Developing of Management: Choice and Implementation of New Tools
Abstract
The research presented in this article shows the experience of implementing new Managerial tools in context of management and employees’ development which is carried out in the large vehicle manufacturing company GM Uzbekistan. The paper describes the details of some new management techniques implementation and evaluated the results of implementation. Analysis of the results of innovation activity, questionnaire survey and special interview reveals of main influenced factors. Result of the research illustrates the importance of in-company culture and managerial style, empowerment and involvement of personnel, top management support and managerial stress, education and training programs. The management of the JVC General Motors Uzbekistan has actively tried to induce new managerial tools and techniques as Continuous Improvement activity through Employee’s Suggestion System, Quality circle, 5S, TPM and others and MBO — Management by Objectives as tools for activation personnel potential and establishing self-managed teams within company employees. Within the framework of the visions of the Continuous Improvement a common understanding has developed, and the future direction of development has been negotiated. The history of Continuous Improvement in General Motors Uzbekistan demonstrates that success of new managerial techniques is not easy. The focus on the real problem areas, as quality, was, however, not a failure even though the targets were not met. The new managerial technology of human factor activating was later successfully utilized in the introduction of the focused Improvement team. The conclusion drawn from this is that management of company should, if possible, focus on collectivism aimed for real, vitally important areas and creative leaders.