Seven deadly sins according to DemingWord文档下载推荐.docx
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Seven deadly sins according to DemingWord文档下载推荐.docx
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What'
swrongwithreward,recognition,andincentivesystems?
First,theydon'
tworkTherearenocredibledatatoshowthatanylong-termbenefitresultsfrom
suchprograms.Therearedata,however,thatshowthattheydoharm.
Theyoftensetupaformofinternalcompetitioninwhichpeoplestrivetolookgoodandlook
betterthantheirfellowemployees.Sometimeslookinggoodbecomesmoreimportantthandoing
well.Peoplepassproblemsontootherselsewhereandlaterinthesystem."
Don'
tletthe
problemappeartohappenonmywatch."
Peoplewillcircumventthesystemforpersonalgain,causinghavoctothesystem.Peoplewillstrivetolookgoodevenwhenitmayhurtthecustomers.Searsauto-service
personnel--inordertomeettheirmonthlyprofitquotas--providedunnecessaryrepairs
andreplacedperfectlygoodparts.Thecustomerspaiddearlysothattherepairshops
couldlookgood.
TherewardprogramsundermineteamworkandcooperationEmployees--orgroupsof
employees--competingforaprize(meritpay,contests,rewards,etc.)willregardeachotheras
adversaries.Theywillactasthoughtheyarenotpartofthesameorganization,workingfor
commongoals,servingthecustomerstogether.Instead,theymaytrytosubverteachothers'
efforts.
Recognitionandmeritprogramsoftenrewardthosewhoareluckyandpassbythosewhoare
unluckyFarandawaythebiggestsinglefactorthatdeterminesoutputisthesystemandits
capability.Thesystemscapabilityisindependentofthepeopledoingthework.Butnot
independentofthosewhodesignandapprovethesystem.Ifeveryoneinyourcompanydidhisorherbest,dayinanddayout,youwouldaffectonlya
negligibleproportionofyourcurrentqualityorproductivityproblems.Mostofyourproblems
arebuiltrightintothesystem.Thosewhogetrewardsarethosewhoareluckyenoughtoworkin
asystemwithfewerinherentproblems.(Themachinesworkwell,thematerialsareappropriate,
thetrainingisgood,thepoliciespromoteagoodworkenvironment,themethodsofworkare
welltestedandperfected,etc.)Thosewhodon'
tgettherewardsare--
byandlarge--those
unluckyenoughtoworkindysfunctionalsystems.
MeritandrewardsystemscreatecynicsandlosersInoneMilwaukeecompany,whichhadan
annual"
Employee-of-the-Year"
awardceremony,Ihadanopportunitytomeetwiththeyear'
s
winner.Iwassurprisedtolearnthatshewasnotproudofheraward.Shewasembarrassedbyit.
Shesawthewholeceremony,withallitshooplaandpizzazz,asanoccasioninventedby
managers,sothattheycouldposeas"
employee-sensitive."
Shehadtworeasonsforhercynicism:
Therewereplentyofemployeeswhomshefeltdeservedrecognitionasmuchasormore
thanshedid.Shewasconvincedthatthehonorwasbestowedonherbecauseherboss
wastheCEO'
sfavorite.Theselectionprocessoozedofinternalpolitics.Secondly,shesaid,"
Ifweweretreatedwithrespectanddecencyonadailybasis,Iwould
notbesoskepticalofthesinceritybehindthisevent.Ononedayayear,management
honorsitsemployees.Onalltheotherdays,wearetreatedlikeobjectsofutility."
T
hegreatestmanagementconceitisthatwecan"
motivate"
people.Wecan'
t.Motivationisthere,
insidepeople.Ourpeopleweremotivatedwhenwehiredthemandeveryday,whentheycometo
work,theyarrivewiththeintentionofdoingagoodjob.Managerscannotmotivate.Theycan,
however,de-motivate.Herzbergestablishedthisover30yearsago(Herzberg,Frederick"
One
MoreTime:
HowDoYouMotivateEmployees?
"
HarvardBusinessReview,September-October
1987,pp.109-120.Thisisareprintwithcommentary,ofanearlierclassicpaper.)
Thegreatestmanagerialcynicismisthatworkersarewithholdingacertainamountofeffortthat
mustbebribedfromthembymeansofvariousincentives,rewards,contests,ormeritpay
programs.Mostmanagersarenotconsciousofsuchapessimisticbelief,butmanyoftheir
motivationalprograms"
areconductedasthoughthiscynicalpremiseweretrue.
