Top-10 Management Methods of 2017

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Top-10 Management Methods of 2017
Jaap de Jonge, Editor
Dear members, we have combined the visitor statistics for all of our 12 languages and have now published the Top-10 Management Models of 2017! Have a quick look…

Apparently these are most important for managers, professionals and students.

⇒ Which method was most important in 2017 for you? Why?

Stakeholder Analysis
De Decker Marc, Member
For me, the most important management subject in 2017 was Stakeholder Analysis. A new Board of Directors had to be put in place. To define a new vision and strategy for the organization it is crucial to capture the requirements of all stakeholders and not in the least of the government organizations, the partners and the goal audience of the non-profit organization.

Conscious Based Management Approaches
srinivas, Member
As per the article published in IEEE journal in 2017, Artificial Intelligence is no longer confined to the realm of the text books. With the advent and application of artificial intelligence concepts, I think it is time to have a look at the practices of the management once again. Conscious-based approaches to management I think will be gaining importance in the future scenario.
With today's technology it's possible to capture all rational based knowledge in the form of an ontology.It's also possible to know what a change event means for an organization and rationally what steps need to be taken.However what today's manager need is to have such an awareness which considers the conscious based factors such as hunger, sleep, reflection, creativity etc which are 23 in number.The above factors when considered in self and all the people involved in the decision making process, then the decisions may not go wrong.Such decision making by keeping the source of life in mind which in turn enables authentic quality level of experience is called management by conscious.

Defining Paradigm Shift
@De Decker Marc: I agree with the importance of stakeholder analysis, along with defining paradigm shifts. The big increase in expectations of stakeholders has forced the management to find innovate ways and paths to deliver in today's most competitive world. These 2 concepts have practically necessitated an earliest and wholehearted adoption of innovation to stay in the limelight.

Useful and Enlightening
Ivan Kohlinsky, Member
The list shows that the 'modern' management equivalents of having your coffee served in a jam jar, your breakfast served on a shovel, or your steak served on a (possibly) E Coli infested wooden board are probably more spin than substance, and so did not make it into the list.
Although one side of me 'sort of' hoped that something that very few of us had heard of, that could be incredible useful and insightful, might have broken through and educated us all / opened our minds!

Popular = Effective Concepts???
Olaf de Hemmer, Member
Thank you for this statistic view of management approaches! I just hope this 'popularity' index is not linked with preference of use by managers and with 'effectiveness' of their implementation!
Fayol and Taylor sure are historical reference, but I do not think they should be implemented in 21st century corporations.

Understanding the Needs of your Employees is Key
Joseph K Maltese, Member
Having gone over this and the McClelland Theory of Needs I find something lacking. I may be missing the point you are trying to make. Having 50 years in management, and exposure to a lot of the "management systems du jour", I find the key is a lot simpler.
I suggest we go back to Maslow. If you don't treat your people right (meet their needs) you don't have a firm foundation for any management process. You need to understand the needs of the people who are doing the work, meet those needs, AND ONLY THEN can you apply various management processes.
I have seen a poor manager (applying the then current management technique) stifle a great work force and a great leader leading from his heart / common sense incentivize a mediocre work force to greatness. Statistics aren't answers or explanations - just observations quantified. Peoples' behavior is digital (they do or do not) not analog as statistics would appear to show.

Governance Role of the Board
Brillo L. Reynes, Member
@De Decker Marc: Indeed, Stakeholder Analysis is a very useful tool for setting corporate directions by the Board. However, there are many other critical concerns that the Board is responsible for, among which are its oversight function over management performance. It is then very important to have a very good mix of expertise, experience and views among the directors comprising the Board, for it to effectively exercise its governance function.

I Agree Completely; People are your Most Important Resource
William Ennis, Member
@Joseph K Maltese: Good managers realize how important it is to influence your people so they will be both effective and efficient in the workplace. The only way to do this well is to get to know what makes them tick... Get to know them and address their needs and do it from the heart.

Continual Improvement and Stakeholder Analysis
Mairiead MacLennan, Member
I admit to being a 'cut to the chase' individual, and I agree entirely that people do or they don't so it is vital the as manager you are able to say that's OK, or indeed that's NOT. Working in the NHS under microscopic scrutiny by society for 'PC' attitudes and behaviours with managers being identified as the scourge of the organisation, somedays feels like a strait Jacket. It is SO difficult to get things DONE! Wading through bureaucracy is life sucking. Now I just do what I believe is right; treat people the way I would want to be treated, be honest direct and empathetic, never brutal always enthusiastic and say please and thank you, acknowledge a job well done and even more acknowledge when it may not be so well done but you know someone tried hard. We have Stakeholder Analysis in the form of something called iMatters, we utilize it constructively, knowing SENIOR management just see it as staff moaning. They have forgotten that middle management is the hardest place to be.

