Page 389 - The Handbook for Quality Management a Complete Guide to Operational Excellence

376 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 S t y l e s 377

basis for action from the manager’s judgment to data. Results are margin-
ally better than with the purely judgmental approach. However, data are
always incomplete and the element of judgment can never be completely
removed. To the extent that managers abdicate their responsibility for
making a judgment, the quality of the decisions will suffer. Another prob-
lem is the time involved in collecting data. The time (and expense) required
increases exponentially to the extent that managers wish to remove all
judgment from the decision and insist on “complete” data.

Combination Data-Based/Judgment Management Style
Most experts in management advocate making management decisions
based on a combination of the manager’s judgment and reasonable
amounts of data analysis. Managers, working with all parties impacted,
formulate a coherent model of the system. The model (or theory) is used
to predict the outcome that would result from operating the system in a
certain manner. The system is operated and data is collected on the results
obtained. The results are compared with the results predicted by the
model, and the theory and systems are updated accordingly. This is the
classic Shewhart Plan-Do-Check-Act (PDCA) cycle, or Deming Plan-Do-
Study-Act (PDSA) cycle. It closely resem bles the scientific method,
hypothesize-experiment-test analyze. It is used extensively in organiza-
tions that have adopted the Six Sigma DMAIC approach to problem
solving, where management uses focused Six Sigma projects to execute
data-driven decision-making.
With this management style systems are evaluated rather than people.
The change in focus is fundamental and profound. Here judgment is a
source of generating hypotheses about systems or problems, and data is
used to evaluate the quality of the hypotheses. People are asked to work
to stabilize, then improve, the systems and the organization as a whole.

Participatory Management Style
The premise of the participatory management style is the belief that
workers can make a contribution to the design of their own work, based
on McGregor’s Theory Y.
Managers who practice the participatory style of management tend to
engage in certain types of behavior. To engage the workers they establish
and communicate the purpose and direction of the organization. This is
used to help develop a shared vision of what the organization should be,
which is used to develop a set of shared plans for achieving the vision.
The managers’ role is that of a leader. By their actions and words they
show the way to their employ ees. They are also coaches, evaluating the
results of their people’s efforts and help ing them use the results to improve

19_Pyzdek_Ch19_p373-380.indd 376 11/9/12 5:31 PM