1. Kodak Annual Report, 1984. Show 2. For an account of the origins and development of quality management, see: D.A. Garvin, Managing Quality: The Strategic and Competitive Edge (New York: Free Press, 1988). 3. M. Walton, The Deming Management Method (New York: Dodd, Mead, 1986), pp. 140–144. 4. Ibid. 5. G. Bushe and A.B. Shani, Parallel Learning Structures (Reading, Massachusetts: Addison-Wesley, 1991). 6. Annual Report, 1988, Texaco, Inc. (White Plains, New York, 1989), p. 24. 7. B. Rayner, “Trial-by-Fire Transformation: An Interview with Globe Metallurgical’s Arden C. Sims,” Harvard Business Review, May–June 1992, pp. 117–129. 8. E.E. Lawler, S.A. Mohrman, and G.E. Ledford, Employee Involvement and Total Quality Management (San Francisco, Jossey-Bass, 1992), p. 96. 9. J.M. Juran, Quality Control Handbook (New York: McGraw Hill, 1974). 10. HP Measures of Marketing Excellence, Hewlett-Packard, January 1989. 11. G. Taguchi and D. Clausing, “Robust Quality,” Harvard Business Review, January–February 1990, pp. 65–75. 12. W. Lazer, S. Murata, and H. Kosaka, “Japanese Marketing: Toward a Better Understanding,” Journal of Marketing 49 (1985): 69–81. 13. P.F. Drucker, “The Emerging Theory of Manufacturing,” Harvard Business Review, May–June 1990, pp. 94–102. 14. The best exposition of the economic model of the firm can be found in: P. Milgrom and J. Roberts, Economics, Organization, and Management (Englewood Cliffs, New Jersey: Prentice-Hall, 1992). 15. A. Rappaport, Creating Shareholder Value: The New Standard for Performance (New York: Free Press, 1986); and T. Copeland, T. Koller, and J. Murrin, Valuation: Measuring and Managing the Value of Companies (New York: John Wiley, 1990). 16. See Walton (1986), p. 55. 17. Ibid. 18. H. Simon, “Organizations and Markets,” Journal of Economic Perspectives 5 (1991): 35. 19. R. Hayes, S. Wheelwright, and K. Clark, Dynamic Manufacturing: Creating the Learning Organization (New York: Free Press, 1988). 20. M.C. Jensen, “The Eclipse of the Public Corporation,” Harvard Business Review, September–October 1989, pp. 61–75. 21. See R.M. Grant, Strategic Change and Restructuring within the Oil Industry (Milan: Franco Angeli, 1993), pp. 128–150; and D. Quinn Mills, Rebirth of the Corporation (New York: Free Press, 1991), pp. 91–107. 22. T. Burns and G.M. Stalker, The Management of Innovation (London: Tavistock, 1961); and H. Mintzberg, The Structuring of Organizations (Englewood Cliffs, New Jersey: Prentice-Hall, 1979). 23. Juran (1974), pp. 203–204. 24. M. Hammer and J. Champy, Reengineering the Corporation: A Manifesto for Business Revolution (New York: HarperBusiness, 1993). 25. A. Alchian and H. Demsetz, “Production, Information Costs, and Economic Organization,” American Economic Review 62 (1972), pp. 777–795. 26. J.F. Rockart and J.E. Short, “IT in the 1990s: Managing Organizational Interdependence,” Sloan Management Review, Winter 1989, pp. 7–17. 27. J.M. Juran, Managerial Breakthrough (New York: McGraw-Hill, 1964). 28. K. Clark, R. Hayes, and S. Wheelwright, Dynamic Manufacturing (New York: Free Press, 1988). 29. R.M. Grant, “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, Spring 1991, pp. 114–135. 30. R. Coase, “The Nature of the Firm,” Economica 4 (1937): 386–405. Abstract In its current form, the Deming management method contains a prescriptive set of 14 points that serve as guidelines for appropriate organizational behavior and practice regarding quality management. Despite the apparent effect of these 14 points on both the industrial world and the practice of management theory around the world, there is little evidence of the role of the Deming management method in the formalization and advancement of management theory. Although its impact on management practice is clear, neither its theoretical contribution nor its theoretical base has yet to be articulated. Yes, there is a theory of quality management underlying the Deming management method, but at present, this theory is presented in the prescriptive form of these 14 points. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. This theory is based on the conceptual synthesis of Deming's writings, literature on the Deming management method, observations of practice, and, more specifically, the results of a Delphi study involving a panel of experts on the Deming management method. We trace the development of this method, position it within the context of theory, describe our theory formulation process, propose and explain an underlying theory of quality management, and offer implications for practice and further research. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. What are the quality management approaches?There are numerous methods of quality management and techniques that can be utilized. They include Kaizen, Zero Defect Programs, Six Sigma, Quality Circle, Taguchi Methods, the Toyota Production System, Kansei Engineering, TRIZ, BPR, OQRM, ISO, and Top Down & Bottom Up approaches among others.
What is a managerial approach?The managerial approach considers the company an. organization whose economic goal is to use efficiently and effectively the human, material, financial and. informational resources, in order to satisfy human needs materialized through demand, by offering for sale. goods and services.
What are the 5 management approaches?Five common approaches — functional, divisional, matrix, team, and networking—help managers determine departmental groupings (grouping of positions into departments).
What are the 3 management approaches?Sub topic 2: Management approaches. Classical approach. – management as planning, organizing and controlling. – hierarchical organisational structure. – autocratic leadership style.. Contingency approach. – adapting to changing circumstances.. |
