Stephen Covey's Principle-Centered Leadership Model - Summary

Natural laws also called principles operate in the nature whether you discover them or not, and whether you use them or not. If you use, natural laws, and act in their direction you will succeed. If want a result contrary to them and act against them you are bound to fail. This is the essence of Covey's Principle-centered leadership model. It is scientific leadership. Develop science, find out or discover natural laws and develop your leadership method based on it. Find the principles and develop practice based on it.

People have to recognize and live in harmony with such basic principles as fairness, equity, justice, integrity, honesty, and trust.

Stephen Covey proposed a wheel of personal life centered on principles. Principles are at the center of the wheel. This center of principles guides us in four dimensions specified by Covey.

1. Security dimension of a person: It represents sense of worth, identity, emotional anchorage, self-esteem and personal strength.

2. Guidance: It is the direction was one receives and absorbs in life. There is an internal monitor that compares the conduct of a person with the standards and principles that he has accepted and he has to accept. Covey gives the name conscience to it.

3. Wisdom: Wisdom refers to a sage perspective on life. It is a keen understanding of how the various parts and principles apply and relate to each other. The development of wisdom involves observation (discernment), comprehension and judgment.

When people are low on wisdom, their maps are inaccurate, and their actions and thinking are based on distorted and discordant principles. A person with high end wisdom dimension has a good life compass that shows him the true north and all the parts of his behavior and the principles he uses in developing his behavior are properly related to each other. Also as we move from low end to high end in wisdom, there is higher commitment to the ideal (things as they should be) in managing the realities (things as they are). Wisdom also provides the ability to identify pure joy (sat-chidananda) from temporary pleasure.

4. Power: Power is the capacity to act and accomplish something. It also includes the strength and courage. It is also the vital energy to observe or identify choices and to take a decision, that is selection of one of them as the right way. At the low end, we have powerless people. At the high end are visionaries who plan and make things happen which seem to be impossible to many in the existing conditions.

These four dimensions or factors are interdependent. When these four factors are developed in a balanced and harmonious manner, a noble personality emerges. A great leader becomes available to the organization.

While principles are the center of a wheel of relationships and a person develops certain dimensions of his personality based on the principles, the relations are with self, spouse, other family members,, money, possessions, work, pleasure, friend, enemy and church. Many more can be named. It is in these relations that principles and the four great personality dimensions come into behavioral manifestations that give effectiveness and efficiency.

In the case of organizations, the relationships are with owner, customer, employee, supplier, programs, policies, competition, image, technology, and profit. Some more can be added.

Real empowerment comes from educating a person in both principles and practices. Principles are the why to do explanations. Practice is how to do explanation.

The challenge for a leader is to be a light. He should not be judge. He has to be a model, not a critic.

In the words of Stephen Covey, "The Challenge is to be a light, not a judge; to be a model, not a critic."

Principle centered leadership is to be practiced from the inside out on four levels.

1. Personal or self level (leading self)
2. Interpersonal (leading others)
3. Managing task (short term with existing people and processes)
4. Managing an organization  (developing it, recruiting people, training them, building teams, solving problems, compensating them, creating alignment etc. strategy and systems development)

There are certain master principles to be used at each level.


Level                                -             Principles

At personal level             -  trustworthiness at the personal level (Character and Competence)
(My relation with myself)

At interpersonal level -      trust - Trust at the interpersonal level
(my relationships and interactions with others)  -  If two people trust each other they can enjoy clear communications, empathy, synergy, and productive interdependency.

At task level - management -       empowerment
(My responsibility to get a job done with others)

At organizational level management - alignment
(My need to organize people - to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy and systems.)

Chapter 1  Characteristics of Principles-Centered Leaders

1. They are continually learning.
2. They are service oriented.
3. They radiate positive energy
4. They believe in other people
5. They lead balanced lives.
6. They see life as an adventure.
7. They are synergistic: Principles centered leaders practice the principle of synergy. Synergy is a state in which the whole is more than the sum of the parts. The output from the combination of a synergistic leader and a follower is always more than the individual outputs of the leader and the follower. The leader increases his followers and a follower follows a leader for this benefit. Leader who practice this principle are amazingly productive with  new and creative ways and help their followers to increase their output helping them to work smartly. In team endeavors, these leaders strive to complement the weaknesses of some members with the strengths of some others so that team becomes more productive
8. They exercise for self-renewal: This is the practice of the seventh habit. Sharpen the Saw. In a way, it is restatement of first principle. They are continually learning and practicing to increase their productive capability.

Chapter 2 Seven Habits of Highly Effective People

1. Be Proactive

2. Begin with the End in Mind

3. Put First Things First

4. Think Win - Win

5. Seek First to Understand, Then to be Understood.

6. Synergise

7. Sharpen the Saw


More on the 7 Habits

1. Be Proactive
Proactive people feel control of their life is in their hands.

Proactivity is the essence of real leadership.

Every great leader has a high level of proactive energy and vision - a sense that (they feel: )

 "I am not a product of my culture, my conditioning and the conditions of my life; I am a product of my principles, values, attitudes, beliefs and behavior - and those things I control."

7. Sharpen the Saw
Detailed article on Sharpen the Saw
Sharpen the Saw - The Mental Dimension - Stephen Covey's Explanation

A Poem on Sharpening the Saw and Seven Habits

I keep myself fit by exercising and  eating right

I improve my knowledge I read and write

I help my friends and feel delight

I wish in the world all enjoy without a fight

I live my life according to Covey's principles

I  remember them as important values

I try to understand what is said by others

Covey said that gives victories

Let me recount the effective seven

Be proactive, think of end and begin

Do first thing first and think win win

Understand first, synergize, and sharpen

Poem written by Narayana Rao K.V.S.S. on 1 March 2015

Chapter 3. Three Resolutions

1. To overcome the restraining forces of appetites and passions:

I resolve to exercise self-discipline and self-denial.

2. To overcome the restraining forces of pride and pretension:

I resolve to work on character and competence.

3. To overcome the restraining forces of unbridled aspiration and ambition:

I resolve to dedicate my talents and resources to noble purposes and to provide service to others.

Chapter 4. Primary Greatness

Three Essential Character Traits

Integrity: As we clearly identify our values and proactively organize and execute around our priorities on a daily basis, we keep meaningful promises and commitments.

Maturity: Balance between Courage and Consideration
If a person can express his feelings and convictions with courage balanced with consideration for the feelings and convictions of another person, he is mature.

Abundance Mentality: Our thinking that there is plenty out there for everybody.

Chapter 5 A Break with the Past

Five Suggestions

• Never make a promise we will not keep.
• Make meaningful promises, resolutions, and commitments to do better and to be better - and share with a loved one.
• Use self-knowledge and be very selective about the promises we make.
• Consider promises as a measure of our integrity and faith in ourselves.
• Remember that our personal integrity or self-mastery is the basis for our success with others.

Chapter 9

Principles Centered Power

• Persuasion
• Patience
• Gentleness
• Teachableness
• Acceptance
• Kindness
• Openness
• Compassionate Confrontation
• Consistency
• Integrity

Eight ways to enrich marriage and family relationships

1. Retain a long-term perspective.
2. Rescript your marriage and family life.
3. Reconsider your roles.
4. Reset your goals.
5. Realign family systems.
6. Refine three vital skills (time management, communication, and problem-solving).
7. Regain internal security.
8. Develop a family mission statement.


Making Champions of Your Children

1. Build your children’s self-esteem.
2. Encourage primary greatness.
3. Encourage your children to develop their own interests.
4. Try to create an enjoyable family culture.
5. Plan ahead for family events.
6. Try to set an example of excellence.
7. Teach them to visualize so that they can recognize their own potential.
8. Adopt their friends.
9. Teach your children to have faith, to believe and trust others, and to
affirm, build, bless, and serve others.


