QAspire

NOVEMBER 21, 2012

Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable. The forces of destruction begin with toddlers — a prize for the best Halloween costume, grades in school, gold stars — and on up through the university.

Deming 150

Deming System Management Bottom-up 150

Deming Institute

MARCH 25, 2019

Management by Objective, incentive pay, business plans cause further loss, unknown and unknowable. The destruction continues on up through universities and into work, where people are ranked. Rewards for the one at the top, punishment for one at the bottom. Learned from Dr. Deming; school and work are the same institution.

Senge 63

Senge Education Deming Industry 63

Deming Institute

SEPTEMBER 1, 2016

Management by objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable. The forces of destruction begin with toddlers — a prize for the best Halloween costume, grades in school, gold stars — and on up through the university.

Deming 28

Deming Senge Management by Objectives Bottom-up 28

Harvard Business Review

APRIL 20, 2012

Deming insisted that companies, "Eliminate management by objective." Sears' Chairman at the time, Ed Brennan, acknowledged that the stretch goal gave employees a powerful incentive to deceive customers. In my opinion, there can be no such debate over the lack of usefulness of stretch goals. Here's why.

Goal 15

Goal Metrics Deming Banking 15

Harvard Business Review

NOVEMBER 13, 2015

It provides control over sales incentive spending around the world, and it simplifies plan management and administration.” ” Others argue that a single global incentive plan per sales role doesn’t work: “Sales is a local function. Diversity makes a global sales incentive plan impractical and dangerous.”

Globalization 8

Globalization System Incentives Guidelines 8

Harvard Business Review

JUNE 24, 2016

And he believed that managers wrongly apply incentive pay plans, forced rankings, and all sorts of carrots and sticks to create the illusion of control without solving root performance problems. Many management thinkers have built upon Deming’s philosophy, yet his core message seems lost to time.

Deming 15

Deming Management Senge Taylorism 15