contemporary approaches to management

Contemporary Approaches to Management | Jonas Erik L. Ebora CED 210 | Managing Education for Community Welfare

Contemporary Approaches to Management

I. Introduction

In managing an organization, there comes a diversity of point of views depending on what particular

aspect of the organization one has to address. It has been a point of discussion on what way should one

manage an organization. Approaches to management have different point of views to ponder upon. The

following discusses the approaches of the early years to contemporary approaches.

II. Development of Management Approaches

Throughout the history, there were several people who coined their own approach to management. Each

of them has his own perspective in viewing what management is. Some of them consider the human behavior

aspect in explaining management. Others consider the classical approach to management. Still, others

consider the situations in dealing with management approach.

Some of the approaches are Human Behavior approach wherein an organization is considered as a person

and the management should understand human behavior. It emphasizes on greater productivity through

motivation and good human relation. Another approach is the Social System Approach wherein an

organization is a social system. It focuses on cooperation among group members to achieve the organizational

goals. Decision Theory Approach is another approach wherein decision making is the control point in

management. Contingency Approach is also known as the Situational Approach. In this approach, the

appropriateness of management depends on the situation. Operational approach concentrates more on the

roles and functions of the managers.

III. Contemporary Approaches

a. Total Quality Management (TQM)

i. Description

Dam (2010) described Total Quality Management (TQM) as set of practices of

management in an organization gearing towards a consistent satisfaction from the costumers

where their expectations are met or exceeded. Moreover, TQM has stress on process

measurement and controls as means of improving continuously.

Rouse (2005), defined TQM as a comprehensive and structured approach to

organizational management that seeks to improve the quality of products and services through

ongoing refinements in response to continuous feedback. (searchio.com).

TQM was believed to be first used in the Japanese companies. According to Heverly (1992)

as cited in Hazzard (1993), Japanese companies used TQM in an effort to reach and sustain having

a competitive edge. However, it actually began with American and British statisticians who,

according to the author, developed statistical quality control methods to support Allied efforts

during World War II. Following the war, W. Edward Deming convinced the Japanese that an

emphasis on quality would produce benefits in productivity (Hazzard, 1993, p.6).

TQM processes are divided into four sequential categories. Rouse (2005) described it as

PDCA cycle. PDCA means Plan-Do-Check-Act. Others described it as PDSA (Plan-Do-Study-Act) but

they explain the same thought. In the planning phase, people define the problem to be

addressed, collect relevant data, and ascertain the problem's root cause; in the doing phase,

people develop and implement a solution, and decide upon a measurement to gauge its

effectiveness; in the checking phase, people confirm the results through before-and-after data

comparison; in the acting phase, people document their results, inform others about process

changes, and make recommendations for the problem to be addressed in the next PDCA cycle.

(searchio.com).


Gupta and Bhardwaj (2013) asserted that TQM functions on the premise that the quality

of products and processes is the responsibility of everyone who is involved with the creation or

consumption of the products or services offered by an organization (p.70). In other words, TQM

involves the management, workforce, suppliers, and even customers, in order to meet or exceed

customer expectations.

ii. Strengths

Dam (2010) has enumerated several advantages of TQM.

Improves reputation- faults and problems are spotted and sorted quicker

Higher employee morale- workers motivated by extra responsibility, team work

and involvement in decisions of TQM

Lower costs- decrease waste and fewer defective products

Quality control inspectors

Provides an invaluable problem solving tool for managers and supervisors to use

Develops management skills that were never taught, or are long forgotten due to

lack of application

Management becomes more aware of problems that affect the individuals work

environment

Provides opportunity for personal growth and development (as a result of team

training activities) and the opportunity to develop and present recommendations

for improvement

Moreover, Hazzard (1993) has also presented the strengths of TQM.

Gives people a voice and enhances morale

Provides a better use of resources

Increases cooperation across departments

Enhances solutions to problems

Increases employee awareness of the institutions mission

Provides a common language

Allows staff members to know what they are about

Increases efficiency and effectiveness

Increases the sense of competition

iii. Weaknesses

On the other hand, Dam (2013), gave us disadvantages of TQM:

Initial introduction costs- training workers and disrupting current production

whilst being implemented

Benefits may not be seen for several years

Workers may be resistant to change- may feel less secure in jobs

Also, Hazzard (1993) presented his weaknesses of TQM:

Takes too much time and effort

The team often identify frustrations as a result of the time needed to gather data

and analyze solutions.

Changes organizational culture and traditions


Top level administrators stays in lip service

Teamwork can also be accompanied by a great deal of frustrations

It cannot escape unexpected or uncontrollable situation such as budget cuts

b. Super 5 S Program

i. Description

5S (five-step) is a simple tool for organizing your workplace in a clean, efficient and safe

manner to enhance your productivity, visual management and to ensure the introduction of

standardized working. (leanmanufacturingtools.org). According to Imai (1986), the 5S

movements derived it name from the initials of five Japanese words that start with s (p.233).