Chronic Problems of the Organization

The organization has:

1. No shared vision or values.
2. No strategic path.
3. Poor alignment.
4. Wrong style.
5. Poor skills.
6. Low trust.
7. No self-integrity.


Quality leadership values people. It is rooted in the timeless principles of faith and hope, constancy and consistency, and virtue and truth in human relations.


 Principle-centered leadership “embraces the principles of fairness and kindness and makes better use of the talents of people for increased efficiency, but also leads to quantum leaps in personal and organizational effectiveness” (p. 180).

Leader has to empower the followers and trust them. They in turn empower the leader and trust him.

Top 100 Management Theory Articles of the blog

Updated 25 December 2019,  2 May 2019, 29 July 2016, 2 March 2015,

Improvised Choreography Model of Management - Management Model Appropriate for Turbulent Frontline Activities

In dance, choreography is the act of designing dance.  A choreographer is one who creates dances.
In general, choreography is used to design dances that are intended to be performed as concert dance.

The art of choreography involves the specification of human movement and form in terms of space, shape, time and energy.

Dances are designed by applying one or both of these fundamental choreographic methods:

Improvisation, in which a choreographer  might specify a sequence of movements that are to be executed in an improvised manner over the course of a musical phrase. Improvisational scores typically offer wide latitude for personal interpretation by the dancer.

Planned choreography, in which a choreographer dictates motion and form in detail, leaving little or no opportunity for the dancer to exercise personal interpretation.  (Wikepedia - https://en.wikipedia.org/wiki/Choreography_(dance))


Important points of the research paper
Dancing in the dark: creativity, knowledge creation and (emergent) organizational change
Fabrizio Maimone and Marta Sinclair
Journal of Organizational Change Management
Vol. 27 No. 2, 2014 pp. 344-361

39 citations according to google scholar

Purpose –  to define the key elements at individual and collective level that may contribute to the development of organizational spaces that favour a climate for creativity and knowledge creation as precondition of “emergent change”; and to contribute to the development of a multi-perspective approach to creativity and knowledge creation in twenty-first century organizations.

 It uses the metaphor of dance to explore the relationship between emergent change and knowledge creation and sharing, and identifies the main factors that may impact this relationship.

These factors are critical for change management in modern organizations. The authors propose guidelines and provide examples how to manage work spaces and facilitate the organizational work. .

This paper provides a systematic, multi-perspective approach to the understanding and management of social, cultural and individual characteristics of bottom-up organizational change, focusing on its fundamental aspects of creativity and knowledge creation.

This paper proposes a conceptual framework for driving change in organizations operating in today’s chaotic environment.

The study is focused on the bottom-up and emergent side of organizational change. All days in every organization people discover new ideas and new ways to solve problems, do things, collaborate, communicate, negotiate, etc. and sometimes these new ways are distributed through the internal borders of the organization and transformed into shared routines and practices. This kind of organizational change is set in the context of knowledge creation and sharing within the so-called ba (space of knowledge). It is particularly critical for organizations operating in the turbulent scenarios of the twenty-first century that need to enhance their flexibility in order to become more adaptable to external changes and proactive toward technological and market transformations.

The hidden dimensions of this process: creativity, emotional climate, intuition and organizational diversity, and the critical role of organizational space are explored. The authors  argue that the metaphor of dance is apt to describe the complex and paradoxical nature of emergent organizational change. The metaphor of dance describes effectively the dynamics of emergent change observable in complex organizations coping with a turbulent environment.

Every time a group (or an individual) needs to solve new problems, or to cope with the unexpected, they have to explore, improvise the current practice and create collectively new strategies and tools. The dance metaphor describes the processes of adaptation and continuous improvement that are enacted every day in many organizations, to fit standardized procedures and shared routines into organizational variety and emergent change.

The implicit idea is that organizations and their environment are supposed to evolve faster than policies, processes and procedures. The complex organization has to maintain  coherence but change to adapt to the environment. Such organizations need to balance creativity and routines, fluidity and definition, diversity and identity.

Since modern organizations are supposed to be a mixture of patterned behaviors and day-by-day emerging change, they need to reconcile routines with spontaneous and unplanned change and this involves horizontal processes of knowledge creation (knowledge creation by participants instead of the manager). People discover and try every day new ways to adapt prescribed procedures and practices to an environment characterized by continuous evolution. In fact, they interpret endlessly a choreography, composed of a set of goals, processes and procedures established by the management, in order to dance harmoniously with other organizational members and act the plot of organizational routines. This choreography is based on a mix of structure and improvization, management and autonomy, heteronymous and self-organizing processes.

As we know, all dancers need to adapt the choreography to their style and abilities, to specific conditions of the stage and to different characteristics of the market that changes continuously. As a result, they are supposed to reinterpret the choreography on a daily basis. And sometimes one dancer creates new steps, sometimes a group of dancers create a new partition of the choreography. The dance thus becomes a mix of planning and improvization that depends on the people but also on the place where it is performed. When the choreographer decides to change the script, the dancers need to learn and reinterpret a new choreography. Then a new adaptation and change process may occur. We can achieve a better choreography, and therefore a better dance, if the dancers are allowed to participate in the rendition of the choreography: if people are involved and may contribute to the project of change.

The key concepts that may enhance change-related creativity and knowledge creation

The key concepts of emergent change that may enhance change-related creativity and knowledge creation in twenty-first century organizations examined are:

. the concept of “chaordic” emergent change;
. the main characteristics of organizational flexibility;
. the dynamic structure of (social) organizational space and its relationship with organizational change;
. the critical role played by creativity and knowledge creation as enablers of emergent change;
. the main affective and cultural catalysts that might foster emergent change: intuition, emotional and organizational climate and organizational diversity; and
. practical implications of the proposed approach.

Emergent organizational change

Modern organizations could be described as complex systems in continuous search of equilibrium between order and chaos. They function in a non-linear fashion through interdependence, self-organizing processes, continuous change, paradoxes and ambiguity.  Complex organizational systems are characterized by the so-called “emergence”, e.g. by “the arising of new, unexpected structures,

patterns, properties, or processes in a self-organizing system” .

According to the authors, scope and freedom of continuous stream of minor adjustments encourages improvization, continuous adaptation and learning. This process occurs also when change is not totally spontaneous but is driven by specific interventions of change management. According to Orlikowski (1996), change programs “work” only if they are fine-tuned and adjusted by organizational actors in specific contexts. Tsoukas and Chia (2002) defined this kind of change as “organizational becoming.”

The theoretical perspectives presented above may be integrated, adopting the chaordic change theory. Most successful innovative companies operating in the high-tech sector adopt chaordic organizational models, in order to facilitate innovation and continuous change. This requires not only improvization but also “rhythmically choreographed transitions”. This perspective could be applied also to other types of organizations that need to cope with a very turbulent and hypercompetitive scenario. “Chaordic change” may arise from chaos as a result of the inter-play between managerial strategies and spontaneous change . Change is not only the product of engineered effort, nor solely the result of completely free improvization of organizational players, but a complex process that happens somewhere on the edge between order and chaos.

The relationship between emergent change and organizational flexibility

According to Ashby’s (1964) Law of Requisite Variety, modern organizations need to increase the level of internal variety to cope with the complexity of environment.

A flexible organizational has to  conserve its identity, mission and purpose but has to change in certain directions or features to  discover new opportunities and solutions that are in line with its mission and also to sustain the organization. Organizational flexibility requires both adaptability and dominance because it is important to maintain the system’s identity but at the same time it is necessary to assure that it evolves with the external environment.

We argue that the metaphor of dance could help explain the dynamics making organizations more flexible and adaptable.  Using our metaphor, managers have to teach workers how to manage their freedom of interpreting the dance, producing harmony from diversity. To show them how to be good dancers, managers as well should perform their ballet in harmony with their peers and superiors. Otherwise each manager could potentially create his own dystonic choreography.