Thegreatestwasteofmanagerialtimeistimespenttryingtomanipulatepeople'
smindsand
infusemotivationintothem.Managers'
timewouldbebetterspentdoingthefollowing:
Removethedemotivators.Askpeoplewhatgetsinthewayoftheirdoingworktheyare
proudof.Removethoseobstaclestoprideinwork.Focusonimprovingtheprocesses.Youandeveryoneinyourcompanyneedtobecome
moreawareofwhatsystemsandprocessesare,andhowtostudythem,andimprove
them.Focusoncustomers.Somethingthatprovidesalotofgratificationandsatisfactionto
employeesistoknowthatcustomersareexcitedabouttheproductsandservices.
Bringawarenessofcustomersintoyourorganizationonadailybasis.Thistakeshardworkandtrueleadership.Don'
twasteanymoretimeorenergyonperpetuating
mythsandpretense.Getonwithit!
4.Mobilityoftopmanagement(toomuchturnovercausesnumerousproblems)
5.Runningacompanyonvisiblefiguresalone(manyimportantfactorsare“unknown
andunknowable.”Thisisanobviousstatementthatrunscountertowhatsome
incorrectlyclaimDemingtaught–thatyoucanonlymanagewhatyoumeasure.
Demingdidnotbelievethisandinfactsawitasadeadlydiseaseofmanagement)
6.Excessivemedicalcosts
7.Excessivelegaldamageawardsswelledbylawyersworkingoncontingencyfees
Obstaclestosuccess
Beliefthatautomationcomputersandnewmachinerywillsolveproblems
Tryingtocopyexistingsolutionswithoutunderstandingwhytheywork
“ourproblemsaredifferent”
Obsoletebusinessschoolsthatdonotteachhowtomanage
Teachingtoolswithoutaframeworkforusingthem
Relianceoninspection
RelianceonQCdepartment
Blamingworkforceforproblemswhenitisreallythesystem
Falsestartsorteachingthelatestwithoutaplanofhowtousethemortheirimpactorwhatitwilltaketo
getthere
Zerodefectsmeansnothingunlesssomeonewantstobuyit
Inadequatetestingofprototypes
Consultantsknowmorethanus(theydonot,theymayhavesomeplacesforyoutogo,buttheydonot
knowwhyyouarewhereyouare)
OutofcontrolactionplanOCAP
Actionlimits(+/-3SD)warninglimits(+/-2SD)
PhaseIandPhaseIIPhaseIuseShewhart,PhaseIIusecumulativesumandEWMA
CusumandEWMAchartsforPhaseIIchapter5section8and9forwhendetectionofsmallmovesinSD
arerequired.
Shouldyouuseattributeorvariablescharts?
?
Variablestellyouwhenyouaremovingoffofdesired,
attributesarelesslikelytodoso,itisusuallyeasiertofindwhattheproblemisfromvariablesdata
SPCisapassivestatisticalmethodforprocessmanagement,DOEandusingdistributionstomake
decisionsaboutcausalagentisproactivefindthecauseofvariation
TheSevenDeadlySinsofManagementbyLonniePacelli
Pride.Envy.Gluttony.Lust.Anger.Greed.Sloth.Youeitherrecognizetheseasthesevendeadly
sinsorasthemesforprime-timetelevision.Nonetheless,youwereprobablytaughtasachildthat
thesearebadandyoushouldn'
tdothem.Forpurposesofthisarticle,doasyouweretaughtand
thinkbadwhenyoucommitthesesimilarsinsintheworkplace.
Asleaders,wearecontinuallybeingintroducedtonewtechniquesandtheories.Hammer&
Champy'
sBusinessProcessRe-engineeringModel,McKinsey'
s7-SFramework,andKenichi
Ohmae'
s3C'
sStrategicTriangleareallexamplesofstrategicmodelsdesignedtohelpleaders
thinkabouttheirbusinessindifferentandinnovativeways.Whatsitsontopofallofthemodels
andframeworks,though,areaseriesoffoundationalattributesthateveryleadershouldpossessif
heorsheisgoingtohavedemonstrated,sustainedsuccessasaleader.
Inmycareerasaleader,I'
vebeenfortunateenoughtoexperienceabroadarrayofleadership
s
ituationswheresometimesIenjoyedfantasticsuccess,andatothertimesexperienceddismal
failure.Inlookingbackatmyfailures,manyofthemhadnothingtodowithatheory,framework,
ortechnologythatwasutilized.Thefailureshadtodowithcracksinmyownfoundational
attributeswhichleftmevulnerableasaleader.I'
veboiledthesedowntosevenkeysinswhich
thisarticlewillfocusontohelpyoubecomeamoreeffectiveleader.
Sin#1-Arrogance
Everknownamanagerthatconsistentlyclaimedtoknowmorethantherestoftheteam?
How
aboutonethatwasunwillingtolistentoopposingviews?
Isn'
tthisjustasignofconfidence?
swrongwiththat?
Confidenceasamanageriscrucialasp
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