Weaknesses of contemporary management methods in the opinion of polish managers-practitioners
The article presents two issues: a short description of the most important (according to the author) 16 contemporary management methods and the presentation of the opinion of the group of 18 top managers of medium and large enterprises from the Lodz region, nominated by local governments to the Lodz...
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Інститут економіки промисловості НАН України
2018
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irk-123456789-1501602019-04-02T01:24:53Z Weaknesses of contemporary management methods in the opinion of polish managers-practitioners Kaczmarek, B. Management The article presents two issues: a short description of the most important (according to the author) 16 contemporary management methods and the presentation of the opinion of the group of 18 top managers of medium and large enterprises from the Lodz region, nominated by local governments to the Lodz Voivodship Economic Award in the year 2017 on the “knowledge and practical use of modern management methods”. The opinions of the managerial staff surveyed in the report are based on pilot studies, on the basis of which the above-mentioned opinions cannot be generalized or disseminated, but it is worth to read them, because these are the opinions of the Governors (Best Managers) in the Lodzier Voivodship – in relation to economic and financial results achieved in the last three years – enterprises. У статті представлені два питання: короткий опис найбільш важливих (на думку автора) 16 сучасних методів управління і думки групи з 18 топ-менеджерів середніх та великих підприємств Лодзинського регіону, висунутих місцевими органами влади до Економічної нагороди Лодзинського воєводства в 2017 році за «знання і практичне використання сучасних методів управління». Думки управлінського персоналу, опитаного в звіті, засновані на експериментальних дослідженнях, на основі яких вищезгадані думки не можуть бути узагальнені або поширені, але їх варто прочитати, тому що це думки глав (кращих керівників) Лодзинського воєводства – щодо економічних і фінансових результатів, досягнутих за останні три роки – підприємств. В статье представлены два вопроса: краткое описание наиболее важных (по мнению автора) 16 современных методов управления и мнения группы из 18 топ-менеджеров средних и крупных предприятий из Лодзинского региона, выдвинутых местными органами власти к Экономической Награде Лодзинского воеводства в 2017 году за «знание и практическое использование современных методов управления». Мнения управленческого персонала, опрошенного в отчете, основаны на экспериментальных исследованиях, на основе которых вышеупомянутые мнения не могут быть обобщены или распространены, но их стоит прочитать, потому что это мнения глав (лучших руководителей) в Лодзинском воеводстве – в отношении экономических и финансовых результатов, достигнутых за последние три года – предприятий. 2018 Article Weaknesses of contemporary management methods in the opinion of polish managers-practitioners / B. Kaczmarek // Економічний вісник Донбасу. — 2018. — № 4 (54). — С. 115-119. — Бібліогр.: 10 назв. — англ. 1817-3772 http://dspace.nbuv.gov.ua/handle/123456789/150160 338.24:005.3:303.62(438) en Економічний вісник Донбасу Інститут економіки промисловості НАН України |
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Management Management |
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Management Management Kaczmarek, B. Weaknesses of contemporary management methods in the opinion of polish managers-practitioners Економічний вісник Донбасу |
| description |
The article presents two issues: a short description of the most important (according to the author) 16 contemporary management methods and the presentation of the opinion of the group of 18 top managers of medium and large enterprises from the Lodz region, nominated by local governments to the Lodz Voivodship Economic Award in the year 2017 on the “knowledge and practical use of modern management methods”. The opinions of the managerial staff surveyed in the report are based on pilot studies, on the basis of which the above-mentioned opinions cannot be generalized or disseminated, but it is worth to read them, because these are the opinions of the Governors (Best Managers) in the Lodzier Voivodship – in relation to economic and financial results achieved in the last three years – enterprises. |
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Article |
| author |
Kaczmarek, B. |
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Kaczmarek, B. |
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Kaczmarek, B. |
