The New Economics for Industry, Government, Education
Submitted by WorkCreatively on Sat, 06/12/2010 - 05:55
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Printer-friendly version| Title | The New Economics for Industry, Government, Education |
| Publication Type | Book |
| Pub Year | 1993 |
| Authors | Deming, E. W. |
| Publisher | Massachusetts Institute of Technology, Center for Advanced Educational Services |
| Keywords | flexibility, individuality, innovation, learning, motivation, results |
| Notes |
individuality"The most important act that a manager can take is to understand what it is that is important to an individual. Everyone is different from everyone else. All people are motivated to a different degree extrinsically and intrinsically. This is why it is so vital that managers spend time to listen to an employee to understand whether he is looking for recognition by the company, or by his peers, time at work to publish, flexible working hours, time to take a university course. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation." (p. 115) learning, innovation"One is born with a natural inclination to learn. Learning is a source of innovation. One inherits a right to enjoy his work. Good management helps us to nurture and preserve these positive innate attributes of people." results"The outcome of management by results is more trouble, not less. What is wrong? Certainly we need good results, but management by results is not the way to get good results. It is action on outcome, not on the causes of the results--i.e., on the system. Costs are not causes: costs come from causes (Gipsie Ranney, 1988). In place of management by results, it is better to understand and improve the system." (p. 34) |