Tools in Management

8/8/2019 Tools in Management

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IS MANAGEMENT ART OR SCIENCE?

SCIENTIFIC BASE

ART


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TOOL?

TOOL ENHANCE INDIVIDUALS CAPABILITIES.

ENGINEERING TOOLS

MANAGEMENT TOOLS

EXAMPLES

ENGINEERING TOOLS TURNING A NUT ON A BOLT TO TIGHT IT/ LOOSE IT.

TOOL USED = SPANNER

PRINCIPLE USED = TORQUE

POWER ASSISTED STEARING & BRAKES ETC. PRINCIPLES USED = HYDRAULIC/ PNEUMATIC

PRESSURE THROUGH DIFFERENTIAL AREA.


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AMPLIFIER = AMPLIFICATION

THROUGH

CURRENT/VOLTAGE.

ENGINEERING TOOLS CAN BE

EITHER ELECTRICAL, ELECTRONIC,

MECHANICAL, HYDRAULIC ORPNEMENTIC ETC.


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INTRODUCTIONTools are an important part of every profession.Having the right tools, knowing how to use them,marks out the professional from the amateur,enabling the professionals to be better, faster

and more competent. Management is exception.Indeed management consultants rally heavily ontools, often once they have developedthemselves and which constitute valuable

intellectual property. If managers want toprofessional at what they do and not just giftedamateurs, they need to have tools.

THE ROLE OF TOOLS IN MANAGEMENT


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HOW TOOLS WORK

Tools increase individuals power, some timesmarginally, some times enormously. Just as physicaltools can help to bang nails or build bridges,management tools can help to solve small localprograms or re-engineer the whole business. Whatever

their level of operation, tools enable people tounderstand, shape and control situations which aretoo complex to manage through individual effort orinsight. For all the complexity of human minds, andtheir supremacy in many areas of perception and

cognition, people have great difficulty in rememberingand processing large amounts of information. Withouttools, the complexity of modern system andorganizations may take them intractable and notsusceptible to control.


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WHAT TOOLS ACHIEVE

Management tools focus or direct

information for a particular purpose. The

impact chart is based on:

Some tools bring information together.

Other begin to analyze and shape it.

A few of the more sophisticated are for

analyzing and shaping the organization itself.

By selecting and presenting information inparticular way, the tools provide route ways

through complexity.


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SELECTING THE RIGHT TOOLS

There are, of course, a lot of tools to

choose from. However, a small selection is

presented here. However, it is realistic to

be aware of the kind of tools there are,

and what they achieve. Here an affinitydiagram is used to show the viewpoint of

how group the tools group together.


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STATISTICAL QUALITY CONTROL TOOLS

These are for collecting and analyzing

quantitative information about processes.

They are derived from manufacturing, but

are now increasing applied to serviceindustries as well. The core tools in this

category are known are statistical process

control.


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PLANNING TOOLS

This selects out all the information

relevant to particular activity, and

organizes it so that it can be understood,

analyzed and changed as necessary. CHANGE MANAGEMENT TOOLS

These introduce new ways of thinking and act.


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These are tools, which are built into thesystem, to make sure management processes

and procedure work properly.

GRAPHICAL TOOLS

These are tools of all kinds that use graphic

presentation to show dimension of the

information, which are not otherwise evident orvisible.

QUALITY MANAGEMENT SYSTEM TOOLS


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These tools are design to effect the way the

whole organization thinks and feels and the

direction in which it is moving. This group

includes the most sophisticated of the tools.

COST MANAGEMENT TOOLS

These work with the principles behind

accounting methods, so that financial reporting

supports what the business is trying to achieve.

STRATEGY TOOLS


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PROBLEM SOLVING TOOLS

These identify key characteristics of problems,and their implications. They help top focusenergy on particular issue, one at a time.

DATA CAPTURE TOOLS Data capturing is the first step to

understanding and controlling selected aspectsof organization. These tools identify what

information is important for particularpurposes, and set up appropriate ways ofcollecting it.


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PRIORITISATION TOOLS

Prioritization is an essential aspect of many of the

tools. When there is a lot of information to deal with,it is important to prioritize it in order to simplify the

problem without distorting it.

