Tools for Total Quality Management

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Table of Contents

Using the right analysis tool will compensate for inexperienced managers
Analysis tools and operation management
Analysis tools in finance and accounting
Computers and their impacts in management
Consequences wrong data entry
References

Using the right analysis tool will compensate for inexperienced managers

I disagree with the statement that usage of right tools do compensate for inexperienced managers. The assumption that success in project management is fully dependent on the usage of appropriate software rather than individual’s qualities, skills and experience is incorrect. Laying emphasis on desk based developed software, algorithms and software engineering is a futile exercise in the absence of cumulative qualities and skills of a manager (Rose, Pederson and Hosbond, 2007).

Analysis tools and operation management

Technological advancement is primarily focused on enhancement of faster and accurate managerial operations. Software and machines cannot operate independently. Human intervention is required. For example, consider a tractor cultivator, even if it is the latest model, without an experienced driver it would be of no use to the farmer. This applies to usage of right analysis tools in business management. Tools and techniques are not solutions in themselves. Mastering the techniques is also not enough. Financial and economic analysis is both an analytical and a judgemental process that gives solutions to subjects that have been developed in managerial context.

Management is the art of developing significant analytical problems and is targeted towards finding appropriate solutions to the problems. The process is only successful when the manager focuses on ways of structuring the problems and using the analysis tools only as a secondary manipulation step (Helfert, 2001). Therefore, analysis tools are only partially helpful in certain routine operations, but when it comes to financial and economic analysis, an experienced and strategic leader will be required. It is also crucial to maintain balanced relationship between managerial competences with the right analysis tools (McGovern, 1996).

Analysis tools in finance and accounting

Variety of analysis tools used in finance and accounting has been developed. The tools should be chosen in accordance to the organization requirement. They range from simple Ms Office tools to complex Mapping and integration tools. Other software programmes can process bills, calculate income tax returns and many other processes such as data storage and investment (Bangemann, 2005). However, software programmes that facilitate planning have been poorly explored and have not gained much popularity (Jackson, 1996).

Analysis tools are only an extension of managerial practice not a replacement for inexperienced managers. An experienced manager is capable of interpreting and analyzing an occurrence that require significant initiative with the ultimate decision maker (Helfert, 2001). An analysis tool cannot provide the adequate solution.

Computers and their impacts in management

Computers only facilitate interpretation of information that has been keyed into them by humans. They only perform according to the way they have been programmed (Tague, 2005). They do not provide answers to strategic problems that require critical evaluation, such as market accessibility of a commodity, the targeted group for the commodity or even forecasting market trends. Such issues can only be solved by experienced managerial analytical brains.

Computers are only machines. They never learn from mistakes. On this note, we view the bigger picture of the organisation management and ignore minor programs such as spelling and grammar check on Ms Word. However, people do learn form the erroneous information retrieved from the computer and fix the problems accordingly to prevent such mistakes from occurring again (Wilson, 1993).

Computers have brought a great change to entrepreneurial environment. There has been great impact brought about by new technologies, information revolution and internet on the business managerial practices world wide. For instance, the ability to access inventory status at both the customer and manufacturer/supplier levels, creative linkages through order processing and outsourcing that have guided companies on the actual demands patterns in the market.

Internet technology has been effectively used to manage, process, and store data throughout the world. Internet has facilitated instant sharing of information, linking entities with common interests and needs. Internet technology has been preferred for a number of services that include accounting, storage application, analysis software and allowing instant access to these services from all over the world (Helfert, 2001).

Consequences wrong data entry

Analysis tools require two things to perform efficiently, good data and result interpretation (Tague, 2005). For any wrong data entry, it causes enormous loss in terms of finance, time and other resources (Johnson and Kaplan1991). An inexperienced manager may fail to use the tool as required if his interpretation and data collection is poor. This may result to distorted, aggregated and delayed financial reports and decision making (Johnson and Kaplan, 1991).

However, in the view that the data gathered is correct, analysis system would be beneficial even to the inexperienced manager provided he or she consults with the more experienced staff. The final analysis outcome should correspond to the manager’s intuition. To sum it up, the only equivalent replacement of an experienced manager is costly loss in terms of finances, high turnover rate and loss of customers because it is the brains of these managers that fully interpret and analyze the outcomes of the reports and reach the ultimate decision.

References

Bangemann, T. (2005). Shared services in finance and accounting: Burlington: Gower publishing.

Johnson, T., and Kaplan, R. (1991). Relevance lost: the rise and fall of management accounting: Harvard: Harvard Business Press.

Helfert, Erich. (2001). financial analysis: tools and techniques: a guide for mangers: New York: McGraw hill companies, Inc.

Rose, J., Pederson, K., and Hosbond, J. (2007). Management competences, not tools and techniques: A grounded examination of software project management wm-data.

Tague, N. (2005). The quality toolbox: NY: ASQ Quality press.

Wilson, P., (1993). Root cause analysis. A tool for total quality management: NY: ASQ Quality press.

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