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Weaknesses of contemporary management methods in the opinion of polish managers-practitioners |
| title_short |
Weaknesses of contemporary management methods in the opinion of polish managers-practitioners |
| title_full |
Weaknesses of contemporary management methods in the opinion of polish managers-practitioners |
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Weaknesses of contemporary management methods in the opinion of polish managers-practitioners |
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Weaknesses of contemporary management methods in the opinion of polish managers-practitioners |
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weaknesses of contemporary management methods in the opinion of polish managers-practitioners |
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Інститут економіки промисловості НАН України |
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2018 |
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Management |
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http://dspace.nbuv.gov.ua/handle/123456789/150160 |
| citation_txt |
Weaknesses of contemporary management methods in the opinion of polish managers-practitioners / B. Kaczmarek // Економічний вісник Донбасу. — 2018. — № 4 (54). — С. 115-119. — Бібліогр.: 10 назв. — англ. |
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Економічний вісник Донбасу |
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B. Kaczmarek
115
Економічний вісник Донбасу № 4(54), 2018
UDC 338.24:005.3:303.62(438)
B. Kaczmarek,
Prof., DrHab.,
Department of Management at the University of Lodz, Poland
WEAKNESSES OF CONTEMPORARY MANAGEMENT METHODS
IN THE OPINION OF POLISH MANAGERS-PRACTITIONERS
Introduction
The success of today`s enterprises is closely related
to the quality of management. Contemporary manage-
ment is understood as “control of processes, resources
and innovations in organizations, to achieve the in-
tended goals within the existing possibilities, conditions
and limitations in accordance with the economic and so-
cial rationality of economic activities”1.
In practice, management means a set of activities
including planning and decision making, organizing,
conducting, monitoring and controlling. These activities
are focused on the resources of the organization (human,
financial, material, informative) in order to achieve the
intended tasks in an efficient and effective manner.
Professional and entrepreneurial management, in-
volving the exploration of new ideas, concepts and so-
lutions for products and services, production methods
and sources of supply, forms of marketing and sales;
is – you can say – our hope on the economic productivity
of operators and their social ability to function in mod-
ern conditions.
The key to running an organization is, of course,
the effectiveness, or selecting the right thing to do, and
then give them the characteristics of efficiency, to all
forces which is present in the organization's resources;
eliminating the possible weaknesses in order to achieve
the effect of synergistically combined operation in
which these forces reinforce each other and produce an
effect greater than the sum of the effects caused by each
of them separately.
According to Peter Drucker, today's successful
managers should have the following characteristics2:
– they know what to do;
– they can concentrate on the external and internal
world of the organization;
– they can concentrate of forces on the main areas
of the company's operations;
– they can build the company's success on its mer-
its;
– they can make effective decisions.
The aim of the study is to briefly present the es-
sence of the sixteenth methods of management – accord-
ing to the author – most commonly described in the li-
1 Penc J. Zarządzanie wobec wyzwań przyszłości, WSSM, Łódź 2012, p. 368.
2 Drucker P.F. Menedżer skuteczny, AE, Kraków 2004, p. 37.
3 Penc J. Przedsiębiorstwo o burzliwym toczeniu, OPO Bydgoszcz 2012; G. Nizard, Metamorfozy przedsiębiorstwa, PON,
Warszawa 2018; Doktor K. Zawód menedżera w warunkach transformacji, „Master of Business Administration”, nr 4, 2007;
Palass B. Poszukiwanie innowacyjnych modeli biznesu, „Zarzadzanie na świecie” nr 10, 2010; CZ.S. Nosal, Umysł menedżera,
AE, Wrocław 2003; Kuc B.R. Zarządzanie doskonałe, Wyd. Menedżerskie PTM, Warszawa 2010.
terature by the science of management and recom-
mended to managers; and presentation – based on pilot
studies – of (topical) opinions of eighteen top managers
(directors of prime enterprises) of the industrial sector
from the Lodz region regarding their knowledge and
practical application of the above-mentioned methods in
business management.