CONSENSUS TOOL

This deal with the difficulties involved in reconciling

different viewpoints and provides rational ways of

reaching agreement.

PRODUCT AND PROCESS DESIGN TOOLS These help to ensure that, particularly in

manufacturing organizations, processes are

designed logically to derive the right products in the

right way.


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THE FORMS TOOLS TAKE

Management tools use a numbers of

forms to achieve their purpose. These

includes:

GRAPHICS FORMS

Majorities of the tools shown use graphics

form either for a part or for whole of the

tool. Graphic forms include diagrams,

tables, forms, questionnaires and lists.They are particularly important for data

capture and for showing relationships.


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TEMPLATES. These are organizational

patterns or designs, which can be used to

organize or reorganize activities. Strategic tools

often take this form.

PHILOSOPHIES. Sometimes the tools is a

philosophy- a set of ideas and beliefs whichhelp to interpret and shape the data

PROCESSES

Tools can be processesfixed sequences ofactivities, which can be introduced in the

organization


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TEAMS

Teamwork is particularly associated with TQM.

At their best teams provide a way of moving

beyond individual capacity

PHYSICAL ORGANIZATION

A small number of tools work through physically

reorganizing the environment in which people

are working in order to highlight or differentiate

activities.


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IMPLEMENTING THE TOOLS

For the most parts, the business of understanding the tools, and deciding whichones to use and how, forms parts of what isthought of as a hard approach to management;

a tinkering with mechanics of management andorganization. However the tools areimplemented in a complex organizationalframework where the softer aspects ofmanagement are extremely important issues of

motivation, culture, management style.Leadership and communication will have a directbearing on how successfully the tools can beused/implemented.


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THE CULTURE OF ORGANIZATION

People cant be expected to adapt to the tools

straight away. Even simple tools can seemunnatural and unwieldy the first time round. Oftenthe tools ask people to think in ways in which astrange to them and which impose a discipline,which they may resent. Typical reactions are to

ignore or sabotage the tool, proving it wasnt anygood any way. Cultures where management toolsare effective are cultures where results are moreimportant than politics, and where staffs are surethat management wants to know the truth, and not

just an acceptable version of it. Cultures dontchange overnight, of the effectiveness with whichthey can solve programs, or compelling once it justunderway.


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FACILITATION

Weve actually called it a tool. Facilitationis a skill full and demanding role, which

can often be taken by an outside

consultant. Facilitation not only provides

the hard supportknowledge of the tool,

the equipment for making it work and so

on. But also control softer implementation

issues, making sure the saboteurs areidentified and kept at bay, for example.


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TRAINING

Training can take various forms sometimes practice is all thats needed, or

reading a book. For other tools, intensive

training will be needed, and it might be bestto use specialist consultants rather than

trying to go it alone.


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IMPACT CHART OF TQM TOOLS

Each tool is classified by what it will achievefor the organization and not by how easy or

difficult it is to implement. So, for example,

the tools on the left (o) arent necessarily theeasiest to carry out. It is just that by

themselves they wont analyze or change the

organization.


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1. Tools which gather or

communicate information2. Tools

which involve a simple level of

analysis 3. Tools which involve a

more complex level of analysis4.

Tools which lead to changes of part

of the organization5. Tools which

lead to major changes in how the

whole org works






Tools which lead to changes of

part of the organization5. Tools

which lead to major changes in

how the whole org works




























Action plans

Altitude survey

Brainstorming

Check list Check

sheet Customer

needs analysis

Customer

satisfaction

assessment

Delphi technique

Error cause

removal Focus

group

Interviewing

Meeting checklist

Questionnaire

Suggestion

scheme Supplier

survey Team

briefing

Affinity diagram Bandgraph Bar graphClean sheet analysisConcentrationdiagram CriticalSuccess Factors Endpoint state analysisFlow charts Force

field analysisHistogram Lateralthinking Line graphPaired comparisonPareto analysis Piechart Problemanalysis Qualityobjectives Radarchart Rating sheet

Relation diagramResponsibility matrixScattered diagramScenario writingSpider diagramThinking hats Trendchart

