Page 376 - The Handbook for Quality Management a Complete Guide to Operational Excellence

PART V

Management of Human

cHAPTeR 18
Resources Motivation Theories and
Principles
cHAPTeR 19
Management Styles
cHAPTeR 20
anagement decisions are often classified as being Resource Requirements
judgmental, data-based, or sci entific (Weaver, to Manage the Quality
M1995, pp. 223–231). Management styles are often Function
viewed from a psychological perspective. Yet before dis-
cussing specific management styles, it is fair to ponder the
proper role of a manager.
Dr. W. Edwards Deming (1993) offers the following perspective:
This is the new role of a manager of people after transformation:
1. A manager understands and conveys to his people the meaning of a
system. He explains the aims of the system. He teaches his people to
understand how the work of the group supports these aims.
2. He helps his people to see themselves as com ponents in a system, to
work in cooperation with preceding stages and with following stages
toward optimization of the efforts of all stages toward achievement of
the aim.
3. A manager of people understands that people are different from each
other. He tries to create for everybody interest and challenge, and joy
in work. He tries to optimize the family background, education, skills,
hopes, and abilities of everyone. This is not ranking people. It is,
instead, recognition of differences between people, and an attempt to
put everybody in position for devel opment.
4. He is an unceasing learner. He encourages his people to study. He
provides, when possible and feasible, seminars and courses for
advance ment of learning. He encourages continued educa tion in
college or university for people who are so inclined.
5. He is coach and counsel, not a judge.
6. He understands a stable system. He understands the interac tion between
people and the circumstances that they work in. He under stands that
the performance of anyone that can learn a skill will come to a stable
state—upon which further lessons will not bring improve ment of
performance. A manager of people knows that in this stable state it is
distracting to tell the worker about a mistake.

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