A study of the balancing of lean thinking and stakeholder salience in decision-making

2020 ◽  
Vol 32 (3) ◽  
pp. 441-460
Author(s):  
Bruce H. Bader ◽  
M. Affan Badar ◽  
Suhansa Rodchua ◽  
Alister McLeod
Keyword(s):  
Decision Making ◽  
Geographic Location ◽  
Middle Level ◽  
Stakeholder Salience ◽  
Organization Size ◽  
First Line ◽  
Senior Managers ◽  
Line Managers ◽  
Lean Thinking ◽  
Content Type

PurposeThis research brings together two streams of thought applied to decision-making: lean thinking and stakeholder theory. Both have been identified as ways to improve organizational value. Previous studies disagree regarding whether they can work together. This study investigates if managers balance stakeholders and lean thinking in decision-making.Design/methodology/approachThis research investigates if both lean thinking and stakeholder salience share common literature by using data mining. It surveys organizations that perceive themselves as lean and have multiple diverse stakeholders to determine whether waste and salience are considered when making decisions. An ANOVA is done to see if organization type, management level, organization size, geographic location, or lean maturity has an effect on the priority of stakeholder salience or lean thinking's waste variants when making decisions.FindingsFindings of this research are: 1) stakeholders salience criteria are considered more often than lean thinking's waste variants in decision-making by managers as a whole and in particular by middle-level managers and senior managers. However, lean thinking's waste variants are considered as often as stakeholder salience criteria by first-line managers. 2) The ranking of stakeholder salience in making decisions is not affected by organization type, respondent position, organization size, perceived lean experience, or geographic location. The organization type, organization size, lean experience, and location do not affect the ranking of lean thinking variants either. But the ranking of lean thinking's waste variants is significantly different for first-line, middle-level, and senior managers. Middle-level managers rank lean thinking higher than that of either first-line or senior-level. Because of this, middle managers have a more balanced approach in using lean thinking and stakeholder salience than other managers. 3) Stakeholder salience criteria have a significantly higher ranking than lean thinking variants in making decisions for all organization types: manufacturing and nonmanufacturing.Originality/ValueThis research demonstrates a significant disconnect exists between lean thinking and demands of stakeholders that impacts the value of an organization, and only middle-level managers bring balance and awareness of both streams of thought. An empirical instrument has been developed to balance the stakeholder salience criteria with the lean thinking variants.

Sustainable Lean in psychiatry? Assessment through socio-technical principles

2016 ◽  
Vol 8 (1) ◽  
pp. 53-71 ◽  
Author(s):  
Pernilla Lindskog ◽  
Annika Vänje ◽  
Åsa Törnkvist ◽  
Jörgen Eklund
Keyword(s):  
Practical Implication ◽  
Research Area ◽  
Negative Effects ◽  
First Line ◽  
Senior Managers ◽  
Line Managers ◽  
Lean Implementation ◽  
Content Type ◽  
Technical Principles ◽  
Power And Authority

Purpose – This paper aims to identify conditions affecting sustainability of Lean implementations in Swedish psychiatric healthcare, from a socio-technical perspective. Design/methodology/approach – Longitudinal focus group interviews were conducted with 24 first-line managers within Swedish psychiatric healthcare. The analysis was made using Cherns’ ten socio-technical principles and a framework for sustainable development work in healthcare. Findings – The most critical socio-technical principles for a sustainable Lean implementation were boundary location; power and authority; and compatibility. At hospital level, socio-technical principles were inhibited by the weak ownership of the Lean implementation. However, strong ownership at division level meant the same principles were supported. Unclear goals made follow-ups difficult which had negative effects on the learning processes in the Lean implementation. The role and responsibility of first-line managers were unclear in that they perceived they lacked power and authority resulting in negative effects on the participation – an important sustainability concept. Originality/value – Empirically based papers assessing Lean implementations in psychiatry are rare. This study is a contribution to the research area of sustainable Lean implementations in healthcare. The practical implication of this study is that decision makers, senior managers, first-line managers and psychiatrists can be supported in reaching sustainable implementations of Lean.