5S is a five-step process in which each step is prerequisite for the next step. One cannot proceed

to step 2 without accomplishing step 1 and goes the same to the other steps.

The five steps are Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. Thus, the name 5S emerged.

To maintain the 5S pattern, their English counterparts also start with the letter s. (

SEIRI

The first step is the seiri. The English counterpart of it is to sort. It is often

regarded as red-tagging. It is called as such for it calls for simple putting of red tag

for those things not needed for work.

Sorting is a two part process. First, the unneeded things should be

identified and second, the identified things undergo through evaluation and

disposition by management.

SEITON

The second of the five steps is the seiton or set in order. After the removal

of the unneeded things, this is the process of taking the remaining items and

arranging them in an efficient manner.

At this point of the whole process, there will be more extra space since

there are removal of unneeded things done at the first step.

SEISO

Third, there is seiso or sweep/shine/scrub. This the process in which there

is a thorough cleaning of the area, tools and other equipment. This is to ensure

that they are returned to a nearly new status. This process is done so that any

non-conformity will be noticed easily.

SEIKETSU

Seiketsu o standardizing is the fourth step in 5S. This is the process to

ensure that what is done in the first three steps are standardizedthere is a

common ways of working. Without a clear standard, there is no way to create

accountability, monitor adherence or make improvement.

SHITSUKE

The last step is shitsuke or sustain. This process is to ensure that an

institution continues to continually improve using the previous stages of the 5S.


ii. Strengths

According to Bresko (n.d.), these are the strengths of 5S program:

Cleaner and safer work areas

Less wasted time through more workplace organization

Less space

Improved self-discipline

Improved culture

Others enumerated other benefits of this program: (lwandassociates.com)

Increases in productivity:

o Reduces lead times thereby improving product delivery times

o Reduces equipment downtime, maintenance and cycle time

o Improves daily and shift startup times and reduces changeover time

o Reduces the amount of time wasted searching for tools and equipment

Increases in quality:

o Improves quality by reducing the amount of errors/defects

o Implements standardization thereby achieving output consistency

o The pleasantries of the simplified work environment increases employee

moral

Reduction in cost:

o Provides cost-savings by reducing inventory, storage fees and space

requirements

o Improves safety thereby reducing the cost of worker injuries

o Reduces the amount of scrap thereby reducing production cost

iii. Weaknesses

According to Stephenson (n.d.), there are several weakness of 5S program:

Resistance to change

Not addressing problems in the workplace

Lack of management support

Misunderstanding of what 5S accomplishes

c. Kaisen Suggestion System (KSS)

i. Description

Kaizen is defined as improvement. Most of the times, Kaizen is described as improvement

involving everyone. Management involves two concepts: improvement and maintenance.

Maintenance refers to the activities directed towards maintaining the current standards.

Standards are maintained through training and discipline. On the other hand, improvement refers

to the activities directed towards improving current standards. (Imai, 1986, p.5).

In talking about improvement, innovation and Kaizen are the two concepts to be

considered. Kaizen signifies the small improvement made to the status quo as a result of on-going

efforts, while innovation signifies the drastic improvement to the status quo as a result of large

investments. (Imai, 1986, p.6).

While management focuses on productivity and quality, Kaizen remains on the other side

of the picture. Whatever improvements are made in business, it is for the improvement of

productivity and quality. Improvement starts in the recognition of need which comes from the


recognition of the problem. If there is no problem, there is no need for improvement.

Complacency has become the archenemy of Kaizen. In Kaizen, there is emphasis on problem

awareness and it provides clues on how to identify problems. Once the problem has been

identified, it must be solved. This shows the problem solving aspect of Kaizen. Improvement reach

a higher level in every problem solved. In order to consolidate the new level, the improvement

should be standardized. Thus, another aspect of Kaizen is presentedstandardization. (Imai,

1986, p.8-9).

One of the most frequently discussed aspects of Kaizen as it is practiced in Japan, is

suggestions and proposals system (Peter, n.d., p.14). Imai (1986) described suggestion system as

an integral part if established management system. In this system, workers suggestions are

regarded as a criterion in assessment of performance of the workers supervisor. One of the

outstanding features of Japanese management is that it generates a large number of suggestions

from workers and, in turn, the managements work hard to materialize these suggestions or even

consider it.

Another aspect of suggestion system in management is that when a suggestion is

implemented, it leads to a revised standard. However, if the new standard is from the workers

own volition, the worker takes pride of it and willing to follow it. On the other hand, if the standard

is posted by the management, the worker may not be as willing to follow it.

