5 Why Analysis is a simple approach for exploring root causes and instilling a “Fix the root cause, not the symptom,” culture at all levels of a company. The 5 Why Analysis was originally developed by Toyota founder Sakichi Toyoda and was later used within Toyota Motor Corp. during the development of the Toyota Product System (TPS). At Toyota, 5 Whys is still a critical component of problem-solving training, and the method is still widely applied within the company when problems occur. “Toyota Business Practices dictates using the ‘Five Whys’ to get to the root cause of a problem, not the ‘Five Whos’ to find a fire the guilty party.” – Jeff Liker, The Toyota Way It can be used whenever the real cause of a problem or situation is not clear. Using the 5 Whys is a simple way to try solving a stated problem without a large detailed Continue reading
Modern Management Practices
What Is Coworking?
One of the grimmest predictions about the future was described by Robert Putnam in his work on social capital. He envisaged low likelihood of participation in community life, smaller groups of friends, even less happiness, and lower perceived quality of life. Furthermore, the enthusiasts of globalization and internet predicted that since people do not have to be together in order to work together, so simply they will not be. Both of these statements are deemed fallacious when recent innovative developments like coworking spaces are considered. Instead of dividing people and further rupturing community life, they reintroduce collaboration and community building through establishing an innovative office design that is being implemented worldwide. Coworking has been present for centuries, but the first forms of collaboration appeared in the beginning of the 20th century. Artists from around the world gathered in Paris to live and work. One of the establishments, La Ruche, was Continue reading
Mind Mapping – A Tool For Visually Organize Your Thoughts
Mind mapping is a very old technique which has been used for centuries for brainstorming, visual thinking and problem solving in all subject areas. Some of the earliest examples date back to the 3rd century where these techniques have been used by the famous Greek philosopher Aristotle. A mind map is a powerful graphic technique which provides a universal key to unlock the potential of the brain. It harnesses the full range of cortical skills – word, image, number, logic, rhythm, colour and spatial awareness – in a single, uniquely powerful manner. In so doing, it gives you the freedom to roam the infinite expanses of your brain. Mind mapping was further developed by Tony Buzan following his research into note-taking techniques in the late 1960s. Mind maps are a type of diagram used to visually display information in a relational way. Typically they start with a central idea, denoted Continue reading
Earnings Management – Definitions, Reasons and Examples
Earnings Management (EM) is the term used to describe the process of manipulating earnings of the firm to meet management’s predetermined target. The flexibility of accounting standards may cause some variability in earnings to occur as a result of the accounting choices made by management. However, earnings management that falls outside the generally accepted accounting choice boundaries is clearly unethical. The intent behind the earnings management also contributes to the questionable ethics of the practice. Some managers use EM as a means of deceiving shareholders or other stakeholders of the organization, such as creating the appearance of higher earnings to increase compensation or to avoid default on a debt covenant. The intent to use EM to deceive stakeholders implies that it can be unethical, even if the earnings management remains within the boundaries of GAAP or IAS. Earnings management has been defined as management’s exploitation of accounting flexibility to meet Continue reading
Impact of Information Technology on Organizations
The impact of information technology will have significant effects on the structure, management and function of most organisations. It demands new patterns of work organisation and effects individual jobs, the structure of groups and teams, the nature of supervision and managerial roles. Information technology results in changes to lines of command, authority and the need for reconstructing the organisation structure and attention to job design. Computer based information and decision support systems influence choices in design of production or service activities, hierarchical structures and organisations of support staffs. Information technology may influence the centralization or decentralization of decision making and control systems. New technology has resulted in a flatter organisational structure with fewer levels of management required. In the case of new office technology it allows the potential for staff at clerical/operator level to carry out a wider range of functions and to check their own work. The result is Continue reading
Goldratt’s Theory of Constraints – Constraint Management
An Israeli physicist, Eliyahu Goldratt wrote a book titled ‘The Goal’, about a factory manager’s quest to save his factory from being closed down for lack of profitability. It chronicles the process that the manager and his staff go through as they learn how to save their factory. What they learn is how to apply the principles of what Mr. Goldratt calls the “Theory of Constraints.” Theory of Constraints (TOC) is a logic-driven approach which focuses on system improvement. The core idea of TOC is that every organization has at least one constraint that prevents management from achieving the goal of the organization to a larger degree. A system can be defined as a collection of interrelated, interdependent components or processes that act in concert to turn inputs into defined outputs in pursuit of a particular goal. Linking systems to chains, TOC defines weakest link as a Constraint. Constraint limits Continue reading