QAspire

NOVEMBER 21, 2012

Our prevailing system of management has destroyed our people. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning.

Deming 151

Deming System Management Bottom-up 151

Mike Cardus

SEPTEMBER 9, 2013

Originally came across this video here ‘ What Management by Objectives Does Wrong & Hoshin Kanri Does Right ’. Its applicability to management and teams is powerful. The need to have people fall in love with the process of working to achieve goals as opposed to the goal itself will allow quick change and more innovation.

Process 150

Process Goal Team Building Management by Objectives 150

Mike Cardus

DECEMBER 30, 2011

When you are presented with a claim, piece of evidence, a process, organizational system really anything that YOU as a manager and a person who makes decisions at work has to explore + think about and decide. 9 Indicators That a Manager is NOT Able to Handle the Complexity of the Work. We have all been guilty of one or more of these.

Team Building 100

Team Building Article Blog Team 100

Tanveer Naseer

AUGUST 5, 2014

These are, of course, widely appreciated management methods for raising performance. Perhaps it’s because they feel counter-intuitive to many managers. Because micromanagement, the opposite of autonomy and the default behavior for many managers, puts people in a threatened state. But they’re rarely put into practice.

Motivation 280

Motivation Proposal Stress Goal 280

Mike Cardus

DECEMBER 22, 2011

Bromides of – team excellence, Good-to-Great, Management By Objectives, etc… That we have all heard and wondered, what the fuck does that mean? Changes in the Goals:Roles:Procedures and management system will improve the teams productivity and individual effectiveness. Get us no-where.

Team Building 156

Team Building Team System Management by Objectives 156

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. How should managers alter their approaches to fit the times? Knowledge management Leadership Managing people'

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ).

Six Sigma 8

Six Sigma Drucker P&L Short-term 8