A multiple criteria group decision-making approach for the assessment of small and medium-sized enterprise competitiveness

2019 ◽  
Vol 57 (2) ◽  
pp. 480-500 ◽  
Author(s):  
Joana M. Gonçalves ◽  
Fernando A.F. Ferreira ◽  
João J.M. Ferreira ◽  
Luís M.C. Farinha
Keyword(s):  
Decision Making ◽  
Evaluation System ◽  
Cognitive Mapping ◽  
Assessment System ◽  
Senior Managers ◽  
Content Type ◽  
Face To Face ◽  
Decision Making Processes ◽  
Constructivist Epistemology ◽  
Study Context

PurposeSmall- and medium-sized enterprises (SMEs) have become increasingly important in national and international markets because they contribute to the development of local and national economies. SMEs often face serious challenges when competing with multinational companies. The purpose of this paper is to develop a method for assessing SMEs’ competitiveness.Design/methodology/approachBased on a constructivist epistemology, this study makes an integrated use of cognitive mapping and the measuring attractiveness by a categorical-based evaluation technique (MACBETH). To this end, face-to-face sessions were conducted with a panel of entrepreneurs and senior managers who deal with the challenges of maintaining SME competitiveness every day. The proposed assessment system was tested and validated by the panel members.FindingsThe methodological processes adopted in this study provide promising results for decision makers seeking to identify the most competitive SMEs. Specifically, the results emphasize, among other points, the importance of innovation and the human dimension to gaining competitive advantages.Research limitations/implicationsThe evaluation system developed in this study is extremely versatile and confirms the usefulness of integrating cognitive mapping and MACBETH to facilitate evaluations of SME competitiveness. However, due to its idiosyncratic and process-oriented nature, generalizations need to be done with caution.Practical implicationsThe proposed method can be valuable to researchers seeking to develop mechanisms for evaluating SMEs’ entrepreneurial performance and include specialized know-how and sensemaking in organizational decision-making processes.Originality/valueThe integrated use of cognitive maps and MACBETH contributes to a better understanding of how to assess SMEs’ competitiveness. No prior work reporting the use of this dual methodology in this study context has been found.

“Stuck in the middle” first-line healthcare managers’ responsibilities and needs of support when applying Lean

2020 ◽  
Vol 12 (2) ◽  
pp. 173-186
Author(s):  
Therese Kahm ◽  
Pernilla Ingelsson
Keyword(s):  
Health Care ◽  
Health Care Organization ◽  
Shared Responsibility ◽  
Care Organization ◽  
First Line ◽  
Line Managers ◽  
Content Type ◽  
Lean Principles ◽  
Organizational Issues ◽  
The Relationship

Purpose The purpose of this paper is to present the supportive conditions that the first-line health-care managers claim that they need from their own managers and what they experience as their own roles and responsibilities in relation to their coworkers when applying Lean principles and practices. Design/methodology/approach A survey with a Web-based questionnaire was designed and used in a Swedish health-care organization two years after the initiation of Lean to investigate the managers’ views on their role, conditions and ability to create change according to Lean. The result from two of the questions will be presented where one focuses on the relationship to the first-line managers’ own manager and the second on the relationship to their coworkers. Findings The results show that to initiate improvement, work based on Lean first-line managers ask for own managers who are assured about Lean, include them in discussions and ask for follow-ups and results about Lean. Concerning first-line managers’ relation to their coworkers they experience themselves as responsible for leading toward creating a culture where problems and mistakes are viewed as possibilities to improve, for encouraging that new work procedures are tested and for creating commitment and inspiration in relation to their coworkers. Originality/value The questions can be used separately or as part of an entire questionnaire before and along the Lean process to highlight organizational issues such as shared responsibility and supportive relations when developing health care.

scholarly journals Management perceptions of competencies essential for middle managers

2004 ◽  
Vol 30 (1) ◽  
Author(s):  
Bongani Mbokazi ◽  
Deléne Visser ◽  
Linda Fourie
Keyword(s):  
Middle Managers ◽  
Interpersonal Competence ◽  
First Line ◽  
Senior Managers ◽  
Line Managers ◽  
Managerial Competencies ◽  
Males And Females ◽  
Interpersonal Competencies ◽  
Different Levels