Acceptance sampling Activity

analysis Arrow Diagram Attributes

analysis Audit Barrier analysis

Block diagram Break-Even chart

C-chart Cause and effect diagram

Classification of defects Control

charts Corrective actions Cost-

benefit analysis Cost of quality

Critical path analysis Cusum

chart Data flow diagram Decision

analysis Design Review Design of

experiments Design-to-cost

Facilitation Fagan Inspection

documents Fagan inspection-

software Failure mode effect and

criticality analysis Fault tree

analysis Fish bowl meeting Gantt

chart Gap analysis Inspection

Loss function analysis Matrix

diagram Multi-vari chart Nominal

Group technique Np-chartp Chart

Performance Evaluation Review

Technique Performance matrices

Pre-control Process analysis

Process capability analysis

Process definition Process failure

analysis Process model Quality

function deployment R chart

Regression analysis Relevance

tree Reliability prediction and

analysis Root Cause evaluation

matrix Solution effect analysis

Stratification Training need

analysis Tree diagram U chart X

chart Z chart

Activity basedaccountingBenchmarkingCompany wideimprovement Crossfunctional teamsFamily teams Feed-back loop Hoshin Job

redesign Managementby objective Pokayoke Preventivemaintenance Qualitycircles Quality councilQuality improvementteam Self-inspectionStatistical processcontrol Total

productivemaintenance Zerobased budgeting

Business

process re-

engineering

Business

simplification

Departmentalpurpose

analysis Just-

in-time Kaizen

Mission

statement Zero

defect


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AFFINITY DIAGRAM OF TQM TOOLS

Here we group the tools together by type. This

chart is useful if you are fairly clear about what

you want to do, and need to know what tools can

help you. Some tools appear in more than onegroup, because they share characteristics with

more than one type. For example, A matrix

diagram is a graphic tool, and also a

prioritization tool.


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STATISTICAL QUALITY CONTROLAcceptance sampling

C chart

Control chart

Cusum chart

Design of experiment

Multi-vari chart

np chartp Chart

Pre-control

Process capability analysis

R chart

Regression analysis

Reliability prediction and analysis

Scattered diagram

Statistical process control

Stratification

Trend chart

U chart

X chart

STRATEGYBench marking

Business process reengineering

Business simplification

Departmental purpose analysis

Hoshin

Job redesignJust in time

Kaizen

Management by objectives

Mission statement

Preventative maintenance

Quality circle

Quality council

Team briefing

Total productive maintenance

Training need analysis

Zero defects


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PLANNINGAction plans

Arrow diagram

Critical path analysis

Gantt chartMeeting checklist PERT

Responsibility matrix

Scenario writing

COST MANAGEMENTActivity based accounting

Break even chart

Cost benefit analysis

Cost of quality

Design to cost

Life cycle costing

Zero based budgeting


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CHANGE MANAGEMENT

Activity analysis

Barrier analysis

Cross functional teams

End point state analysisFacilitation

Family teams

Fishbowl meetings

Focus group

PROBLEM SOLVING

Affinity diagram

Attributes analysis

Cause and effect diagram

Clean sheet analysisDecision analysis

Fault tree analysis


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QUALITY MANAGEMENT

SYSTEM

Audit

Company wide quality

improvement

Corrective actionFagan inspection-documents

Fagan inspection-software

Feedback loop

Inspection

Quality improvement teams

Quality objectives

Self inspection

GRAPHIC TOOLS

Band graph

Bar chart

Block diagram

Concentration diagram

Data flow diagram

Fault tree analysis

Flow charts

Gantt chartsHistogram

Line graph

Matrix diagram

Pie chart

Process model

Quality function deployment

Radar chart

Relations diagram

Relevance tree

Spider diagram

Tree diagram

Z chart


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MANAGEMENT TOOLS

MANAGEMENT AS A SCIENTIFIC FIELD ALSO REQUIRES TOOLS TO ENHANCE

MANAGER CAPABALITY TO EXECUTE

MANAGEMENT FUNCTIONS EFFICIENTLY

& EFFECTIVELY.

MANAGEMENT TOOLS HAVE BEEN

CATEGORISED ACCORDING TO USE IN

THE FIELD OF MANAGEMENT LIKEPLANNING, STRATEGY, PROBLEM

SOLVING, AND IMPROVEMENT ETC.

Documents

Tools in Management