Visual Management

One basic management approach is worth a thousand expert opinion.

If there’s anything that the Philippine National Police should do to improve its image, and without spending much money in the process is simply to require its police force to emulate the Japanese “ritsuban” (stand guard) system. Here’s the link to Alice Gordenker article “Police who stand with big sticks” in the March 20, 2015 issue of Japan Times http://www.japantimes.co.jp/news/2015/03/20/reference/police-who-stand-with-big-sticks/#.VQ0yE_wwqSo

Ritsuban is a good example of police visibility. A police officer need not leave his post to be observant of whatever is not right. It is equivalent to Taiichi Ohno’s “hansei” (reflection) where junior engineers were required to stand inside a chalk circle in a factory during the early years of Toyota. Both approaches are proactive in character and intended as a solution looking for problems to solve.

Why copy the Japanese? Why not? The Japanese police is an active participant to Japan’s justice system that continue to maintain a high 99.7% conviction rate, according to Wikipedia.

The only trouble with Ritsuban is that Filipino police officers may be exposing themselves to potential harm from malevolent characters if they are not extra careful and observant.

Photo credit: Japan Times

Standard
People management

A manager is one who thinks he knows about management than the workers who do the job.

A traffic enforcer stopped a speeding car at the intersection of a busy location. The driver was a priest. Putting away his citation book, the cop said: “Father, I’ve to tell you there’s a Protestant cop at the next light.

In the same vein, I would often caution people managers in my popular seminar on “Superior Supervision” to reflect on their management style to heed W. Edwards Deming’s (1900-1993) admonition that “80% of all problems can be blamed to Management, and only 20% can be traced to the Workers.” This is usually strengthened by Peter Drucker’s (1909-2005) claim that “what we know in management is usually on how to make the work of people difficult” or words to that effect. It’s easy to understand Deming and Drucker if we know PLOC (planning, leading, organizing, controlling) under Management 101.

Fortunately, I lot of these managers listened to my advice. They were able to change their management style after learning more about themselves and the situation where they’re in. But does self-knowledge generally improve managerial behavior? You only have to reflect on the morale of the workers to find out. One barometer is the attrition rate.

Standard