Deming (1984) - (Booth, 1993)

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Points of management - continued

Deming's points of management continued (points 7-14):

7. Adopt and institute leadership. A manager should lead, not oversee. One example is allowing the workers to do their job with pride of their workmanship. Managers need also to understand each department and role, in order to act appropriately. Many times mistakes are the fault of the system, not of the people. One must never treat mistakes as special causes, as it encourages focus on the current problem and not on improving the system.

8. Drive out fear. People need not to fear to express ideas. “There is a widespread resistance of knowledge”, as it implies a failure. “Loss from fear is inability to serve the best interests of the company through necessity to satisfy specified rules, or the necessity to satisfy, at all costs, a quota of production”

9. Break down barriers between staff areas

10. Eliminate slogans, exhortations, and targets for the workforce. One cannot tell someone to not mistakes without giving them the resources to do so.

11. Eliminate numerical quotas for the workforce and numerical goals for management. They draw out the motivation to do a good job, making it extrinsic. It encourages employees to only work to external goals, no matter the cost.

12. Remove barriers that rob people pride of workmanship. Too often a worker must produce defective work, because management will not let him fix it. They would rather him produce defective work than no work at all. On a number of occasions it has seemed that workers have been given attention, such as QC-circles, only to find that it is a “cruel hoax” and cannot accomplish anything with them. “These are devastatingly cruel devices to get rid of the problems of people”

13. Encourage education and self-improvement for everyone.

14. Take action to accomplish the transformation. This needs to be done, even in the face of harsh criticism.