The aim of the study was to establish whether managers at different levels of the organisational hierarchy perceive different managerial competencies as important for middle managers, and whether there were differences between the perceptions of males and females. The participants consisted of 444 senior, middle and first-line managers from a parastatal organisation in Botswana. They completed a questionnaire that assessed their opinions on the importance of six broad competencies for middle managers. It was found that senior managers rated interpersonal competence as more important than middle managers, whereas first-line managers rated operational competence as more important than middle managers. Females perceived analytical and operational competencies as more important than males, whereas males perceived interpersonal competencies as more important than females. Opsomming Die doel van die studie was om vas te stel of bestuurders op verskillende vlakke van die organisatoriese leer verskillende bestuursbevoegdhede belangrik ag vir middelvlakbestuur en of die persepsies van vroue van dié van mans verskil. Die deelnemers was 444 senior, middel- en eerstevlakbestuurders van ’n semi-staatsorganisasie in Botswana. Die bestuurders het ’n vraelys voltooi waarin hulle hul menings oor die belangrikheid van ses breë bevoegdhede vir middelvlakbestuurders moes aandui. Daar is bevind dat senior bestuurders meer klem op interpersoonlike bevoegdheid as middelbestuurders plaas. Daarteenoor het eerstelyntoesighourers operasionele bevoegdheid as belangriker geag as middelbestuurders. Vroue het analitiese en operasionele bevoegdhede as belangriker beskou as mans en mans het interpersoonlike bevoegdhede as belangriker beskou as vroue.

Creating a development force in Swedish healthcare

2019 ◽  
Vol 32 (8) ◽  
pp. 1132-1144
Author(s):  
Therese Kahm ◽  
Pernilla Ingelsson
Keyword(s):  
Design Methodology ◽  
Healthcare Organization ◽  
First Line ◽  
Line Managers ◽  
Content Type ◽  
Clear Vision ◽  
Work Tasks ◽  
Ability To Drive

Purpose The purpose of this paper is to present the results from a study that investigates first-line healthcare managers’ views on their role and the conditions that influence their ability to drive improvement work based on Lean. Design/methodology/approach A questionnaire was sent to all first-line managers in a healthcare organization to investigate their views on their role, conditions and ability to create change according to Lean. The results from four of the questions are presented, which focus on how crucial they consider their role to be for managing improvement work based on Lean, what work tasks their time is spent on, what factors they consider to be important to their ability to drive change and what factors best describe what Lean provides. Findings The results show that first-line managers claim that their role is crucial in improvement work, but when they defined their work tasks, the time spent on improvements was not frequently described. Time, support from coworkers, and a clear vision and clear goals were the three factors that they considered to be most important to their ability to drive improvement work. Considering their leadership, Lean contributed to the structure with tools and supportive methods. Originality/value The questions can be used separately or as part of the entire questionnaire before and along a Lean process to obtain a better understanding of how to create a sustainable Lean approach in healthcare. Understanding the factors that first-line managers consider supporting their ability in improvement work and what they consider Lean provides is important in creating a development force in Swedish healthcare.

Effective training for first-line managers

2017 ◽  
Vol 25 (7) ◽  
pp. 27-29
Keyword(s):  
Soft Skills ◽  
First Line ◽  
Line Managers ◽  
Content Type ◽  
Communication Interaction ◽  
Effective Training ◽  
Pertinent Information ◽  
Training Courses ◽  
The Uk ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Current training programs offered by external providers in the UK are not equipping new managers with the non-technical skills needed to effectively work with and manage people. The focus instead tends toward capabilities appropriate to more experienced managers. It is therefore critical to identify core soft skills and ensure that training courses place significant emphasis on communication, interaction, and teamwork. Providers must also factor in the growing significance of technology for younger management recruits. Regular monitoring of programs is essential to make sure that content remains appropriate as culture evolves. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Shipping managers’ information behavior during a pandemic crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kelly Gerakoudi-Ventouri
Keyword(s):  
Decision Making ◽  
Market Competition ◽  
Information Behavior ◽  
Digital Information ◽  
Capital Investments ◽  
Information Uncertainty ◽  
Senior Managers ◽  
Content Type ◽  
Information Behaviors ◽  
Daunting Challenge

