Management Philosophy Table
University of Phoenix
Management Philosophy Table
Table 1
Total Quality Management (TQM)
| Author (s) | Article Type & Purpose | Context | Dynamics | Differentiation | Integration | |
| Goerlich, F. J (2013) | The article discusses Pareto’s law, and how is used in a statistical test. | The way that Goerlich explains Pareto’s Law is in an in a context that is easily understandable (a very simple way). | The article shows simplifying and concentrating on the most important aspects, which ensures that what is laid out is doable and comprehensible. | By taking out excessive and unnecessary concerns or items in the agenda, the result is a streamlined system that is easier to manage where results can also be predicted/calibrated. | A simpler system equates to focused managers who can maintain energy levels due to the simple fact that they are not all over the place with too many concerns in their minds. By simplifying, excess baggage does not convolute the goal of achieving the desired outcome. | |
| Kitana, A. (2016) | The article is a compilation narrative information about management theories and philosophies, which discusses various system including Fayol’s. | The article focuses the theories of management proposed by Max Webber and Henry Fayol. Moreover, the author describes and contrasts those theories It lists the principles of administration and the identified primary roles Fayol has come up with | By focusing on personal duties and accepting the roles that come with forecasting and planning, organizing, commanding, coordinating and controlling, resources can be managed, processes ran, concerns aligned & activities performed according to normal levels. | Specialization & centralization plus a working hierarchy and structure. | Integration happens via the power of authority and central command, via good discipline achieved by providing stability of tenure, provision of attractive remuneration, management social responsibility through a clear line of power. | |
| Faerberg, E., &Kozhevnikov, A. (2013) | The article discusses the Kaizen philosophy. | Kaizen is the simple Japanese Management philosophy that translates to ‘continuous development, improvement & growth.’ | The philosophy works on the idea that for growth to happen, the person and the organization must be a learning organization in that it learns from experience, from mistakes and triumphs to continually change and improve to become a better version of its self. | The goal is not a massive change, the improvement and development in mind are incremental, little by little with new knowledge building on top of the other. This way, change is standardized and over time, compound productivity is achieved. | The key about effective ‘kaizen’ is that all shareholders practice it in their professional and personal lives from the CEO to the lowliest employees. This thus shows in their work and the results of their efforts. If everyone makes it a reflexive action, change and improvement are visibly felt when looking at an organization as a whole. | |
| Serban, A. I. (2015) | The article is comparative analysis of the Business Process Reengineering (BPR) and the Total Quality Management (TQM) | A discussion of the author’s perspective and take on leadership and management, differentiating both and identifying the philosophies and strategies that he believes is effective. | Crafting or determining a practical philosophy which takes into consideration the goals and purposes of the person, the team and the workplace are important. This informs management style and structure. | The philosophy being proposed is akin to the development of a personal doctrine influencing one’s professional life. | A functioning principle translates to being useful in one’s role influencing outcome. This becomes the point of reference of the team & builds commitment mixing comprehensively management and leadership. | |
Definitions
References
- Total Quality Management (TQM) is defined as a combination of management tools and quality which purpose is to be able to increase the organization goals reducing risk due wasteful practice (Faihan-Mossad, 2014).
- Business Process Reengineering (BPR) is an analysis of the workflows within enterprises in order to optimize the non-value added task and the end to end process (Serban, 2015).
- Pareto’s Law is considered as the 80/20 rule. Is a theory maintaining that 80% of the output giving a situation is determined by the 20% of the output (Goerlich, 2013).
Faeberg, E., &Kozhevnikov, A. (2013, April 5). Kaizen as a basis for quality system performance in organization. Varazdin Development and Entrepreneurship Agency, 1004-1013.
Faihan-Mossad, S. A. (2014). Impact on quality culture of total quality management practices factors. International Journal of Business and Economic Development (IJBED), 2(3).
Goerlich, F. J. (2013). A simple and efficient test for the Pareto law. Empirical Economics, 45 (3), 1367-1381. http://dx.doi.org/ doi:http://dx.doi.org/10.1007/s00181-012-0654-5
Kitana, A. (2016). Overview of the managerial thoughts and theories from the history: Classical management theory to modern. Indian Journal of Management Science, 6 (1), 16-21.
Serban, A. I. (2015). Managing Transformation: business process reengineering or total quality management. International Journal of Academic Research in Business and Social Sciences, 5, 81-86. http://dx.doi.org/DOI: 10.6007/IJARBSS/v5-i5/1594
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