Cubrix Maturity Model
De Decker Marc, Member
@Brillo L. Reynes: Do you see any similarity with the symbiotic paradigm / fluid organization type / Holistic approach / in the Cubrix maturity model? Is this framework in your view a useful (change) management tool?

Working as a Cohesive Whole
srinivas, Member
There is a knowledge body which deals with authentic quality level of experiences. The knowledge body is known as Madhu vidya. It is based on system thinking. Sages on long term contemplation have visualized that a system comprising of the following interdependent entities can be realized in self (source of life)and resulting experience is of higher quality. The entities are 1.Corporeal being 2.Life 3.Mouth 4.Eye 5.Ear6.Light7.Space in heart 8.Mind 9.Righteousness10.Voice 11.Truth 12.Mankind 13.Cosmic Body 14.Breath.
Consider the organization as a living entity and map the elements to current context. For example Ear can be the department which deals with service or product feedback etc.
Since the departments are comprising of people and people comprise of different layers of being such as physical, intellectual etc, preparation at each layer with regard to tendencies need to be worked on and coupled with management by consciousness would enable to increase in cohesive bonding.

World Economic Forum
De Decker Marc, Member
@Srinivas: Dear Srinivas. I fully agree with you. It is a promising vision that supports e.g. the vision of Matthieu Ricard that altruism is the answer for most of the current world issues as formulated by the UN development goals. We need new long term visions and management tools that help implement them. They are repeatedly asked for in the captured user needs and stakeholder requirements! More info.

Mohamed Salem - Projects Director
Mohamed Salem, Member
As in my market place we have a lot of dynamics and unforeseen events during the last few years, the situational management approach was useful.

Situational Management Useful for Dynamics
Jaap de Jonge, Editor
@Mohamed Salem: please elaborate a little more in what way was the Situational Management approach useful in dynamic circumstances?

10 Schools of Thought, Mintzberg
Sayran Ghafuri, Member
I think that strategic thinking is very important because thinking is the source of the behavior of individuals and therefore the source of the behavior of organizations and the behavior of the organizations of many of the economic impacts, social and political environment in which the organization works.

Ishikawa in Combination with 5Why
Matthias Bittrich, Member
Customers like to lie to themselves and avoid transparency at all costs. Departments like to do finger-pointing and blame others, naming, blaming, shaming. But this leads to nowhere. So it is urgent to lead them and show different organizational and process weaknesses. Inside BPM-methods using the Fishbone/Ishikawa and deepening it with the 5-Why root cause analysis was the most successful method to me.

Historical Concepts in Present Era
Chander Shenoy, Premium Member
@Olaf de Hemmer: Today VELOCITY has emerged as an important parameter in business. Everyone wants decisions to be quick, turnover to be faster, income should be multiplied etc. The historical concepts which have remained steadfast for decades are valid even today, but need to be moderated with style of functioning in the present era. A democratic leader is visible even today but works under different constructs and constraints and therefore his way of functioning has changed. While he remains a democratic leader, his decision making process has undergone a change. To keep with the VELOCITY, he uses computer based decision support systems. You can see here that in the decision making process, apart form his subordinates, another entity has joined.
I would also like to comment on what @Matthias Bittrich has said about Ishikawa & 5 WHY: Both Ishikawa and 5 Why methods are post-event tools. They assume that failures will occur. Can we think in terms of preventing failures or at least minimizing them. What about Scenario Building coupled with Ishikawa/ 5 Why ? Something in line with FMCA / FMECA.

Value(s) Management + Systems Thinking
Olaf de Hemmer, Member
@De Decker Marc: I totally agree about the importance of stakeholder management.
The next question is what do they want, or (much better but difficult) what do they need?
The paradigm shift mentioned by many others is in my point of view to start with answering "What is it for?" WITH THE STAKEHOLDERS. Methods and tools exist to help them express their 'real' needs (often difficult for them to define in other terms than solutions).
And then to disrupt/innovate by asking the question "What is enough?" to meet these needs.
These 3 points are the core of Value(s) Value(s) Management, allowing system thinking.


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