Hence, through suggestions, workers participate in Kaizen and they play a vital role in

upgrading standard. As Peter (n.d.) asserted, the suggestions of the employees serve a dual

purpose: productivity enabler and culture change enabler.

Kaizen is broken down into three segment depending on the complexity and level of

kaizen: Management-oriented Kaizen, Group-oriented Kaizen and Individual-oriented Kaizen. The

suggestion system is an integral part of individual-oriented Kaizen. The main subjects for

suggestions in Japanese companies suggestion system are:

Improvement in ones own work

Saving in energy, material and other resources

Improvements in the working environment

Improvements in machines and processes

Improvements in jigs and tools

Improvements in office work

Improvements in product quality

Ideas for new products

Customer services and customer relations

Suggestions systems should go through three stages: (1) management should help

workers provide suggestions, (2) management should stress employees education to provide

better suggestions, and (3) when workers are both interested and educated, the management,

then, now can focus on the economic impact of the suggestions.

ii. Strengths

Imai (1986) has enumerated several strengths of Suggestion system:

Making the job easier

Removing drudgery from the job

Removing nuisance from the job

Making the job safer

Making the job more productive


Improving product quality

Saving time and cost

Aside from these, suggestion systems provide an opportunity for the workers to speak

out with their supervisors as well as among themselves (p.114). Moreover, suggestion systems

provide an opportunity for the management to help workers deal with problems making the

suggestion systems valuable opportunity for a two-way communication and for workers self-

development. (p.114)

iii. Weaknesses

There are several disadvantages of having a Kaizen suggestion system: (Final Kaizen,

slideshare.com)

It is difficult to achieve kaizen in practice, because it requires a complete change

in attitude and culture, and needs the energy and commitment of all employees.

It also requires a substantial investment of time..

It is difficult to maintain enthusiasm for several reasons

Some people see Kaizen as a threat to their jobs.

A lot of poor ideas tend to be put forward as well as good ones, which can be de-

motivating

By implication, there is complete satisfaction

Continuous improvement is not sufficient on its own, major innovations are also

needed. There is a danger of becoming evolutionary rather than revolutionary.


IV. Bibliography

BRESKO, M. (n.d.). The 5S Method of Improvement - Enhancing Safety, Productivity and Culture. Retrieved

February 19, 2015, from

http://reliabilityweb.com/index.php/articles/the_5s_method_of_improvement_-

_enhancing_safety_productivity_and_culture/.

DAM, R. H. (2010). Total quality management: What is it and how can it be implemented in roads

construction?. [PDF Document]. Retrieved February 16, 2015, from

http://repository.up.ac.za/bitstream/handle/2263/16291/Dam_Total(2010).pdf.

GUPTA, A. & BHARDWAJ, Y. (2013). Total Quality Management & Six Sigma Instrument. International Journal

of Management & Business Studies, vol. 3, issue 4, Oct-Dec 2013. Retrieved February 16, 2015, from

http://www.ijmbs.com/34/dramit.pdf.

HAZZARD, T. (1993). The Strengths and Weaknesses of Total Quality Management in Higher Education. (ERIC

Document Reproduction Service No. ED364148). Retrieved February 16, 2015, from

http://files.eric.ed.gov/fulltext/ED364148.pdf

HEVERLY, M. A. (1992). Total Quality Management: Institutional Research Applications. (ERIC Document

Reproduction Service No. ED335095). Retrieved February 16, 2015, from

http://files.eric.ed.gov/fulltext/ED364148.pdf.

IMAI, M. (1986). Kaizen (Kyzen): The Key to Japans Competitive Success. New York: McGraw-Hill.

ROUSE, M. (2005). Total Quality Management (TQM). Retrieved February 16, 2015, from

http://searchcio.techtarget.com/definition/Total-Quality-Management.

PETER, K. (n.d.). Kaizen Costing. Retrieved February 19, 2015, from

http://www.academia.edu/5451292/KAIZEN_COSTING.

STEPHENSON, S. (n.d.). 5S Problems and Disadvantages. Retrieved February 18, 2015, from

http://www.labelprinter.com/5s/articles/5s-problems.php.

Approaches to management. [PDF Document]. Retrieved February 20, 2015, from

http://nptel.ac.in/courses/122106031/slides/1_3s.pdf.

Final Kaizen. [PowerPoint Presentation]. Retrieved February 19, 2015, from

http://www.slideshare.net/DhavalRadia1/final-kaizen.

What is 5S; Seiri, Seiton, Seiso, Seiketsu, Shitsuke. Retrieved February 18, 2015, from

http://leanmanufacturingtools.org/192/what-is-5s-seiri-seiton-seiso-seiketsu-shitsuke/.

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