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Management Philosophies (management + philosophy)
Selected AbstractsRule Breaking in New Product Development , Crime or Necessity?CREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2001Tommy Olin The purpose of this study is to investigate the effect of applying general rules in organizations to govern multiple new product development projects. Data were collected in structured interviews with project managers and project members from seven successful projects within Swedish companies. Results show that projects either broke rules or that organizations had developed strategies to cope with the risk of rules preventing the progress of the projects. The project managers of the rule following projects reported lack of rule breaking to be the result of the rule design at each company, intending to minimize the risk of rules preventing the progress of projects. With the exception of the manager of the rule changing/removing project, project managers show a relaxed attitude to breaking general rules that hinder project progress. The study indicates that frameworks of common project management rules increase the risk of delay in new product development projects, unless strategies of rule breaking or dynamic rule modification are applied. Applications of emergent standard management philosophies and practices to innovation are discussed. [source] The impact of manager philosophy on knowledge management systemsINTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 2 2010Daniel E. O'Leary Abstract This paper analyses how information about managers and technology can be used to provide those managers with a system that is congruent with their needs. In particular, using McGregor's Theories X and Y philosophies, managerial needs are elicited and then contemporary knowledge management technologies, including intelligent agents, and the way they are implemented, are analysed to determine how they meet those manager needs. Different knowledge management technologies are found to be important to manifesting the requirements of particular management philosophies. For example, ,Theory X' appears consistent with use of intelligent agents to ,monitor' behaviour. This leads to the concept of ,technology congruence', where the choice of the technology ultimately is tied to which view of the world the manager employs. Copyright © 2010 John Wiley & Sons, Ltd. [source] Charity shops in sectoral contexts: the view from the boardroomINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 2 2000Richard Goodall Charity shops seem inherently contradictory in many ways. This paper unravels some of the contradictions by analysing charity shops in their ,sectoral contexts'. First it puts forward different meanings of ,sector' and introduces notions of ,sector values'. Then it presents results from empirical research into UK charity shop organisations, to show how senior managers of charity shop chains deal with ,sectoral contradictions'. Finally, it asks how the sectoral contexts influence the management philosophies and marketing strategies (in the broadest sense) of these senior managers. Copyright © 2000 Henry Stewart Publications [source] Ottawa's Byward Market: a festive bone of contention?THE CANADIAN GEOGRAPHER/LE GEOGRAPHE CANADIEN, Issue 3 2001JOHN E. TUNBRIDGE This paper considers recent developments in the revitalization of the Byward Market, with reference to applicable concepts of the ,tourist-historic city' and the ,convivial city. The central objective is to assess its convergence, in specific detail, with the festival marketplace model. Convergence on most dimensions is demonstrated, but shown to be limited by alternative management philosophies and the fractured complexity of a ,real world' setting. The Market's growing real-world centrality is shown to give rise to a range of stakeholder contest beyond a festival marketplace, as specifically defined. It is suggested that this will prove more generally true of evolved traditional markets. [source] Theorizing TQM: An Austrian and Evolutionary Economics InterpretationJOURNAL OF MANAGEMENT STUDIES, Issue 2 2000Todd H. Chiles Born out of management practice, the principles of TQM (total quality management) have had a profound and unparalleled impact on modern business history. However, as a body of practical knowledge, TQM has been largely atheoretical. As a consequence, this important management philosophy has remained amorphous and shrouded in considerable conceptual haziness and ambiguity. Recent theorizing, primarily emphasizing the application of organizational behaviour theories to TQM, has begun to provide greater clarity, but much work remains to be done. This paper attempts to contribute to this nascent theory-building literature by employing theory from market process economics (MPE), namely, Austrian and evolutionary economics, which explains how processes of dynamic change, adaptation, and learning are driven by entrepreneurial creativity. We contend that the patterns in this body of theory match, to a remarkable degree, the patterns of practical knowledge contained in the TQM literature. We demonstrate this ,pattern-matching' by showing that MPE effectively provides the theoretical underpinnings of TQM's three main principles , customer focus, continuous improvement and teamwork , as well as the respective TQM topics of customer perceptions, adaptation in dynamic environments, and knowledge creation. Having established MPE as a credible theoretical lens for interpreting TQM, it can be used to clarify fuzzy areas that have remained in the TQM literature with the potential to take us beyond what we know now. We illustrate this with three examples that show how we can resolve debates in TQM over incentive systems, recognize that TQM embraces methodological pluralism in the collection and analysis of data, and highlight hidden dangers that attend benchmarking. While MPE has no monopoly on theoretical interpretations of TQM, it is unique in its ability to comprehensively cover the incredible breadth of this practical body of knowledge, and in its interpretation of TQM as a dynamic economic endeavour. [source] The application of product measures in directing software maintenance activityJOURNAL OF SOFTWARE MAINTENANCE AND EVOLUTION: RESEARCH AND PRACTICE, Issue 2 2007M. P. Ware Abstract This paper is concerned with enhancing aspects of project-management techniques in relation to maintenance in commercial object-oriented software. Maintenance forms a significant proportion of the lifecycle of a product and consequently its costs. Techniques such as lean production attempt to reduce cost by focusing team effort and to pre-empt issues by the use of early detection and resolution strategies. This study involves a commercial application written in C++ and its evolution over a one-year period. Software product measures are used in conjunction with Pareto analysis to determine effective predictive class targeting in a release cycle. We assess the capability of the measures and consider how the results can be used by the project team. The study extends the work of others in this field in three ways. First, other studies have analysed procedural code, whereas we use an object-oriented code base. Second, most studies assess the predictive capability of measures against the number of software issues; we examine these factors, but uniquely test for change density using density modified measures and we also test for revision volume. Finally, we examine the implications of these results and offer a cohesive framework of recommendations placed within the lean management philosophy. Copyright © 2007 John Wiley & Sons, Ltd. [source] | ||||||||||