A brief overview of modern management me-
thods
Different specialists in the field of management
“shoving” managers many various management me-
thods. Among the currently recommended management
methods, the following have gained great popularity3:
– benchmarking – comparing with the best; con-
fronting own solutions with what others suggest; learn-
ing from others and using their experiences to create
conditions for better action and development in one's
own organization;
– outsourcing – transfer of certain business areas to
external partners, so the secretion function of the struc-
ture of the parent company and transfer them out, in or-
der to focus on key activities crucial for the company's
development prospects;
– insourcing – outsourcing projects taking oppo-
site, i.e. to turn the organizational structure of the parent
company functions previously implemented by other
operators in order to be free from threats on their part
and take a comprehensive product manufacturing;
– reengineering – radical transformation of busi-
ness processes, radical organizational change based on
the assumption that success is not determined by depart-
ments, but overall processes. It is therefore necessary to
achieve integrated processes, ensure “peaceful co-exis-
tence” of horizontal and vertical management structures
and create a partnership between them;
– balanced scorecard (balanced set of indicators,
balanced reporting, strategic balance sheet) – observa-
tion of not only financial indicators, but also other ones,
i.e. referring to clients, internal processes and qualifica-
tions. Personnel. This allows the company to focus on
the essentials, clear formulation of strategies and the
creation of an integrated system of its implementation
B. Kaczmarek
116
Економічний вісник Донбасу № 4(54), 2018
(prospects are closely linked and sustainable – means
„balanced”);
– corporate warfare (leading corporation “hostili-
ties”, corporation conducting “warfare”) – to carry out
revolutionary changes in the company, creating a whole
new organization (from scratch), a new system of com-
petition, without which we can no longer refer alleged
success in turbulent environment;
– lean management – secretion of the company cer-
tain features and areas and transfer them to specialized
agencies and companies, as well as eliminate any unne-
cessary processes – divestments, which allows improve-
ment of logistical infrastructure (simplifies organization
of the production) and accelerating product flow and the
organization of manufacturing systems "just in time";
– kaizen (jap.); Kontinuierlicher Verbesseurung-
sprozess (niem.) – to search in the enterprise capabilities
of any, even the smallest improvements in the most di-
verse fields (endless quest for excellence, continuous
improvement), which allows better use of time and man-
power, reduce costs and improve quality in the broad
sense, by the fact that workers themselves are seeking to
detect shortcomings, waste sources, submit proposals
for improvements at their personal involvement;
– simultaneous engineering – conducting research
and development with the inclusion of the beginning of
all departments of the company, which involves putting
up execution times by specialists in the field of product
design and manufacturing and specialists involved in the
implementation and the market process (application se-
rial-to-parallel and parallel execution development tasks
instead of only serial) to thus already in the early stages
of development and production run to detect and elimi-
nate emerging;
– value based management – the focus on raising
the company`s value in the interest of shareholders and
managers (raising the share price), while taking into ac-
count certain essential goals that impede the maximiza-
tion of profits (e.g. environmental protection and social
commitment);
– customer relationship management (“good rela-
tions with the client”) – to analyze the activities of all
departments of the company from the point of view of
the creation of the benefits provided to the customer; de-
sign and improvement of processes, organizational
structures, instruments and qualifications in order to im-
prove and maintain favorable (optimal) relations with
clients whose needs, habits and tastes exactly the com-
pany is trying to identify and maintain a high level of
loyalty;
– supply chain management – striving to optimize
all factors and activities in the chain to reduce costs of
processes, or take into account the specific tastes of cus-
tomers (e.g. in certain regions or countries), as well as
tax aspects, constantly looking for opportunities to im-
prove;
1 Rigby D. Przydatność różnych instrumentów zarządzania w przedsiębiorstwie, „Zarządzanie na świecie” nr 10/2010,
p. 27.
– total quality management – continuous improve-
ment of processes in the organization leading to high
quality products and services, focusing the organization
culture on customer satisfaction through the use of an
integrated system of tools, methods and training leading
to constant improvement at every workstation (kaizen).
Managers want to be successful, effective and want
to manage well. They also create various – also their
own – concepts of management methods. They are also
trying to improve and modify those proposed by sci-
ence. They expect support from the management sci-
ence in the form of specific knowledge, which of these
management methods are the most practical, useful and
allow to achieve better market and financial results of
the organizations they manage.
Opinions of surveyed managers on the
knowledge and practical use by them of those man-
agement methods
The pilot study was attended by 18 top managers
of medium and large industrial enterprises from the
Lodz region, nominated by local governments to the
Economic Award of the Lodzkie Voivodship – of the
best ones. The founder of this award was the Voivode of
Lodz.
