Creativogenic Management Style


Management style can both impede innovations and facilitate them. The old firms—once dynamic and vibrant—today fail in terms of deficient management style and resulting ineffective culture and structure. Such firms are managed on machinistic lines, with strong belief in centralization and extreme specialization of functions. This means that coordination of interdepartmental activities is done mainly by the head of the concern. Strong departmental loyalties bred by lifelong career paths only within the functional department make interdepartmental collaboration very easy. Information flows mainly vertically rather than also diagnolly and horizontally. A strong hieracrch-bound operating culture saps initiative at lower levels. An organic mode of management is much more suitable in technological change-driven turbulent markets like electronics. In this mode, solving technical problems is the priority, not maintaining functional turfs, and so decisions emerge through interactions rather than being made by the formally designated bosses. Also, the expert in the situation—who could be quite a junior fellow—calls the shots rather than the formal boss. People interact disregarding departmental boundaries, picking brains and sharing information, and most decisions are taken—or rather, emerge—at middle and lower levels of management. Thus, a fluid, boundaryless, highly interactive, expertise-based management is more suitable for managing technological innovations than a mechanistic, bureaucratic, semi-feudal form.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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The Japanese Philosophy


Everyone is aware, to some degree, of the major inroads the Japanese have made and are continuing to make in US markets, including automobiles, electronics, cameras, computer hardware, machine tools, and aerospace. In automobiles, the United States has fought back strongly.

There are many examples where the Japanese have taken over an American plant, kept the same workers, laid off half of management, and doubled productivity! Some of the elements of Japanese philosophy include:

  1. 1. Worker Flexibility: Rather than being specialized, workers are trained to do many different tasks, making for a flexible process and reduced WIP.
  2. 2. Jidoka Quality at the Source: If a bad unit is made, it is not set aside. The entire process is stopped, and everyone looks to find the problem. This again reduces WIP and does not allow continued production a bad goods.
  3. 3. Just-in-Time Production: An item is produced exactly when it is needed. This works best for repetitive manufacturing, so all processes are designed to be repetitive manufacturing. Kanban control systems were developed for this situation.
  4. 4. Uniform Plant Loading: Confusion and shock waves from changing things are avoided by having exactly the same thing made every day. One way to do this is to establish a standard mix of products to be made every day.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight