Page 392 - The Handbook for Quality Management a Complete Guide to Operational Excellence

378 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 379

Quality

Scientific All one team
approach
Figure 19.1 The Joiner triangle (Joiner, 1994, by permission).

a single department, division, or other unit is the most commonly
observed problem with this approach.
• 4th Generation—systems approach. The core elements of 4th generation
manage ment are shown in Fig. 19.1. The quality corner of the
triangle represents an obsession with customer-perceived quality.
The organization seeks to delight its customers, not to merely
satisfy them. The scientific-approach corner indicates learning to
manage the organization as a system, developing process thinking,
basing decisions on data, and understanding data. “All one team”
means believing in people; treating everyone with dignity, trust,
and respect; and working toward win-win for customers,
employees, shareholders, suppliers, and the communities in which
we live.

The Fifth Discipline

Senge (1990) defines five key disciplines for organizational success:

1. Systems thinking. The ability to recognize interrelationships between
the many actions occurring within systems, rather than to focus on
linear snap-shots of simple cause and effect relationships.
2. Personal mastery. The ability of individuals to continually seek
higher levels of proficiency and excellence, much like Maslow’s
highest level of self actualization.
3. Mental models. Individuals often have preconceived notions,
perhaps unknown to themselves, that influence their perceptions
and outlook. Critical thinking can only occur when organizations
foster discussions to uncover and influence mental models.
4. Building shared vision. Even well-articulated organizational
visions will floun der if they are not shared by the organization’s
members. Creating and executing a shared vision requires deeper

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