In the first part of the research, managers were
asked to indicate which of the modern management
methods they know and use in practice and which they
do not know at all. Table contains quantitative data on
the level of knowledge and the use of modern methods
of management in practice by them. Then – in the panel
discussion – top managers presented their views and
comments on the difficulties, troubles and barriers asso-
ciated with the practical use of modern management
methods.
The data presented in table 1 shows that in the
opinion of the surveyed top-managers:
– the following methods are best known, used and
practiced: strategic management, customer relations
management, outsourcing and knowledge management;
– the following methods are known, but not used:
reengineering and balanced scorecard;
– the top managers do not known at all following
methods: corporate warfare and insourcing.
According to an American study from 2009, most
of the methods of management does not meet the expec-
tations that are connected with them (82% of managers).
The greatest popularity gained such methods as: strate-
gic planning, benchmarking and measuring customer
satisfaction, which are focused on key skills and formu-
lating the mission and vision of the company. Many of
the methods considered to be the ingenious but difficult
to use in practice (e.g. corporate warfare), others are too
radical and very difficult to use (simultaneous engineer-
ing, reengineering), and also to introduce them to the en-
terprise can mean a huge shock, disruption and cost1.
B. Kaczmarek
117
Економічний вісник Донбасу № 4(54), 2018
Table 1
Indications of the top managers surveyed on the knowledge and use of management methods (N=18)
The name of the method Injunctions
I don`t know I know but do not use
in practice
I know and use
in practice
benchmarking --- 6 12
outsourcing --- 1 17
insourcing 18 --- ---
reengineering 6 10 2
balanced scorecard 8 10 ---
corporate warfare 18 --- ---
lean management --- 0 9
kaizen --- 9 11
simultaneous engineering 14 4 ---
value based management 4 3 11
customer relations management --- --- 18
supply chain management 3 3 12
knowledge management --- 2 16
total quality management --- 1 17
strategic management --- --- 18
Source: own study based on pilot studies.
During the panel discussion about the “practical
value” of recommended by the science of management
modern methods of management, the top managers
could clearly distinguish several groups of raised issues.
Some of them were raised in the form of reservations
and difficulties or rather the lack of confidence on the
part of managers that the applied methods will bring a
visible positive effect, or improve the efficiency of ma-
nagement, operation and development of enterprises
managed by them. Here they are:
1) Managers agreed that modern management
methods require from them “sober judgment” and "tho-
rough analysis". It may turn out that their application
will be a source of both successes and disappointments.
Managers cannot ignore them and “reject” the assump-
tion, although they are often the result of “a certain fash-
ion in the management”, which consists in calling the
old processes with new terms. Sometimes, however,
they appear in them important points in common, such
as the orientation of the customer, reducing the hierar-
chy, the absolute innovation, process orientation, a com-
prehensive understanding of quality, high demands on
the skills of managers and employees, and focus on key
skills, etc. Therefore, they contain postulates which,
compared to earlier management methods, are much
more suited to the needs of the today`s modern enter-
prise and the new quality of work of contemporary busi-
ness leaders or modern entrepreneurial leaders.
2) Top managers also indicated that “feel over-
loaded” an excess of different methods (concept) recom-
mended by management consultants and management
theorists, as their number and rate of change continues
to grow. They would like and would prefer methods that
they “understand without difficulty”, in other words
they are easy to implement and do not cause distur-
bances in the system of the enterprise. The main thing –
to which all surveyed top managers pointed out – is first
of all that by introducing a new method to analyze and
try to find an answer to the question whether this new
method will significantly affect the processes of busi-
ness management; which will cause “repercussions” in
the business management system; and is it worth intro-
ducing “just because it is new”? But about this aspect,
the method makers and management theorists say noth-
ing or hardly anything. It is also known that any change
associated with the introduction of new management
methods something could causes resistance of workers
or increases the so-called “innovative stress”. Executive
managers must convince employees to change, and on
the results (outcomes) of these changes you might need
to wait a little; it also requires a lot of effort and absolute
conviction as to the correctness and application of the
management method. There are no rules that the man-
ager can effectively use.