Volberda and Lewin (2003) propose, to foster their flexibility, organizations need to develop a leadership style based on delegation and people’s commitment at every level of the structure. According to the authors, managers should become the stewards of the change process and focus their managerial role on value management, creating the necessary framework to guide and enabling decision making on every level of the hierarchy. This approach implies that management commits to guiding the evolution of behaviors that emerge in the course of interaction of independent agents and invests in implementing process controls whenever possible instead of relying on outcome controls”. We argue that to improve their level of flexibility and adaptability, organizations need to facilitate the shift from the management of behaviors that emerge in the course of interaction of “independent” agents, to the management of behaviors that emerge in the course of interaction of “inter-dependent” agents. For this reason, adopting again our metaphor of dance, organizational agents need to learn to dance together, in order to find a balance between chaos and order, identity and fragmentation. Therefore, we assume that managers need to pay attention not only to individual behavior, but also to behavior at inter-individual, group, personal network, unit and branch level. If the dance is only individual, it could produce misalignments that favor organizational fragmentation and schizophrenia. This might affect unfavorably the balance between adaptation and maintenance of identity traits, which is critical for organizational survival in the long run.

Organizational space: the place where the emergent change begins

Organizations should improve their communication system, in terms of strategies, policies, tools and communication spaces, and develop people’s communication skills, in order to catalyze organizing processes and provide a smart interface for the proactive management of complexity. It will  assure the necessary level of coordination and coherence of the organizational system.

Organizational space is a typical emergent phenomenon of organizational complexity,  related to the process of organizing. Its configuration changes organically in response to the ongoing enactment of relationships among all involved players/dancers, within and across the organization. Organizational space does not necessarily correspond to a physical space. It is rather a topological configuration produced by social interactions, an inter-subjective dimension that could transcend the limits of physical boundaries and organizational structures (Wai-chung Yeung, 2005). In this sense, it is relational and discursively constructed.  The concept of organizational spaces is derived from the theory of social space Lefebvre (1991). Space can be viewed as a product of social relations that affect and change the environment . One organization may produce several organizational spaces and ICT, especially Enterprise 2.0 collaboration tools, that extend the dominium of organizational spaces beyond the organizational boundaries (Maimone, 2007). An apt management of organizational spaces may thus help solve the apparent paradox between control and autonomy,  as it would assure the maintenance of organizational identity and schemata. Using the dance metaphor, organizational space could be seen as the space of performance, a product of the interaction of the stage, the dancers, the audience.

Organizations need to facilitate the development of intra- and inter-organizational networks, provide a meta-narration and construct an inclusive and dynamic identity, in order to build a bridge among different organizational spaces. Leadership, climate management, competence development, communication fluxes and network management could favor a managerial control based on proactive management of emergent change in flexible organizational spaces.

Creativity, knowledge creation and emergent organizational change

Since emergent change is the result of a continuous process of adaptation of existing organizational processes, routines and practices and the creation of new ones, creativity and knowledge creation can be considered its key factors.  Emergent change is based on bottom-up spontaneous behaviors and therefore, like in an improvised dance performance, it implies a creative act that may lead to the production of new knowledge. The term “new” refers to the adaptation and the active re-combination of “old” knowledge in the present choreography.

The collective power of creative individuals is shaped by organizational spaces and their social structure, which in turn emanate magnetism for creative people, similar to characterization of creative cities. This can be achieved by a leadership style that incentivizes greater autonomy, corporate entrepreneurship, critical and creative thinking, and information and knowledge sharing interaction, freedom to experiment (and to fail), organizational and supervisory encouragement, resource availability and work group support. Creativity is a learning process that needs to be practiced and encouraged. Organizations can practice creative behavior through sympathetic leadership and support systems. Hence they should incentivize the expression of new ideas and divergent thinking, nurturing unconventional problem solving and exploratory thought.

Personality, cognitive preferences and relevant knowledge play also an important role in the creative process.  Organizational environment fosters creativity if it is effectively managed. Creativity in a workplace dance needs the “right place” to be incentivized and nurtured; it does not happen by itself but is rather the outcome of hard work. Many authors argued that knowledge creation is the flip side of creativity.  Human creativity results in knowledge by discovering ‘truth,’ justifying observations, defining problems, and solving them”. Therefore creativity, at individual, group and organizational level, plays an important role in the process of knowledge creation  where change occurs through individual and environmental interactions in a space generating knowledge.  Metaphorically speaking, ba is the place where dance is created and diffused through the process of socialization  This could be a physical space  or it could be also a cyber ba, e.g. digital media. As we know, personal networks are critical for the process of knowledge sharing . These rely on communications and relational factors to share new interpretations of the choreography and/or new steps, e.g. to enable organizational dissemination of changes. Organizations can encourage this by developing communities of practice, creating Web 2.0 communication infrastructures, like corporate social networks and digital tools, such as knowledge wikies.

 Next step would be an integrated and participatory design of physical and virtual work spaces, aimed to foster collaboration, relationship building, knowledge sharing and collective intelligence within and across organizational boundaries. Sensitive leadership may also nurture trust that it is necessary to facilitate knowledge sharing and, using our dance metaphor, to choreograph the dance so its interpretation and the proposition of new steps by interacting players can yield their full potential.



The role of intuition
Intuition as a form of direct knowing (Sinclair, 2011).

Emotional climate as enabling factor

Employees’ emotional perceptions of work environment are an integral part of the context that influences also levels of creativity.

Several emotional conditions appear to be present when the organization values and encourages creativity. An important role plays psychological comfort, stemming from freedom to express one’s emotions and personality in the workplace as well as perceptions of a pleasant and safe environment. Other relevant factors are management focus on employee welfare and employees’ contentment with structural efficacy, the sense of satisfaction with relationships and communication. Such environment requires smooth social interactions and an effective emotions management . In order to achieve these results organizations have to nurture and manage emotional climate actively through selection and development of appropriate staff, and emphasis on effective communication . They also need to pay attention to physical and emotional attributes of the organizational space so that staff can remain comfortable and “true to themselves”

Practical implications

Consistent with the theoretical framework proposed above, we provide suggestions for the improvement of organizational dance. Managers should adopt a leadership style that encourages active listening and stimulating staff to challenge their bosses; use managerial communication as a tool to make people feel as part of a team and a process, and employ managerial negotiation to reconcile individual and collective interests, finding win-win solutions to balance personal, group and organizational goals with a shared identity.

Organizational space is a social space, both physical and virtual, that facilitates emergent change, fosters creativity and favors processes of knowledge creation and sharing. An organizational space where players can interpret freely their dance and may propose new steps and choreographies, enacting creative processes at individual and collective level  shall drive double-loop or deutero learning  in organizations.

At the same time a mindful leader who nurtures a favorable climate and creates a dynamic organizational space for productive diversity that can be channeled into creativity and emergent change is also needed.

The proposed framework suggests that creativity is an emergent phenomenon that can be facilitated.  A flexible, adaptive, “knowledge creating” company is a dynamic complex system that is able to find over time its point of equilibrium between order and self expression, in a continuous search for excellence. A company that lets dancers improvise, finding harmony and coordination through creativity and intuitive attunement, and tries to learn from them will be more successful. This results in an organizational dance in which leaders and organizational players cooperate to cope proactively with the turbulence of societies and markets and with technological change.

A mindful leader will be able to  build a framework that facilitates free expression of differences and mediating among different identities and cultures to produce an inclusive narration that makes people feel united in diversity. Such leader will enhance conditions for the emergence of creativity and adopt a participative and bottom-up approach to management, enabling the organization to set up good organizational spaces for emergent change and knowledge creation.

