Page 388 - The Handbook for Quality Management a Complete Guide to Operational Excellence

Judgmental Management Style
If the traditional organizational hierarchy is viewed as a “chain-of-
command,” then ultimate authority resides in the top-most posi tion on
the organization chart. The individual occupying this position delegates
authority to subordinates who may, in turn, delegate authority to employ-
ees further down in the hierarchy. In this system, managers are expect ed
to use their authority to get the work done via command-and-control.
Action is based on the manager’s judgment. This system effectively
requires that managers possess complete knowledge of the work being
done by their subordinates—how else could the manager “command-
and-control” the work? Of course, this omniscience does not exist. Thus,
managers who attempt to follow this metaphor too closely find them-
selves making decisions based on guesswork to a greater or lesser degree.
This results in mistakes, for which the managers are held accountable.
Managers who make too many mis takes may be fired, demoted, or disci-
plined. A natural response to this threat is fear, which may result in the
managers blaming their subordinates for their “failures.” Because of the
authoritarian mind-set, problems are ascribed to indi viduals, not systems.
This produces the classic approach to performance appraisal, including
ranking of employees, merit pay, etc. Another outcome is acting only
when it is absolutely necessary. Since actions are based on judgments,
judg ments can lead to mistakes, and mistakes are punished; managers
who can minimize action will minimize the chance that mistakes will
occur that can be blamed on them. Of course, this tendency is partially
offset by the threat of being blamed for not meeting goals set by higher
authorities.

Data-Based Management Style
One reaction to the obvious shortcomings of the judgmental management
style has been to try to improve the judgments by relying on “facts.” Man-
agers solicit feedback from employees and review data in reports before
making a decision. Ostensibly, this “data-based approach” changes the

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