Chapter 7 talks about management. It mentions the different approaches to management in this chapter: management by objectives (MBO), organizational development (OD), operations research (OR), program evaluation and review technique (PERT), quality circles (QC), and total quality management (TQM).
MBO defines short term and long term objectives and records program results to determine their effectiveness. Throughout the world, private and public organizations have used this approach because it distinguishes between functions and objectives. It also calls for rapid change and for managers to be flexible and to think quickly on their feet.
OD is “a process for increasing an organization’s effectiveness by integrating an individual’s desire for personal growth with the organization’s goals” (p. 173). Managers use change agents whom are outsiders that help bring about change in the organization.
OR emphasizes efficiency through maximizing payoffs in goals the agency sets out to accomplish. It relies heavily on “probability theories, queuing techniques, and mathematical model building.” OR originated after WWII in England so that they could study bombing runs and submarine warfare. The U.S. in turn adopted this approach to help solve problems like bus schedules, mail delivery, waste management, etc.
PERT maps out steps to carry out a program. It basically aims toward finding the best possible solution that requires the least amount of work or steps. QC is a small group of employees that try to solve problems that directly affect their work. It requires much participation, innovation, and flexibility. TQM involves continuing concern for quality in the production of goods. It seeks top performance (as should every organization).
I believe all these approaches are great especially when aspects from each of them are combined to reach optimum performance, quality, and efficiency of the organization at hand.
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