Purpose A significant body of literature suggests that shipping companies operate in an extremely volatile and risky environment, relying on the effective use of information to remain competitive. However, decision-making in this market is demanding because of the high uncertainty, market competition and significant capital investments. Moreover, the rapid spread of COVID-19 renders information uncertainty a daunting challenge for companies engaged in global trade. Hence, this study aims to explore the information behavior of managers in a time of crisis seems compelling. Design/methodology/approach This study provides novel insights into the information behavior of senior managers by adopting a qualitative approach. Forty-nine semi-structured face-to-face interviews with individuals from Hellenic shipping companies were conducted. Moreover, this study explores the extant theory qualitatively, using the grounded theory methodology and shows that an unprecedented event (pandemic crisis) can redefine the information behavior of managers. Findings This study highlights the importance of information in decision-making. Moreover, the results show that, during a pandemic, managers resort to alternative information sources, adopt collaborative information behaviors and take advantage of digital technology. Originality/value There is limited research in exploring the information behavior of managers in times of pandemics. This research underscores the fact that during a crisis, managers seek information from digital information resources and decision-making assumes a more decentralized form. This study concludes with a discussion of the theoretical and practical implications of these findings.

scholarly journals Independent Reviewing Officers’ and social workers’ perceptions of children’s participation in Children in Care Reviews

2019 ◽  
Vol 14 (3) ◽  
pp. 162-173
Author(s):  
Clive Diaz ◽  
Hayley Pert ◽  
Nigel Patrick Thomas
Keyword(s):  
Decision Making ◽  
Young People ◽  
Social Workers ◽  
Local Authority ◽  
Senior Managers ◽  
High Turnover ◽  
Content Type ◽  
Children’S Participation ◽  
Children's Participation ◽  
Children In Care

Purpose The research reported here forms part of a study of children’s participation in children in care reviews and decision making in one local authority in England. The purpose of this paper is to outline the views of 11 social workers and 8 Independent Reviewing Officers (IROs) and explores their perceptions of children’s participation in reviews. The paper considers the barriers to young people participating meaningfully in decision making and how practice could be improved in this vital area so that children’s voices are more clearly heard and when possible acted upon by professionals. Design/methodology/approach The data reported here derive from a qualitative cross-sectional study in one English local authority. The entire study involved interviewing children in care, IROs, social workers and senior managers about young people’s participation in their reviews. Findings from the interviews with young people and senior managers have been reported elsewhere (Diaz and Aylward, 2018; Diaz et al., 2018); this paper focusses on the interviews with social workers and IROs. Specifically, the authors were interested in gaining insight into their views about the following research questions: To what degree do children and young people meaningfully participate in reviews? What are the barriers to participation? What can be done to improve children and young people’s participation in reviews? Findings During this process seven themes were identified, five of which concerned barriers to effective participation and two which concerned factors that appeared to support effective participation. These are summarised below and explained further in the following sections. Barriers to effective participation: social workers and IROs’ high caseloads and ensuing time pressures; high turnover of social workers and inexperienced staff; lack of understanding and training of professionals in participation; children and young people’s negative experiences of reviews and consequent reticence in taking part; and structure and process of the review not being child-centred. Factors which assist participation: quality of the relationship between the child and professionals; and the child or young person chairing their own review meeting. Research limitations/implications Although these findings reflect practice in one local authority, their consistency with other research in this area suggests that they are applicable more widely. Practical implications The practice of children chairing their own reviews was pioneered by The Children’s Society in North West England in the 1990s (Welsby, 1996), and has more recently been implemented with some success by IROs in Gloucestershire (see Thomas, 2015, p. 47). A key recommendation from this study would be for research to explore how this practice could be developed and embedded more widely. Previous research has noted the tension between the review being viewed as an administrative process and as a vehicle of participation (Pert et al., 2014). This study highlighted practitioner reservations about young people chairing their own reviews, but it also gave examples of how this had been done successfully and how it could improve children’s participation in decision making. At the very least, it is essential that young people play a role in deciding where the review is going to take place, when it will take place, who is going to be invited and what will be included on the agenda. Social implications The paper highlights that in this Local Authority caseloads for social workers were very high and this, combined with a high turnover of staff and an inexperienced workforce, meant that children in care struggled to have a consistent social worker. This often meant that young people were not able to build up a positive working relationship with their social worker, which negatively impacted on their ability to play a meaningful role in decision making. Originality/value There have been very few recent studies that have considered professionals’ perspectives of children’s participation in key meetings and decision making, so that this provides a timely and worthwhile contribution to this important area of work.