Dance and Organization: Integrating Dance Theory and Methods into the Study of Management

Brigitte Biehl
Taylor & Francis, 03-Feb-2017 - Business & Economics - 194 pages
Dance and Organisation is the first comprehensive work to integrate dance theory and methods into the study of management, which have developed an interest in the arts and the humanities. Dance represents dynamics and change and puts the moving body at the centre, which has been ignored and oppressed by traditional management theory. ‘Being’ a leader however also means to ‘move’ like one, and critical lessons can be learned from ballerinas and modern dancers. Leadership is a dialogue, as in the work of musicians, conductors and DJs who manage groups without words. Movement in organisational space, in a museum or a techno club can be understood as a choreography and site-specific performance. Movement also is practically used for leadership and employee development workshops and can be deployed as an organisational research method.

By taking a firm interdisciplinary stance in dance studies and organisational research to explore management topics, reflecting on practitioner accounts and research projects, the book seeks to make an innovative contribution to our understanding of the moving body, generating new insights on teamwork, leadership, gender in management, organisational space, training and research methods. It comprises an important contribution to the organizational behaviour and critical management studies disciplines, and looks to push the boundaries of the academic literature.
https://books.google.co.in/books?id=tCQlDwAAQBAJ


Let me entertain you?: Some reflexions on the professor as a DJ
Brigitte Biehl-Missal, BSP Business School Berlin Potsdam
2015
https://digitalcommons.wpi.edu/oa/vol4/iss1/2/


Dance in New Areas: Integrating dance methods into businesses
and management for personnel and leadership development
Brigitte Biehl
Research in Dance and Physical Education
2019. Vol. 3, No. 1, 17-30
https://doi.org/10.26584/RDPE.2019.6.3.1.17

SCIENTIFIC METHOD - SCIENTIFIC MANAGEMENT OF BUSINESS ENTERPRISES

Came across a PhD thesis

THE DEVELOPMENT OF SCIENTIFIC METHOD IN THE MANAGEMENT OF
BUSINESS ENTERPRISES of of University of Ottawa in 1944 Orville Eadie
https://ruor.uottawa.ca/handle/10393/21190

The contents are:

TABLE OF CONTENTS
Chapter Page
I. Introduction 3
II. Frederick W. Taylor, Pioneer 5
Part A. Management and Methods
III. Plant Layout and Work Routing 19
IV. Job Analysis, Time and Motion Study, Job Specifications 33
V. Business Forms 57
VI. Special Considerations in the Application of Scientific Methods to Office Management .. . 65
Part B. Management and Men
VII. Employment Procedure 96
VIII. The Use of Tests in Employee Selection and Assignment 107
IX. Employee Training Methods 131
X. Labor Relations as a Problem of Management . . 142
XI. Remuneration of Employees 151
XII. Fatigue 163
XIII. Industrial Health 171
Part C. Present Achievements and the Future
XIV. A Summary of the Contributions Made to Im proved Business Management by the Application
of Scientific Method 183
XV. The Trend of Future Development 190

It is an interesting beginning of the subject in 1944. I have to write on the topic as I recently read a book onMarketing by Cherington, a former Harvard Business School faculty, who links some chapters to Scientific Management.

Manufacturing Management - Introduction

Planning, organizing and controlling manufacture of goods is manufacturing management. Chase et al. define operations management as the design, operation, and improvement of the systems that create and deliver the firm's primary products and services. Operations management is a discipline that includes production of goods and services.

Once the company decides to manufacture and sell a product, the specialized responsibility of the manufacturing management starts. But the decision to manufacture a product is based on feasibility analysis. During this analysis also manufacturing management issues are involved. Therefore, the persons doing strategic analysis or corporate planning analysis include persons from manufacturing management discipline with manufacturing management knowledge and bring into the analysis or decision making process the manufacturing view point.

Manufacturing is carried out through processes. A process is any actvity or group of activities that takes one or more inputs, transforms them, and provides one or more outputs. The output could be for an external customer for sale or for an internal customer to use for further processing. In some cases it can be for consumption in the same process or by the consumption by the producer hmself. Manufacturing processes convert materials into goods that have a physical form. The transformation processes change the materials on one or more of the following dimensions:

1. Physical properties
2. Shape
3. Fixed dimension
4. Surface finish
5. Joining parts and materials.

The outputs from manufacturing processes can stored and transported in anticipation of future demand (Krajewski et al. 2007).

Important Developments in Manufacturing Management

Developments in manufacturing management include certain technical developments that made manufacturing systems more productive and flexible.

Shop Management - F.W. Taylor

Shop floor management guidelines provided by F.W. Taylor were landmarks in the field of manufacturing management. Taylor further development Scientific management philosophy. Taylor also brought out the importance of scientific studies in manufacturing processes improvement or design. His studies on machining were considered a very important research contribution. Taylor also introduced time study based best practice identification and training all operators in the best practice. He advocated that manufacturing managers have the responsibility of developing manufacturing methods and training operators in best methods.

Frank Gilbreth developed study of motions of operators to develop efficient operator movements either to do manual work or to operate machines. He and Lilian Gilbreth also introduced the concept of fatigue and proposed ways to prevent the negative consequences of fatigue in operators as well as in manufacturing systems.

Henry Ford introduced moving assembly lines that revolutionized the production systems. Henry Gantt developed charts that helped scheduling production activities.

Harry Emerson wrote a book on principles of efficiency and it became part of industrial engineering and scientific management literature. Focus on efficiency in systems in general and especially manufacturing systems sharpened.

F.W. Harris developed theory of batch quantities in production and purchase. Walter Shewart developed procedures for using statistical thinking in process control. He created methods for determining when to change machine setups based on the measurements of samples taken at random intervals.

Hawthorne studies became another landmark development in manufacturing management. They brought out the importance of psychological variables in improving or decreasing productivity of operators. Unfortunately, the proponents of this line of thought have not integrated their conclusions with the ideas of scientific management appropriately. They chose to attack themes of scientific management. Manufacturing management might have had a different state today, if scientific management movement that had engineering foundations and human relations school of thought that had psychology as its foundation were appropriately integrated by human relations school.

Operations Research

Development of operations research (OR) helped manufacturing managers to understand and optimize their systems better. Study of operations research became a part of studies of manufacturing managers. Use of computers was started in recording store related transactions and data and it was extended to shop floor transaction data. The use was further extended to calculation of batch quantities and preparation of loading sheets and schedules. MRP and MRP II came into existence and they got extended into ERP systems.

Japanese Contribution to Production Management

In 1970s, scholars in USA recognized that Japanese had used their manufacturing management philosophies, strategies and techniques as a strategic capability to win market shares in global markets. A new era of manufacturing strategy thought developed in manufacturing management. Automation increased in factories. With this multi-skilling of operators came into picture as now operators have more time and can operate more machines. As group layout became more popular, an operator was required to operate different machines which were in series. Total quality management, total productive maintenance, total cost management became the strategies. JIT or lean systems became the best practice production systems. While improvement everywhere reached its zenith, the important idea that it is improvement in bottleneck that has the most value was highlighted by Goldratt in the name of 'Theory of Constraints.'

Many new technologies came into existence and were adopted into manufacturing processes. The existing ideas regarding technology adoption did not emphasize the suboptimal use of technology. The full power of technology was not being put to use by many. Theory of BPR brought this into focus and helped systems become more productive by utilizing the power and potential of the new technologies more. Ability to look at bigger and bigger systems using OR models and system dynamics models and the ability to access data anywhere using internet based data communication systems made coordination across distributed national and global facilities. This led to the development of theory of supply chain wherein information can be made visible to anybody and optimization can be done from the point of origin or raw materials to its dumping point. Manufacturing facilities are now a part of supply chains wherein information is available to both suppliers and potential customers in real time and purchasing is done through electronic orders. In a century, manufacturing management theory and practice developed immensely.