3) Managers stated that there are currently no
“breakthrough” management methods and concepts that
are effective and applicable (possible to use) in all con-
ditions. At the same time, managers are aware of the fact
that it is not possible to impose a uniform management
model on an enterprise, e.g. all bring/introduce reengi-
neering. The manager performs in action, in difficult
challenges, in situations requiring responsibility and
risk. On the other hand, the manager cannot “gamble”.
They cannot rely on luck, but on their efficiency and em-
ployee engagement in activities. The manager must
therefore choose not only what is currently “fashio-
nable”, promoted by the literature or the media; but what
is rational, economically and socially correct; what is
“healthy” for the organization, and does not weaken its
condition and operating efficiency.
B. Kaczmarek
118
Економічний вісник Донбасу № 4(54), 2018
4) The surveyed managers are well aware of the
fact that most often the introduction of new management
methods (e.g. new work organization, computerization
of work processes, etc.) are combined with the signifi-
cant expenditure on reorganization (company costs,
training, consulting, new computer equipment, etc.).
First, the company has to bear these costs, then to wait
for the results (positive results). If they appear, that's
great. If they are not exist – or they are weak visible, it
means that “the risk was too big”. This does not neces-
sarily mean, however, that you cannot even take any risk
in the future, but is it a good “risk measure”?
5) The so-called “management complexity” has
grown very much recently – according to managers.
Gary Hamel argues that managers need to understand
that “they are no longer working in the condition of pro-
gress, but in an era of revolution”1. Managers confirmed
this fact, but at the same time added that “the risk is in
motion and nothing is certain”. You cannot be sure of
your existing customers or results. At any time you may
in fact appear on the market the new company, which no
one yet knew not even have imagined that she created;
and this new company transforms the entire market
thanks to a completely new action. For a top managers,
this means that in a modern company they need to con-
stantly look for revolutionary breakthroughs and use
them in a creative way. But the science of management
has not yet found “panacea” to help managers in this
matter. Good management – according to managers – it
is precisely this “revolution in the management”, but un-
derstood as continuous improvement, dynamic adapta-
tion to market requirements and new technologies, but
also to new strategic goals of the company. The contem-
porary enterprise cannot give in to “shock of the revolu-
tion”, but tries to give each new challenge (coming from
the environment) a different form of response, and this
means, for example, modification of the company's
business strategy, internalization of its activities, inter-
cultural management, cross-functional management,
etc.
6) The general final conclusion of panel discussion
of 18 top managers of medium and large industrial en-
terprises from the Lodz region, nominated for the Eco-
nomic Award in 2017 was as follows. The proposals of
various management methods are of course of different
value, enjoy various popularity, but have one thing in
common – broadly understood goal – to help managers
in a more efficient implementation of the process of
managing business of their companies.
Conclusion. The activities, operation and work of
the modern manager associated with the implementation
of management functions, is subjected today to many
orientations and interdependence, including both an
1 Hamel G. Poszukiwanie innowacyjnych modeli biznesu, „Zarządzanie na świecie” 10/2011, p. 27.
2 The surveyed top managers did not want to talk on the political pathology of management (especially in Poland) and the
efforts to “power considerations”.
economic and a financial, social, and sometimes a “po-
litical” nature2. The surveyed highest-level management
does not negate (deny) modern management methods;
only reports its reservations to its practical effective-
ness; while respecting the theoretical achievements in-
cluded in the methods of management. Exploring these
new solutions, ideas and concepts contained in modern
methods of management, forces the top managers to
continuously study the literature of management sci-
ences and related sciences, and in particular of economic
sciences. Top managers of the Lodz region agreed that
this is an essential condition for progress in this field and
the greatest challenges for the future.
References
1. Drucker P.F. (2004), Menedżer skuteczny
[Effective manager]. Akademia Ekonomiczna, Kraków.
2. Doktor K., Zawód menedżera w warunkach trans-
formacji [Manager occupation under transformation con-
ditions]. „Master of Business Administration”, 4/2007.
