The deepest human need is the need to be appreciated ~ William James
How can business all over the world, miss this one simple fact?
As you all know I do research before I post a blog – It’s just part of my process.
Try getting ANYTHING on Human Centric Management – Nada, zip, zero not a thing.
Oh, you say there is stuff about Human Centric Management Business Process Management – It is a description of how to insert human intervention or actions into a machine driven process!!!!
Am I the only western manager that has ever read Deming’s 14 points? I mean how can you miss results like this:
Ford Motor Company was one of the first American corporations to seek help from Deming. In 1981, Ford’s sales were falling. Between 1979 and 1982, Ford had incurred $3 billion in losses. Ford’s newly appointed Division Quality Manager John A. Manoogian was charged with recruiting Dr. Deming to help jump-start a quality movement at Ford. Deming questioned the company’s culture and the way its managers operated. To Ford’s surprise, Deming talked not about quality but about management. He told Ford that management actions were responsible for 85% of all problems in developing better cars. In 1986 Ford came out with a profitable line of cars, the Taurus-Sable line. In a letter to Autoweek Magazine, Donald Petersen, then Ford Chairman, said, “We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Dr. Deming’s teachings.” By 1986, Ford had become the most profitable American auto company. For the first time since the 1920s, its earnings had exceeded those of arch rival General Motors (GM). Ford had come to lead the American automobile industry in improvements. Ford’s following years’ earnings confirmed that its success was not a fluke, for its earnings continued to exceed GM and Chrysler’s.
So what does Deming (The Quality Guru) have to do with Human Centric Management?
Simple – The biggest problem that western firms encountered in the 1980’s was – Quality
So what is the single biggest problem that modern organisations face – People?
So if the principles are sound in Quality Management, wouldn’t the principles be sound in Human Centric Management?
What is your organisations most valuable resource? I started a poll (with that exact question) on LinkedIn – If you are a member have a go. I can’t wait to see the results.
If the answer is not HUMANS then what can it be?
If the answer is HUMANS – it begs the question:
What are you doing about it?
And here it is: (added 03 August)
Get my book “The Management Imperative” for more of the same.