Industry 4.0 - Japanese Attempt to Master Implementing New Technologies and Equipment

Machine Work Study - Machine Improvement in Toyota Production System (TPS)


Chase, Richard, B., F. Robert Jacobs, Nicholas J. Aquilano , Operations Management, 11th Edition, McGraw-Hill, New York, 2006.
Krajewski, Lee et al., Operations Management: Processes and Value Chains, 8th Edition, Prentice Hall, Upper Saddle River, 2007.

________________________________________________________________________

Early Books on Manufacturing Management

Factory Organization and Administration
Hugo Dimer, First Professor of Industrial Engineering, Pennsylavania State College
First edition: 1910
Third edition digital copy
http://www.archive.org/stream/factoryorganiza00diemgoog#page/n10/mode/2up

Profit Making in Shop and Factory Management
Charles U. Carpenter, 1908
http://www.archive.org/stream/cu31924002748576#page/n1/mode/2up

Shop Management
Frederick Winslow Taylor, 1911
http://www.archive.org/stream/shopmanagement00taylgoog#page/n10/mode/2up

Factory and Office Administration
Lee Galloway, 1918
http://www.archive.org/stream/factoryofficeadm00galliala#page/n3/mode/2up

Factory Management Wastes: And How to Prevent Them
James F. Whiteford, 1919
http://www.archive.org/stream/factorymanagemen00whit#page/n7/mode/2up

Plant Management
Dexter S. Kimball, 1919
http://www.archive.org/stream/cu31924031222627#page/n7/mode/2up

__________________________________________________________________________

Advances in Production Management Systems. Initiatives for a Sustainable World: IFIP WG 5.7 International Conference, APMS 2016, Iguassu Falls, Brazil, September 3-7, 2016, Revised Selected Papers

Irenilza Nääs, Oduvaldo Vendrametto, João Mendes Reis, Rodrigo Franco Gonçalves, Márcia Terra Silva, Gregor von Cieminski, Dimitris Kiritsis

Springer, 15-Mar-2017 - Computers - 962 pages

This book constitutes the refereed post-conference proceedings of the International IFIP WG 5.7 Conference on Advances in Production Management Systems, APMS 2016, held in Iguassu Falls, Brazil, in September 2016.

The 117 revised full papers were carefully reviewed and selected from 164 submissions. They are organized in the following topical sections: computational intelligence in production management; intelligent manufacturing systems; knowledge-based PLM; modelling of business and operational processes; virtual, digital and smart factory; flexible, sustainable supply chains; large-scale supply chains; sustainable manufacturing; quality in production management; collaborative systems; innovation and collaborative networks; agrifood supply chains; production economics; lean manufacturing; cyber-physical technology deployments in smart manufacturing systems; smart manufacturing system characterization; knowledge management in production systems; service-oriented architecture for smart manufacturing systems; advances in cleaner production; sustainable production management; and operations management in engineer-to-order manufacturing. 

https://books.google.co.in/books?id=khBhDgAAQBAJ

Article originally posted in
knol   nrao 3309

Updated  15 November 2019,  22 October 2017, 13 October 2014

7 P Framework for Strategic Planning for International Marketing

Browse  Online MBA Management Theory Handbook

7Ps for going international:   Potential, Path, Process, Pace, Pattern, Problems and Performance

Toward a 7-P framework for international marketing
Justin Paul &Erick Mas
Published online: 24 Jan 2019

https://www.tandfonline.com/doi/abs/10.1080/0965254X.2019.1569111?journalCode=rjsm20




"7 P's" of Marketing: Product, Place, Price and Promotion, Physical Environment, People, Process.
Customer satisfaction,  value and decision to buy depend on the 7Ps.
https://en.wikibooks.org/wiki/Business_Strategy/Marketing_Plans_and_Strategies


In the 1990s "strategic thinking" concept emerged. Strategic thinking is discovering novel, imaginative strategies and envisioning potential futures very different from the present. In other words, strategic thinking is higher order thinking that should take place to explore potential directions for the company.

Strategic planning is the operationalization of those ideas. These two concepts combine to form strategic management. Scenario planning is a tool for enhancing strategic thinking.
https://open.oregonstate.education/strategicmarketing/chapter/chapter-4-strategy-and-strategic-planning/



2007’s international trade in merchandise exceeded US$10.5 trillion and world trade in services is estimated at around US$2.4 trillion. Whilst most of us cannot visualise such huge amounts, it does serve to give some indication of the scale of international trade today.

The United Nations estimate that global e-business is now worth more than US$10 trillion, most of which is business-to-business (B2B), not business-to-consumer (B2C) purchases.

This global marketplace consists of a population of 6.6 billion people which is expected to reach 10 billion by 2050 according to the latest projections prepared by the United Nations.

The top 500 companies in the world now account for 70 per cent of world trade and 80 per cent of international investment.

2015 Ten Highest Population Cities in the World
City Country Population (millions)
Tokyo Japan 26.4
Mumbai India 26.1
Lagos Nigeria 23.2
Dhaka Bangladesh 21.1
Sao Paulo Brazil 20.4
Karachi Pakistan 19.2
Mexico City Mexico 19.2
New York USA 17.4
Calcutta India 17.3
Jakarta Indonesia 17.3

194 countries in the world. Gross national income in the world is US$62 trillion (purchasing power parity [ppp]); 

 75 per cent of the world’s population is poor, that is, they have a per capita income of less than US$3470.  Only 11 per cent of the population  have a per capita income of more than US$8000.

FIFTH EDITION
INTERNATIONAL MARKETING STRATEGY: ANALYSIS, DEVELOPMENT AND
IMPLEMENTATION
ISOBEL DOOLE and ROBIN LOWE
2008 Cengage Learning

Emergency Management Training - National Emergencies - Corporate Emergencies

Today came across interesting material on the topic from Federal Emergency Management Agency.


https://training.fema.gov/

Principles of Supply Chain Management - Crandall - Book Information

Principles of Supply Chain Management

Richard E. Crandall, William R. Crandall, Charlie C. Chen
CRC Press, 11-Dec-2014 - Business & Economics - 717 pages

The second edition of this popular textbook presents a balanced overview of the principles of supply chain management. Principles of Supply Chain Management explains the individual components of the supply chain, and  illustrates how the pieces come together to provide better service to the customers and more profits to the supply chain participants.

https://books.google.co.in/books?id=YZ7NBQAAQBAJ

Are You Up to the Demands of Leadership?

2004
BARRY CONCHIE, Coauthor of Strengths Based Leadership published "The Demands of Executive Leadership: What separates great leaders from all the rest?" in the Business Journal, 2004 of Gallup.

https://news.gallup.com/businessjournal/11614/seven-demands-leadership.aspx


Fred Luthans in his book "Organizational Behavior" covered these demands.

They are:

Knowing One's Self.

Making sense of experience

Building a Constituency That Listens to Him and Follows Him.

Mentoring and Also Finding Mentors for Himself

Understanding the Values of Followers and Maximizing the Benefit from them

Providing Challenges to Result in Satisfactory Outcomes

Effervescent Vision Creation: A Vision that Brings Out Bubbles of Enthusiasm from the Group.