3. Hamel G., Poszukiwanie innowacyjnych modeli
biznesu [Searching for innovative business models].
„Zarządzanie na świecie” 10/2011.
4. Kuc B.R. (2010), Zarządzanie doskonałe
[Excellent management]. Wyd. Menedżerskie PTM,
Warszawa.
5. Nizard G. (2018), Metamorfozy przedsiębiorstwa
[Metamorphosis of the enterprise]. PON, Warszawa.
6. Nosal CZ.S. (2003), Umysł menedżera [Man-
ager's mind]. AE, Wrocław.
7. Palass B., Poszukiwanie innowacyjnych modeli
biznesu [Searching for innovative business models].
„Zarzadzanie na świecie”, 10/2010.
8. Penc J. (2012), Zarządzanie wobec wyzwań
przyszłości [Management in the face of future challenges].
WSSM, Łódź.
9. Penc J. (2012), Przedsiębiorstwo w burzliwym
toczeniu [A company in turbulent turning]. OPO
Bydgoszcz.
10. Rigby D., Przydatność różnych instrumentów
zarządzania w przedsiębiorstwie [The usefulness of
various management instruments in an enterprise].
„Zarządzanie na świecie” nr 10/2010.
Качмарек Б. Слабкі сторони сучасних методів
управління на думку польських менеджерів-прак-
тиків
У статті представлені два питання: короткий опис
найбільш важливих (на думку автора) 16 сучасних ме-
тодів управління і думки групи з 18 топ-менеджерів се-
редніх та великих підприємств Лодзинського регіону,
висунутих місцевими органами влади до Економічної
нагороди Лодзинського воєводства в 2017 році за
«знання і практичне використання сучасних методів
управління». Думки управлінського персоналу, опита-
B. Kaczmarek
119
Економічний вісник Донбасу № 4(54), 2018
ного в звіті, засновані на експериментальних до-
слідженнях, на основі яких вищезгадані думки не мо-
жуть бути узагальнені або поширені, але їх варто про-
читати, тому що це думки глав (кращих керівників)
Лодзинського воєводства – щодо економічних і фінан-
сових результатів, досягнутих за останні три роки –
підприємств.
Ключові слова: методи управління, менеджер, ме-
неджмент, ефективність, думки.
Качмарек Б. Слабые стороны современных ме-
тодов управления по мнению польских ме-
неджеров-практиков
В статье представлены два вопроса: краткое опи-
сание наиболее важных (по мнению автора) 16 совре-
менных методов управления и мнения группы из 18
топ-менеджеров средних и крупных предприятий из
Лодзинского региона, выдвинутых местными орга-
нами власти к Экономической Награде Лодзинского
воеводства в 2017 году за «знание и практическое ис-
пользование современных методов управления». Мне-
ния управленческого персонала, опрошенного в от-
чете, основаны на экспериментальных исследованиях,
на основе которых вышеупомянутые мнения не могут
быть обобщены или распространены, но их стоит про-
читать, потому что это мнения глав (лучших руководи-
телей) в Лодзинском воеводстве – в отношении эконо-
мических и финансовых результатов, достигнутых за
последние три года – предприятий.
Ключевые слова: методы управления, менеджер,
менеджмент, эффективность, мнения.
Kaczmarek В. Weaknesses of contemporary man-
agement methods in the opinion of polish managers-
practitioners
The article presents two issues: a short description of
the most important (according to the author) 16 contempo-
rary management methods and the presentation of the opin-
ion of the group of 18 top managers of medium and large
enterprises from the Lodz region, nominated by local go-
vernments to the Lodz Voivodship Economic Award in the
year 2017 on the “knowledge and practical use of modern
management methods”. The opinions of the managerial
staff surveyed in the report are based on pilot studies, on
the basis of which the above-mentioned opinions cannot be
generalized or disseminated, but it is worth to read them,
because these are the opinions of the Governors (Best Man-
agers) in the Lodzier Voivodship – in relation to economic
and financial results achieved in the last three years – en-
terprises.
Keywords: management methods, manager, manage-
ment, efficiency, opinions.
Received by the editors: 20.11.2017
and final form 14.12.2018
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