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Management Philosophy
Management fad is a term used to characterize a change in philosophy or operations implemented by a business or institution. The term is subjective and tends to be used in a pejorative sense, as it implies that such a change is being implemented (often by management on its employees, with little or no input from them) solely because it is (at the time) "popular" within managerial circles, and not necessarily due to any real need for organizational change. The term further implies that once the underlying philosophy is no longer "popular", it will be replaced by the newest "popular" idea, in the same manner and for the same reason as the previous idea. Several authors have argued that new management ideas should be subject to greater critical analysis, and for the need for greater conceptual awareness of new ideas by managers. Authors Leonard J. Ponzi and Michael Koenig believe that a key determinant of whether any management idea is a "management fad" is the number and timing of ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Subjectivity
Subjectivity in a philosophical context has to do with a lack of objective reality. Subjectivity has been given various and ambiguous definitions by differing sources as it is not often the focal point of philosophical discourse.Bykova, Marina F. (February 2018). "On the Problem of Subjectivity: Editor's Introduction". ''Russian Studies in Philosophy''. 56: 1-5 - via EBSCOhost. However, it is related to ideas of consciousness, agency, personhood, philosophy of mind, reality, and truth. Three common definitions include that subjectivity is the quality or condition of: * Something being a '' subject'', narrowly meaning an individual who possesses conscious experiences, such as perspectives, feelings, beliefs, and desires. Solomon, Robert C. "Subjectivity," in Honderich, Ted. ''Oxford Companion to Philosophy (Oxford University Press, 2005), p.900. * Something being a ''subject'', broadly meaning an entity that has agency, meaning that it acts upon or wields power over some other en ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Adrian Furnham
Adrian Frank Furnham (born 3 February 1953) is a South African-born British BPS chartered occupational psychologist and chartered health psychologist. He is currently an adjunct professor at BI Norwegian Business School and professor at University College London. Throughout his career, he has lectured in the following post-secondary institutions: Pembroke College, Oxford, University of New South Wales, University of West Indies, Hong Kong University Business School, and the Henley Management College.A-Speakers(n.d.). Speaker Adrian Furnham: Psychological Management & Mental Health. Retrieved from https://www.a-speakers.com/speakers/adrian-furnham/. Furnham has a broad range research interest within the field of psychology. He has explored topics within: applied, economic, health, occupational, social, and differential psychology. As of 2018, he has published 92 books and over 1,200 peer-reviewed journal articles. Furnham is a fellow of the British Psychological Society; h ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
ISO 9000
The ISO 9000 family is a set of five quality management systems (QMS) standards that help organizations ensure they meet customer and other stakeholder needs within statutory and regulatory requirements related to a product or service. ISO 9000 deals with the fundamentals of QMS, including the seven quality management principles that underlie the family of standards. ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfill. ISO 9002 is a model for quality assurance in production and installation. ISO 9003 for quality assurance in final inspection and test. ISO 9004 gives guidance on achieving sustained organizational success. Third-party certification bodies provide independent confirmation that organizations meet the requirements of ISO 9001. Over one million organizations worldwide are independently certified, making ISO 9001 one of the most widely used management tools in the world today. However, the ISO certification process has b ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Teamwork
Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way. This concept is seen within the greater framework of a team, which is a group of interdependent individuals who work together towards a common goal. The four key characteristics of a team include a shared goal, interdependence, boundedness and stability, the ability to manage their own work and internal process, and operate in a bigger social system. Basic requirements for effective teamwork are an adequate team size. The context is important, and team sizes can vary depending upon the objective. A team must include at least 2 or more members, and most teams range in size from 2 to 100. Sports teams generally have fixed sizes based upon set rules, and work teams may change in size depending upon the phase and complexity of the objective. Teams need to be able to leverage resources to be productive (i.e. playing fields or meeting spaces, sch ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
360-degree Feedback
360-degree feedback (also known as multi-rater feedback, multi source feedback, or multi source assessment) is a process through which feedback from an employee's subordinates, peers, colleagues, and supervisor(s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when relevant, feedback from external sources who interact with the employee, such as customers and suppliers or other interested stakeholders. 360-degree feedback is so named because it solicits feedback regarding an employee's behavior from a variety of points of view (subordinate, lateral, and supervisory). It therefore may be contrasted with "downward feedback" (traditional feedback on work behavior and performance delivered to subordinates by supervisory or management employees only; see traditional performance appraisal), or "upward feedback" delivered to supervisory or management employees by subordinates only. Organizations have most commonly utilized 360-degree f ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Empowerment
Empowerment is the degree of autonomy and self-determination in people and in communities. This enables them to represent their interests in a responsible and self-determined way, acting on their own authority. It is the process of becoming stronger and more confident, especially in controlling one's life and claiming one's rights. Empowerment as action refers both to the process of self-empowerment and to professional support of people, which enables them to overcome their sense of powerlessness and lack of influence, and to recognize and use their resources. As a term, empowerment originates from American community psychology and is associated with the social scientist Julian Rappaport (1981). However, the roots of empowerment theory extend further into history and are linked to Marxist sociological theory. These sociological ideas have continued to be developed and refined through Neo-Marxist Theory (also known as Critical Theory). In social work, empowerment forms a practica ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Delayering
A flat organization (also known as horizontal organization or flat hierarchy) is an organizational structure with few or no levels of middle management between staff and executives. An organizational structure refers to the nature of the distribution of the units and positions within it, and also to the nature of the relationships among those units and positions. Tall and flat organizations differ based on how many levels of management are present in the organization and how much control managers are endowed with. Transforming a highly hierarchical organization into a flat organization is known as ''delayering''. Organizational structure In flat organizations, the number of people directly supervised by each manager is large, and the number of people in the chain of command above each person is small. A manager in a flat organization possesses more responsibility than a manager in a tall organization because there is a greater number of individuals immediately below them who a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Business Process Reengineering
Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aims to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors.Business Process Re-engineering Assessment Guide United States General Accounting Office, May 1997. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to early BPR proponent (1990), a busin ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Management By Wandering Around
The management by wandering around (MBWA), also management by walking around,"What is management by walking around (MBWA)", BusinessDictionary.com, 2010, webpage: . refers to a style of business management which involves managers wandering around, in an unstructured manner, through the workplace(s), at random, to check with employees, equipment, or on the status of ongoing work. The emphasis is on the word ''wandering'' as an unplanned movement within a workplace, rather than a plan where employees expect a visit from managers at more systematic, pre-approved or scheduled times. The expected benefit is that a manager, by random sampling of events or employee discussions, is more likely to facilitate improvements to the morale, sense of organizational purpose, productivity and total quality management of the organization, as compared to remaining in a specific office area and waiting for employees, or the delivery of status reports, to arrive there, as events warrant in the workp ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
The One Minute Manager
''The One Minute Manager'' is a short book by Ken Blanchard and Spencer Johnson. The brief volume tells a story, recounting three techniques of an effective manager: one minute goals, one minute praisings, and one minute reprimands. Each of these takes only a minute but is purportedly of lasting benefit. Shortly after publication the book became a ''New York Times'' bestseller. ''The One Minute Manager'' has sold 15 million copies and been translated into 47 languages. Content If you were the manager of a company and given a minute, what would you do? In the story ''The One Minute Manager'', describe a motivated young man is trying to find an effective manager. But after several searches, the results were always empty and disappointing. One day, he heard about a manager known as ''The One Minute Manager'', and he visited the "one-minute manager" with suspicion, and finally realized that the true meaning of management comes from three secret: Sequels The book was followed by a s ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