Articles on Seven Demands of Leadership by John C. Maxwell in 2007
https://www.christianpost.com/news/the-seven-demands-of-leadership.html


Seven Demands of Leadership
This post will help you understand how to become a better leader. More at: www.LeeCockerell.com
August 3, 2009
https://www.leecockerell.com/area-51-29/

25 Leadership Skills You Need To Learn Fast

IMD SWITZERLAND Article

https://www.imd.org/imd-reflections/leadership-reflections/leadership-skills/

Business Benefits of Digital Transformation and Big Data Initiatives - Planning and Implementing - BCG

26 October 2019

Digital Transformation - Productivity Improvement & New Product and Service Creation Examples

1. Tesla made all their electric vehicle patents available for free
2. Eaton, the US-based power management company offers the “eNotify Remote Monitoring” service that provides 24×7 remote monitoring of connected UPS systems.
3. GE: 3D-printing to make parts.  Result: 19 parts now produced as single assembly in 1 print. 5 times stronger.
4. Ingersoll-Rand PLC provides service of  remote monitoring of HVAC systems and data analysis through its Trane Intelligent Services.
5. Caterpillar and Uptake (data analytics startup) co-develop “predictive diagnostics” tools for the larger company’s customers to turn data generated by sensors in bulldozers and hydraulic shovels  into meaningful information that can help Caterpillar’s customers catch potential maintenance issues before breakdowns occur, minimizing downtime.
6. Pay-per-lux leasing program sold to Washington Metro and Schiphol Airport by Philips and energy services company Cofely. Clients pay for the light it uses without investing in fixtures and installations. Philips invests in  all fixtures and installations. Energy savings predicted will provide the return to Philips.
7. Barco proposed to deliver a projection service instead of selling the projectors with a cost per hour projected of LED lights.
8. Joy Global Inc.  manufactures and services heavy machinery used in underground and surface mining.  By installing sensors in their machines they notice  the machines needing  replacement parts or service and schedule the service also. (Smart Services monitoring program)
9. GE launched Predix as an industrial internet cloud solution for predicitivity solutions. Using Predix companies can keep an eye on machines, collect data about heat and vibration, and predict when need for  maintenance or replace parts.
https://www.boardofinnovation.com/staff_picks/digital-transformation-examples/





21 January 2017

https://www.bcgperspectives.com/big_data_and_beyond

Advanced Analytics - An Explanation for Operations Managers

Operations managers and leaders and managers are often making operations management using rules of thumb or basic data analysis. Today, they can apply advanced analytics techniques which provide solutions with low total cost and higher effectiveness due to  cheaper computing power and improved data capture mechanisms—to make better-informed decisions that optimize value.

http://www.bcg.com/expertise/capabilities/big-data-advanced-analytics/insights.aspx


http://www.bcg.com/expertise/capabilities/big-data-advanced-analytics/impact.aspx

http://www.bcg.com/careers/path/knowledge-analytics/default.aspx

Top 100 Management Theory Articles of the blog


Updated  26 October 2019,  21 January 2017, 26 October 2016

Coordination in the Supply Chain - Review Notes

Supply Chain Management: Review Notes Based on Chopra and Meindl's Book

Coordination is a very important issue in management theory. Fayol included coordination as a function of management or element of management in the theory of management developed by him. But Koontz and O'Donnell argued that the purpose of management is coordination and hence every elements of management contributes to coordination and coordination is not a separate element in management. Chopra and Meindl also indicated that coordination is the output of SCM approach. They said adopting SCM implies a focus on coordination.

Coordination implies actions by various agents in the supply chain that are aimed at increase in total supply chain profits. It also implies that supply chain agents avoid actions that improve their local profits but hurt total profits. Hence supply chain coordination principles requires each stage of the supply chain to take into account the impact its actions have on other stages.

A lack of coordination creates "bullwhip effect" in the supply chain. Due to this effect, fluctuations in sales become larger and larger fluctuations in orders at higher stages in the supply chain. This leads to situations wherein large shortages or large surplus capacities are felt in the supply chain cyclically.

Bullwhip effect reduces the profit of a supply chain by making it more expensive to provide a given level of product availability.

In what way bullwhip effect increases costs for the supply chain?

1. In increases manufacturing cost.
2. It increases inventory cost.
3. It increases replenishment lead times.
4. Increases transportation cost.
5. Increases labor cost in shipping and receiving.
    All items of cost increase because excess capacity has to be installed to take care of unnecessary peaks in demand.
6. It reduces product availability due to some orders not getting filled when demand peaks. So some retail outlets may go out of stock.
7. Leads to problems of relationships - every body claims that they have done right. But still there is problem in the supply chain either as unfilled orders or excess inventory not having the order from down stream side.

The main reasons for coordination problems in supply chain are distributed owners of various stages of production & distribution, and product variety.

The fundamental challenge is for supply chains to achieve coordination in spite of multiple ownership and increased product variety.


What are Obstacles to Coordination in a Supply Chain?

Incentive obstacles
Information processing obstacles
Operational obstacles
Pricing obstacles
Behavioral obstacles
(Chopra and Meindl)

Managerial Levers to Improve Coordination in Supply Chains

Aligning goals and incentives
Improving information accuracy
Improving operational accuracy
Designing pricing strategies to stabilize orders
Building Partnerships and trust
(Chopra and Meindl)

Building Strategic Partnerships and Trust within a Supply Chain

The key steps to be taken in the design of partnership are:

1. Assessing the mutual benefit of the partnership.
2. Identifying operations roles for each party in the partnership.
3. Creating effective contracts
4. Designing effective conflict resolution mechanism

References


Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning and Operations, Prentice Hall, 2001.

What Drives Supply Chain Behavior? HBS Working Knowledge article June 2004

Supply Chain Management: Chopra and Meindl - Book Information and Review



Trust Management: Key Factor of the Sustainable Organizations Embedded in Network
Adam Jabłoński, Barbara Kożuch
MDPI, 16-Jul-2019 - Business & Economics - 396 pages

Trust is an element of relationships between entities, but, above all, it positively influences the building of an organization's intellectual capital. This capital can be defined in different ways, but its definition always references elements that determine the potential of sustainable organizations, often in human, social, relational, organizational, and innovation dimensions. Trust is increasingly becoming the key determinant of this capital (Kożuch, Lenart-Gansiniec, 2017). Trust also has a number of different definitions. However, the basis of many of these definitions is the building of relationships focused on developing some kind of individual or inter-organizational link. Organizational trust is a complicated concept, and it is the basis of all organized activities performed by people in the organization, largely because trust is needed to develop relationships with integrity and commitment. Thus, it is interesting to study the relationship between trust and the building of the intellectual capital of sustainable organizations. Indeed, intellectual capital plays a special role here. It is a guide and a platform for achieving not only a competitive advantage for the sustainable organization, but also a source of value creation in the short and long term. Thus, this strategic hybrid, composed of a business model, strategy, and business processes, is favorable to the development of intellectual capital (Jabłoński 2017). Trust is an element that ties this capital to relationships in business. Moreover, it has an integrated character (R.C. Mayer, J. H. Davis, F. D. Schoorman 1995). Assuming that, nowadays, the network paradigm is becoming increasingly important, it is worth asking how the mechanism of building trust-based intellectual capital in a sustainable organization functions as its key asset in the network environment.

https://books.google.co.in/books?id=ACyjDwAAQBAJ


Conflict: From Analysis to Intervention

Sandra I. Cheldelin, Daniel Druckman, Larissa Fast
A&C Black, 13-Aug-2003 - Political Science - 373 pages

This major new textbook analyses the emergent role of conflict analysis and resolution. Cheldelin, Druckman and Fast are all based at the Institute for Conflict Analysis and Resolution, and are international experts in the field of conflict. Covering theory, research and practice, the authors provide a comprehensive typology of conflict, as well as an in-depth analysis of the structural, strategic and cultural factors which influence conflict. They explore its management and resolution, paying particular attention to the concepts of negotiation, mediation and peace-building.
https://books.google.co.in/books?id=ChmkoVckP8wC

New Directions in Conflict Theory: Conflict Resolution and Conflict Transformation

Raimo Väyrynen
SAGE, 23-Aug-1991 - Conflict management - 240 pages

This is a timely work which explores the validity of rational and subjective approaches to conflict resolution, considers the value of international law and organizations for addressing complex social phenomena, and outlines a structural approach to international conflicts. In addition it extends the analysis of conflict transformation to new issues on the international agenda, such as antagonism between urban and rural areas and threat to the environment.
https://books.google.co.in/books?id=c2eek635-BYC





Updated 26 October 2019,  10 April 2015, 10.2.2012

Retail Store - Business Digital Transformation

2019


16 October 2019

Supply Chain Conclave NITIE, Mumbai - Issues Discussed

1. Weekly Sales & Operations Planning
2. Concurrent Planning - Real Time Planning
3. Planning for Volatility
4. Planning for Uncertainty
5. Sales Force Effectiveness - Behaviour Issues

6. Triple A Supply Chain - We had discussion on 6A Supply Chain also.
7. Data - Input Data (ID) - Clustering Data (Important data point that can place the ID in a specific cluster. - Training Data (Behavior of the ID or customer) - Feedback Data (Actions taken on recommendations)
8. Cash back is investment to acquire customer ID.
9. AI vs Human - Wherever good quality data is there AI has upper hand.
10. Judgements are still done by human among alternative paths especially when human satisfaction is involved.

