19. 19. Group simulation <br />
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