Through seeing and understanding the functioning of the organization as a system comprised of many other smaller systems and components, both managers and employees benefit. After all, a car is much more than just its engine, and is also much more than just its tires. All parts must work together in order to achieve optimal performance.
March 28, 2010 By
All too often, even the most well-intentioned managers fail to act in a way that leads to long-term, sustained business performance. Rather than fostering employee growth and development, they truncate it. Instead of identifying opportunities to learn, they reinvent excuses for sticking with the status quo.
Empowerment has been a buzzword for many years; however, it is often just that – a buzzword. Even when it is taken seriously, it is still rarely understood or practiced well. The principles fostered by Deming and by other thinkers such Shingo, demonstrates that the vast majority of problems are systemic, and not the result of any individual action – or inaction. As such, problems can’t simply be fixed through the application of carrot and stick. Problems must be addressed through the collection of analysis and data, and with an eye for resolving problems not just for today, but on into an indefinite future.