11. Moving to demand sensing.
12. Dynamic supply chain network paths - Not a single path optimized for a period ahead. It is now optimal path for every transaction.
13.  Changes due to digital transformation    Speed to Agility, Error Reduction to Probability of Event Determination,  Reliability to Predictability
14. Books Recommended - Predictive Machines, Meltdown
15. Reduction of transit time for perishable items

16. Item life determination using digital images - bananas
17. Reinforcement learning
18. Digital SKUs or stock flow tower similar to air traffic control towers.
19. Drones in warehouses
19. Hyper automated operation
20. Preemptive supply chain to offer extended cut-off time for next day deliveries

21. Man-Machine Cohabitation
22. Machine First - Mimicking human behavior - Augmenting human capability - Autonomous
23. Interesting algorithmic interventions in SCM
24. Integrated Digital Factory in manufacturing supply chains
25. Supply Chain Priorities - Cost - Service - Cash

July 5, 2019
TCS Named an IoT Leader in Digital Transformation in the Retail Industry by NelsonHall
TCS' Domain Expertise, Industry-specific Assets, and IoT-related Intellectual Property Positioned it as a Leader in the Retail and Travel, Transportation & Logistics Industries
https://www.tcs.com/tcs-named-an-iot-leader-in-digital-transformation-retail-industry-nelsonhall

The Future of Retail: Winning Models for a New Era
Absolute scale, rapid innovation and data-analytics expertise are now as important as local leadership.
By Marc-André Kamel, Suzanne Tager, Jonathon Ringer, Aaron Cheris and Charles Ormiston
June 10, 2019
https://www.bain.com/insights/the-future-of-retail-winning-models-for-a-new-era/


Not just tools, reimagine retail through eStrategy
‘digital transformation’ is more than ‘digitalization’ of business. Here’s a lowdown on how to get it right.
ET CONTRIBUTORS|Apr 05, 2019
http//economictimes.indiatimes.com/articleshow/68734208.cms

12 examples of digital technology in retail stores
By Nikki Gilliland  January 23rd 2019
https://econsultancy.com/examples-digital-technology-in-retail-stores/

Top Four Digital Trends in Retail
https://www.forbes.com/sites/danielnewman/2018/12/16/top-4-digital-transformation-trends-in-retail-for-2019

Business 4.0

BUSINESS 4.0

https://www.business4.tcs.com/

A year ago, following a TCS analyst event in Boston, the theme of which was Business 4.0: Intelligent, Agile, Automated, and on the Cloud (29 November 2018)
https://research.nelson-hall.com/blogs/?avpage-views=blog&type=post&post_id=877


TCS is training its associates in agile. It is focusing on multiple skills for its associated. It is also promoting machine first work environment.
https://research.nelson-hall.com/blogs/?avpage-views=blog&type=post&post_id=877


TCS Study 2019
Press Release
https://www.agilitypr.com/pr-news/public-relations/winning-in-the-business-4-0-world-4-critical-behaviors-execs-must-embrace-now/

Elements of Customer Perceived Value - Marketing Management

Browse  Online MBA Management Theory Handbook

The 30 Things Customers
Really Value
by Eric Almquist
AUGUST 11, 2016
Harvard Business Review


Page 24

Value Creation 4.0 - Marketing Products in the 21st Century

Gábor Rekettye

Transnational Press London, 15-Aug-2019 - Business & Economics - 260 pages

Value Creation 4.0 is a marketing guide to the age of the fourth industrial revolution (‘Industry 4.0’). This title draws attention to the situation which poses new challenges and risks for the whole of humanity. The book takes an essentially practice-oriented approach. The book intends to highlight the importance of the topic, define its conceptual framework and present its practical applications. The book is therefore primarily recommended for practitioners. The topics of the book together with the supporting exhibits and cases – which also include international dimensions – provide information for them that can help increase their competitiveness. The book can also be very handy in higher education. Whole courses can be built on it, as the book comprises 4 parts and 14 chapters which can provide the basis for lectures. Each part is illustrated with cases, and some of the more than 30 exhibits could be used for the efficient processing of the material and for further reflection.
https://books.google.co.in/books?id=cI2pDwAAQBAJ

Creating Brand Equity - Kotler - Keller Chapter Summary

Creating Brand Equity - Kotler - Keller

1.What is a brand and how does branding work?

Brand is name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.

The purpose of branding is to create demand for the product that a particular firm is offering or marketing or selling. A satisfied buyer can repurchase the same product only when it is identified uniquely and branding provides the means through firms provide unique identification to their products targeted at various segments in the product or need market.

2. What is brand equity?

Brand equity brand value is associate with the customers. If more customers recognize the brand and show preference for the brand, the brand has more value. Customer-based brand equity is the differential effect brand has on consumer response to the marketing activities of that brand. A brand has positive customer-based brand equity or value when consumers react more favorably to a product's marketing activity conducted with the brand name in comparison to marketing activity conducted without disclosing the brand name.

3. How is brand equity measured and managed?

BrandAsset Valuator
Brandz
Brand Resonance Model

Brand audit
Brand tracking studies
Brand reinforcement
Brand revitalization

4. What are the important brand architecture decisions involved in developing a branding strategy?
Choosing Brand elements
Developing brand elements

Decisions to use either or combinations of - Corporate umbrella brand name - Separate product family brand names - Target offer brand name.

Creating Brand Equity - Chapter Sections

How Does Branding Work?

Defining Brand Equity

Building Brand Equity

Measuring Brand Equity

Managing Brand Equity

Devising a Branding Strategy

Customer Equity

Marketing Excellence of McDonald's

Marketing Excellence of Procter & Gamble



How Does Branding Work?

Defining Brand Equity

BrandAsset Valuator

Energized differentiation
Relevance
Esteem
Knowledge

Brandz

Power
Premium
Potential

Brand Resonance Model

4. Resonance
3. Judgments - Feeling
2.  Performance - Imargery
1. Salience

Building Brand Equity

Initial choices for brand elements

Product, service and marketing activities

Other associations

Measuring Brand Equity



Managing Brand Equity

Devising a Branding Strategy

Customer Equity

Marketing Excellence of McDonald's

Marketing Excellence of Procter & Gamble


Updated on 8 October 2019, 9 September 2019.

Industry 4.0: Managing The Digital Transformation - 2018 - Book Information - Alp Ustundag - Emre Cevikcan

Industry 4.0: Managing The Digital Transformation

Alp Ustundag, Emre Cevikcan
Springer, 2018 Technology & Engineering - 286 pages


There are trends that are transforming manufacturing industry to the next generation, namely Industry 4.0, which is based on the integration of information and communication technologies and industrial technology.

