1. Breakdown of Management by objective (MBO)
(1) In Deming’s Fourteen Points
Deming says in his third point of Fourteen Points that eliminate numerical
goals and a quota, including management by objective, and by definition,
MBO focuses on the end goal rather than the process.
(2) Breakdown of MBO of Fujitsu
Recently the book titled “The inside of Fujitsu” sells well. Fujitsu
is a giant in electronics sector in Japan. The author of the book
is an ex-worker in its personnel section. Therefore he has well acquainted
with its breakdown of MBO.
(2) Armchair theory by elite in its personnel department and consultants
In his book the author pointed out a basic cause of the breakdown
is the paradigm that their lack of insight to human nature. They think
people would do as prescribed in manuals the elite made. But the fact
is another thing.
2. Tragic end by the combination MBO with ISO9001: 2000
(1) Mr. Seddon’s pointing
Mr. Seddon in England says in his book “The case against ISO9000”
that to believe that work should be defined, controlled, documented
and audited is to make work less efficient and less attractive to
customers. The belief (paradigm) will be reinforced with ISO9001:
2000 and will be faced with a fatal goal.
(2) The combination MBO with ISO9001: 2000 has occurred in a small
business
Company H is a small company with about one hundred people. Its boss
is tyrant type (its people call him as “ Saddam Husayn” in his back).
Therefore he has basic belief that work should be defined, controlled,
documented and audited. He wanted to use installation of ISO9001:
2000 as a tool to strengthen his tyrant power.
Then to make matters worse, an assessor who came to assess ISO9001:
2000 system had the same belief. So he evaluated highly its MOB with
heavy documentation. |