Page 377 - The Handbook for Quality Management a Complete Guide to Operational Excellence

364 M a n a g e m e n t o f H u m a n R e s o u r c e s M a n a g e m e n t o f H u m a n R e s o u r c e s 365

7. He has three sources of power: authority of office; knowledge; personality
and persuasive power; tact. A successful manager of people develops
Nos. 2 (knowledge) and 3 (personality and persuasive power); he does
not rely on No. 1 (authority of office). He has nevertheless the obligation
to use No. 1, as this source of power enables him to change the process—
equipment, mate rials, methods—to bring improvement, such as to
reduce variation in output. (Dr. Robert Klekamp). He is in authority, but
lacking knowledge or personality (No. 2 or 3), must depend on his formal
power (No. 1). He unconsciously fills a void in his qualifications by
making it clear to everybody that he is in position of authority. His will
be done.
8. He will study results with the aim to improve his performance as a
manager of people.
9. He will try to discover who if anybody is outside the system, in need of
special help. This can be accomplished with simple calculations, if there
be individual figures on production or on failures. Special help may be
only simple rearrangement of work. It might be more complicated.
He in need of special help is not in the bottom 5% of the distribu tion of
others: he is clean outside that distribution. (See Fig. V.1.)
10. He creates trust. He creates an environment that encourages freedom
and innovation.
11. He does not expect perfection.
12. He listens and learns without passing judgment on him that he
listens to.

Figure V.1 Figures on production or on failures, if they exist, can be plotted.
Study of the figures will show the system, and outliers if any.

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