This book provides a comprehensive guide to Industry 4.0 applications, not only introducing implementation aspects but also proposing a conceptual framework with respect to the design principles. In addition, it discusses the effects of Industry 4.0, which are reflected in new business models and workforce transformation. The book then examines the key technological advances that form the pillars of Industry 4.0 and explores their potential technical and economic benefits using examples of real-world applications. The changing dynamics of global production, such as more complex and automated processes, high-level competitiveness and emerging technologies, have paved the way for a new generation of goods, products and services. Moreover, manufacturers are increasingly realizing the value of the data that their processes and products generate. 

The book provides a conceptual framework and roadmap for decision-makers for this transformation

https://books.google.co.in/books?id=_Po1DwAAQBAJ

Table of contents (16 chapters)
A Conceptual Framework for Industry 4.0

Pages 3-23
Salkin, Ceren (et al.)


Smart and Connected Product Business Models

Pages 25-41
Cevik Onar, Sezi (et al.)

Lean Production Systems for Industry 4.0

Pages 43-59
Satoglu, Sule (et al.)


Maturity and Readiness Model for Industry 4.0 Strategy

Pages 61-94
Akdil, Kartal Yagiz (et al.)


Technology Roadmap for Industry 4.0

Pages 95-103
Sarvari, Peiman Alipour (et al.)


Project Portfolio Selection for the Digital Transformation Era

Pages 105-121
Isikli, Erkan (et al.)


Talent Development for Industry 4.0

Pages 123-136
Karacay, Gaye


The Changing Role of Engineering Education in Industry 4.0 Era

Pages 137-151
Cevik Onar, Sezi (et al.)


Data Analytics in Manufacturing

Pages 155-172
Sami Sivri, M. (et al.)


Internet of Things and New Value Proposition

Pages 173-185
Karacay, Gaye (et al.)


Advances in Robotics in the Era of Industry 4.0

Pages 187-200
Bayram, Barış (et al.)


The Role of Augmented Reality in the Age of Industry 4.0

Pages 201-215
Esengün, Mustafa (et al.)


Additive Manufacturing Technologies and Applications

Pages 217-234
Beyca, Omer Faruk (et al.)


Advances in Virtual Factory Research and Applications

Pages 235-249
Bal, Alperen (et al.)


Digital Traceability Through Production Value Chain

Pages 251-265
Budak, Aysenur (et al.)


Overview of Cyber Security in the Industry 4.0 Era

Pages 267-284
Ervural, Beyzanur Cayir (et al.)

https://www.springer.com/gp/book/9783319578699


Related Conatent

The smart factory

Responsive, adaptive, connected manufacturing
31 August 2017
Rick Burke, Adam Mussomeli, Stephen Laaper
Deloitte Insights
https://www2.deloitte.com/us/en/insights/focus/industry-4-0/smart-factory-connected-manufacturing.html

Maintenance Management Strategies

Selection of Correct Equipment Maintenance Management Strategy Selection.
It makes a  Difference

Maintenance is a risk management practice used to maximise production and minimise loss and waste. 

Selecting a successful maintenance strategy requires a good knowledge of equipment failure behaviour and maintenance management practices. First you have to know e why equipment fails, how equipment fails and when equipment fails. Then you require knowledge of  maintenance management practices to select the right mix of maintenance strategies to extend and maximise its service and performance.


"To master a thing you must know it thoroughly.  When you speak to experts it is clear that they are intimate and absorbed with their speciality.  When you understand a thing fully, when you know how it will behave under all circumstances, when you introduce a change and know its impact and effect, then you have mastery over the thing."
https://www.lifetime-reliability.com/cms/free-articles/maintenance-management/maintenance-strategy-101/

Maintenance strategy can be mastered.  Strategic maintenance decision making involves selecting the right care and repair methodologies that maximise equipment life and performance for the least cost to the user.  The first step in successful maintenance management strategy choice, is knowledge of  equipment failure mode and process or event.  When you know the equipment’s weaknesses and strengths you can care for it properly and get maximum service from it at least cost.


Good article:
Mike Sondalini, Managing Director, Lifetime Reliability Solutions HQ
https://www.lifetime-reliability.com/cms/free-articles/maintenance-management/maintenance-strategy-101/


Interesting article/book chapter
Profit Contribution Mapping
Mike Sondalini
https://books.google.co.in/books?id=va9DAAAAQBAJ&pg=PA22-IA12#v=onepage&q&f=false


For More reading

https://downtimecentral.com/articles.shtml

September - Management Knowledge Revision

September (HRM, Mentoring, Training, Maintenance, Energy & Environment Management)


HRM Revision

First Week  1 to 5

Strategic Human Resource Management in a Changing Environment
The Role of Globalization in HR Policy and Practice - Review notes

The Legal Environment of HRM: Equal Employment Opportunity - Review Notes
Work Analysis and Design - Review Notes

Human Resource Planning and Recruitment - Review Notes
Personnel Selection - Review Notes

Performance Management and Appraisal - Review Notes
Training and Development - Review Notes

Career Development - Review Notes
Compensation: Base Pay and Fringe Benefits - Review Notes

Second Week  8 to 12

Pay for Performance - Review Notes
Managing the Employment Relationship - Review Notes

Labor Relations and Collective Bargaining - Review Notes
Employee Health and Safety - Review Notes

Management of Training Programmes - Training Function

Training and Development for Industry 4.0 - Digital Transformation

Training Policies and Practices

Training Opportunities

Training - An Agent of Change

Implementation of Concepts and Techniques Learned/Introduced in Training Programmes

Third Week   15 to 19

15. Evaluation of Training Activity/Programme

Costs and Benefits of Training

16. Training Objectives

Services (Service Products) of Training Department - Training Officers

17. THE EVOLUTION OF MAINTENANCE PRACTICES
http://www.lifetime-reliability.com/free-articles/maintenance-management/Evolution_of_Maintenance_Practices.pdf

18. Maintenance Strategies
http://www.lifetime-reliability.com/cms/free-articles/maintenance-management/maintenance-strategy-101/

19. 31 Best Practice Maintenance Tips
http://www.lifetime-reliability.com/free-articles/maintenance-management/31_Tips_to_Reduce_Equipment_Maintenance_Costs_and_Improve_Reliability_Explained.pdf

Fourth Week  22 to 26

22. Energy Management and Energy Industrial Engineering
https://nraoiekc.blogspot.com/2019/09/energy-management.html

23. Energy‐efficiency policy opportunities for electric motor‐driven systems
OECD-IEA Paper 2011
http://www.iea.org/Textbase/npsum/ee_for_electricsystemssum.pdf

24. Environmental Protection : Challenges
http://www.devalt.org/newsletter/jun01/lead.htm

25. Corporate Environmental Management Practices - OECD Survey
https://www.oecd.org/industry/inv/corporateresponsibility/18269204.pdf

26. Sustainability Management - Bayer AG
http://www.bayer.com/en/sustainability-management.aspx


To October - Management Knowledge Revision

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems

One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December



Birthdays of Management Scholars in the Month

1 - Fredmund Malik (1944), Brian Halligan (1967)
2 - Henry Mintzberg (1939), David John Teece (1948)
3 - Mary Parker Follett (1868)
4
5 - Werner Erhard (1935)
6
7
8
9 - Kurt Lewin (1890)


10 - Ordway Tead (1891)
11 - Eric Trist (1909)
12 - Eiji Toyoda (1913), Richard Thaler (1945)
13
14
15 - A.D. Chandler (1918)
16 - Hurst R. Anderson (1904)
17
18
19 - Karl Ludwig von Bertalanffy (1901)
20


21 - Phil Town (1948)
22
23
24
25
26 - Dorian Shainin (1914), Sumantra Ghoshal (1948)
27 - Joan Woodward (1916), Oliver Eaton Williamson (1932)
28 - Thomas Anton Kochan (1947)
29 - Charles Hampden Turner (1934)
30 - Pankaj Ghemawat (1959)


Updated 12 September 2016