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101MH1

I have chosen then Total Quality Management theory. TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives (Hashmi). A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes. This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process (Gilbert, 1992). TQM has advantages and disadvantages in both production and employees participation. AtlantiCare is a company that is a good example that utilized TQM in a successful way. After creating benchmark goals for employees to achieve at all levels – including better engagement at the point of delivery, increasing clinical communication and identifying and prioritising service opportunities – AtlantiCare was able to thrive (EuropeanCEO, 2014).

I also liked the Chaos theory, however I could not find an example of a success story. Change is constant. Although certain events and circumstances in an organization can be controlled, others can't. Chaos theory recognizes that change is inevitable and is rarely controlled. While organizations grow, complexity and the possibility for susceptible events increase. Organizations increase energy to maintain the new level of complexity, and as organizations spend more energy, more structure is needed for stability. The system continues to evolve and change (Hawthorne). Adaptability and evolution is vital in a constantly changing environment especially as a large and complex company as Ford is. The disadvantage is that this is a nonlinear system, and many things in business especially finances are believed to be a linear system.

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102PB2

The management theory that best fits into Army aviation is a systems theory. To define the theory, we must first define what a system is. “A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well” (McNamara, n.d.). The clearest example is a car. If you take away the engine, the entire car breaks down. The same is with a systems theory. Each part of the system is dependent on the other to keep moving.

A system can be looked at as having inputs, processes, outputs, and outcomes (McNamara, n.d.).

Inputs

- aircraft parts (on hand, ordered through supply system, and ordered from manufacturer)

- tools (regular and special)

- workspace (covered maintenance area and parking pads)

- people (mechanics, electricians, sheet metal repair, managers on all levels, test pilots, contractor support)

- money (for acquisition of other inputs)

Processes

- Part acquisition is one of two ways: through normal supply system it is paid for and ordered, or it is requested through the manufacturer (Boeing) and when released, a 1 for 1 swap is accomplished.

- All maintenance is accomplished according to the training manual. This specifies who can do the work, how long it should take, what tools are required, and what follow-on operational checks are required.

Outputs

- Minimal aircraft down time

- Minimal money required to repair aircraft

Outcome

- Safe, reliable aircraft available for flight anywhere, anytime

- Maintenance conducted at a sustainable pace

This view of the organization from this theory will highlight process successes and failures almost instantaneously. Each part of the system is dependent on another part, and this dependency changes depending on which phase of the repair (project) you are at. The outcome is always the same: to put safe, reliable aircraft into the air.

The downfall of looking at the organization from this theory is that it will highlight where the fault lies, but it doesn’t necessarily make it easy to identify exactly what the problem is.

103NC3

Contingency theory of management is the approach that will be the best approach for my improvement process plan. A contingency approach to management is based on the theory that management effectiveness is contingent, or dependent, upon the interplay between the application of management behaviors and specific situations. In other words, the way you manage should change depending on the circumstances. One size does not fit all. (Hofler, 2016) The role of management in the contingency approach is to develop the best management solution for any given organizational environment.

The contingency theory uses the managers to make decisions based on all aspects of the current situation and then act on those aspects. I feel this theory provides me with the tools needed to analyze the issue of placing the right person in the right job and at the right time in their career. The contingency theory allows the human resource managers to look at all aspects of a person’s career and make knowledgeable and supportable choices. Contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. It is the approach that “it depends” is the answer. (McNamara, 2016)

The benefits of using the Contingency theory have opened the scope of leadership understanding from the focus on a single, best type leadership trait to the importance of a leader’s style and the demands of different situations. It also, suggests that leaders are not equally effective in all situations and therefore organizations should consider leaders in optimal situations according to their leadership style. Contingency theory supplies data on leadership styles that could be useful to organizations in developing leadership profiles for human resource planning. (Northhouse, 2007)

The reasons why contingency theory may fail are along the same line it has for its strengths. It fails to adequately explain, what should be done about a leader/situation mismatch in the workplace and why leaders respond to situations differently.