scholarly journals Unravelling the unarticulated: SME managers and the role of tacit expertise in marketing

2020 ◽  
Vol 22 (1) ◽  
pp. 65-78
Author(s):  
Barry Ardley ◽  
Sanngarri Naikar
Keyword(s):  
Decision Making ◽  
Tacit Knowledge ◽  
Theory And Practice ◽  
Market Place ◽  
Senior Managers ◽  
Content Type ◽  
Learning Challenges ◽  
Marketing Decision ◽  
Depth Interview

Purpose The purpose of this paper is to understand the role played by tacit knowledge in marketing decision making in small and medium-sized enterprises (SMEs) and to extrapolate the ramifications, in terms of practice and theory generation. Design/methodology/approach To provide support for the existence of tacit expertise, research was framed around three key questions and in-depth interview data drawn from SME senior managers. Although limited in number, interviewees represent a range of different types of SME businesses. Findings In SMEs, tacit knowledge presents a reservoir of expertise that reflects the recondite characteristics of marketing decision making. Strategies in marketing were found to be about locally situated networks, intersubjective knowledge and intuitive based judgements that led to important company advantages in the market place. Practical implications Based on an analysis of the findings and despite the abstruse nature of tacit knowledge, this paper tentatively suggests ways for marketers to unravel it. The suggestion is that tacit and locally significant experience and expertise in marketing is a basis for theory and practice, with potential for dissemination. Originality/value Tacit knowledge is a notable, yet widely overlooked area of SME marketing. Highlighted here are both managerial and learning challenges in terms of better conceptualising the understanding of marketing and SME activity regarding this largely unarticulated base of practice.

Evidence-based management of Caribbean health systems: barriers and opportunities

2017 ◽  
Vol 22 (2) ◽  
pp. 104-117 ◽  
Author(s):  
Damian Eisenghower Greaves
Keyword(s):  
Decision Making ◽  
Health Systems ◽  
Policy Development ◽  
Small Island ◽  
Evidence Based ◽  
Senior Managers ◽  
Content Type ◽  
Island States ◽  
Leadership Strategy ◽  
Barriers And Opportunities

Purpose The purpose of this paper is to explore and assess barriers and opportunities for evidence-based management (EBMgt) and decision-making in healthcare systems of the small island developing states (SIDSs) of English-speaking Caribbean. Design/methodology/approach The study utilized grounded theory to collect and analyze data on experiences and perceptions of 20 senior managers/leaders from seven Ministries of health in the region. It used semi-structured, in-depth interviews comprising open-ended questions. Data analysis comprised open, focused and theoretical coding. Findings EBMgt and decision-making is not a prominent approach taken by top officials of health systems because of internal and external barriers to its use. Indeed the absence of a culture of decision-making based on evidence pervades the public services of Caribbean island states. Notwithstanding, there are opportunities for meaningful application of this management/leadership strategy. Originality/value To the author’s knowledge, this is the first assessment of the application of EBMgt to health systems of SIDSs of the Caribbean. This paper is concerned with the approach to decision-making in health systems across island states and lends support to the use of evidence in decision-making and policy development. It provides useful direction for policy makers, and senior managers/leaders of these systems.

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