Management Schools and Theorists:

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Management Schools and Theorists:

A Look at W.E. Deming and Peter Drucker

Abstract
W. E. Deming and Peter F. Drucker are two well-known theorists in the field of management who have their own beliefs on how businesses (organizations) should and could be managed in order to maximize productivity to its fullest potential. Summarized biographies and overviews of each theorists’ beliefs and association with a particular school of management is explained. Sources and references include published literature, articles, and Internet websites. A final look at how each theorist’s view has similarities, yet differ, is detailed in the conclusion.

Management Schools and Theorists:

A Look at W.E. Deming and Peter Drucker
There are several well-known schools/theories of management thought and many famous theorists associated with them. W. Edwards Deming and Peter F. Drucker are two well-known theorists in the field of management who have their own beliefs on how businesses (organizations) should and could be managed in order to maximize productivity to its fullest potential. Deming is known for his work in Total Quality Management (TQM), while Drucker is commonly associated with the Contemporary School, specifically Knowledge Management. Though each school of theory has its own practices, there are common links between the two.

William Edwards Deming was born in Sioux City, Iowa on 14 October 1900 to William Albert Deming and Pluma Irene Edwards. As an adult, he used the name W. Edwards Deming. Young Ed Deming attended school in Powell (formally Camp Coulter), Wyoming and held odd jobs to help support the family. In 1917, he enrolled in the University of Wyoming at Laramie. In 1921 he graduated with a B.S. in electrical engineering. In 1925, he received an M.S. from the University of Colorado and in 1928, a Ph.D. from Yale University. Both graduate degrees were in mathematics and mathematical physics. Dr. Deming studied music theory, played several instruments and composed two masses, several canticles and an easily sung version of the Star Spangled Banner. (Biography, n.d.) As the Deming Institute (Biography, n.d.) illustrates, Deming was involved in a number of international activities, some involving the application of statistical analysis toward improvement of quality control. In 1950, he was invited to Japan where his methods were adopted. The success of Deming’s principles completely transformed Japanese business. He became the first recipient of the Deming Prize. The Deming prize was instituted by the Union of Japanese Scientists and Engineers and is awarded each year in Japan to a statistician for contributions to statistical theory. The Deming prize for application is awarded to a company for improved use of statistical theory in organization, consumer research, design of product and production.

W. Edwards Deming strongly believes in a system known as Total Quality Management (TQM). He enforces the practice of recognition and promotion of top quality managers who know and understand what needs to be done to be fully successful now and in the future. He states (Teachings, n.d.) in his excerpt …from Chapter 4 of The New Economics, second edition… The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside…. [called] a system of profound knowledge…. The first step is transformation of the individual…. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to…. A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.

His 14...
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