Solutions

Just like fashion designers bring out new collections every year, new management trends are always being born. And, in the same way that not every latest fashion suits everyone, every management method does not suit every company. Accordingly, dozens of terms buzz through the room. And since no one likes to admit that they have lost track, everyone nods knowingly, without really being able to say what is actually meant. So that this does not happen to you, we would like to present the most important approaches to you here:

Shareholder Value

The shareholder value approach means that a company is to trade with the interests of the shareholders as the top priority. The primary aim is therefore the maximising of the company value and the increase of the share price - thus maximising profit and increasing equity. This one-sided orientation has advantages but also disadvantages. After all, a company should not just take into account the interests of the shareholders but also, for example, those of the employees or the environment.

Balanced Scorecard

In the balanced scorecard system, in addition to the interests of the shareholders, those of the employees and the customers and suppliers are also taken into consideration. The company strategy and the aims are translated into key figures that can be used to measure all performances, not just the financial aspects. Therefore, for example, in addition to the cost reduction and the increase of profit, the reduction of complaints or illness can be aims, and their achievement can be assessed by using the key figures once again.

Benchmarking

A ski-jumper reaches a new world record. The other sportspeople and their coaches closely observe how he lifts off from the jump-off platform, which posture he assumes in the air, how he lands and, finally, what kind of skis and clothing he uses. Then they try to imitate him, and perfect his technique even more. That is exactly what benchmarking is. Translated into the field of economics, this means that one observes and compares other companies or different departments in one's own company. Then, one tries to copy the best methods or the optimal processes (best practice) in each case.

Kaizen / CIP

CIP stands for continuous improvement process. Kaizen is, in principle, the Japanese variant of CIP. This does not refer to sudden improvement through the development of new products or processes, but the endeavour to aim for constant and gradual improvement. CIP instruments are, for example, the internal suggestion systems, quality management or further training of employees. In Japan, Kaizen also means change. Products or processes are always updated so that they always appear interested in the latest.

Change Management

Change management refers to the organisation of changes. When company areas are outsourced, restructured or merged, when a company is taken over by another or relocated to a new location, this always entails major changes for the employees. To avoid too much unrest in the operation, tongues wagging or dissatisfaction and "internal emigration” spreading, employees must always be informed in good time or even given further training accordingly. The targeted management of these communication processes is called change management.

Key Account Management

A key account is a major customer. Therefore, in key account management, the most important customers are looked after by corresponding managers. The aim is that the customer can turn to a single contact person with all its requests, even if different company areas are responsible for them (one face to the customer) At the same time, the key account manager concludes new orders, in which he makes the customer aware of products of the company that the customer does not yet use.

Supply Chain Management

Supply chain management refers to the company’s all-embracing organisation of the production of a product, sometimes from the obtaining of raw material to recycling. Supply chain management is particularly seen in the automotive and textile industry.

Lean Management

With lean management, one aims to increase efficiency through the least amount of hierarchical levels possible and lean structures. Small teams should allow a quick flow of information and avoid work being done twice. Short decision paths should reduce reaction times. Through the assessment of production methods and processes, the production times should be reduced and over-capacities gradually removed.

Business Reengineering

The business reengineering methods should reduce costs and increase quality. To take into account the way times quickly change, previous workflows are not taken as gospel, but completely called into question. Existing processes are not changed and optimised cautiously but assessed from a new viewpoint and, when appropriate, completely redefined.

Management by daily routine

The daily routine in the company is usually very different. The pure management principles are often unperceivable. Each manager develops his own methods. Do you recognise yourself or your boss in one of the following?

Management by mushroom:
Leave employees in the dark, throw some manure on them from time to time and when their heads pop up, hack them off straight away.

Management by surprise:
Act and be surprised by the consequences.

Management by kangaroo:
Make big jumps with an empty pouch.

Management by hippopotamus:
Surface, open up your mouth, dive under!

Management by blue jeans:
A lot of give in the important places.

Management by helicopter:
Hover over things, descend briefly, stir up a lot of dust, then vanish again.

Management by Robinson:
Everyone waits for Friday.

Management by rocking-horse:
Constantly in movement without getting anywhere.

Management by vacuum cleaner:
Tearing around the business and taking care of all the dirt.

Management by sausage:
Everyone adds their own mustard.

Management by ping-pong:
Give back each file until it goes out.

Management by daisy:
Should I, shouldn’t I...

Management by Herod:
Anyone with a chance of being the successor is done in.

Management by Moses:
Send his people into the desert and hope for a miracle.

Management by egg:
First treat gently and then throw into the pan.

Management by ivy:
Grows on top of itself.