Eliminate exhortations ,slogans, and targets for the work force that ask for zero defects and new levels of productivity A poster like "Quality depends on you" is facile and destructive. Management is responsible for improving the system. A majority of people want to do a good job at work, and it is usually the system that is preventing them from doing so. Several factors can defeat people's best efforts in the system, such as inadequate training, poor tools, inadequate information, and defective raw material. The theory that slogans, banners, and monogrammed shirts and mugs can improve productivity is based on the assumption that quality problems come primarily from a lack of motivation among shop floor workers. It has never worked for anyone to make a successful slogan, Dr. Deming argues repeatedly. His view is that they are harmful and counterproductive. The posters sloganeering, according to Dr. Deming, do not motivate employees to perform better. It takes time and effort for management to post and promote these posters Employees feel the company would be better off focusing on real quality improvements instead of slogans.

Using slogans to communicate your love of quality is a great way to prove it, according to my research Being able to demonstrate that you care. The system needs to be improved in order to improve results. Placing up a slogan does not improve it. Slogans usually result in people being blamed for not delivering what they promise. Rather than because an employee fails to do their job, the organizational failure is due to the systems (along with the expected variation). The system must be changed to change the result. The pointlessness of slogans and exhortations is well known to most people. There will only be derision outside the meeting if you listen to what people say. It's common for no one to object inside a meeting. Your management system needs to be examined if this is the case. How can bad practices be allowed to go unchallenged officially? An indication of serious management problems, it is a bad sign. Furthermore, it is a very common ailment. There is a less universal view that targets are useless. But Dr. Deming was aware of the harm that objectives do. If management sets quantifiable goals and makes achieving them a requirement of employment, "they will probably fulfil the goals, even if they have to ruin the company to do so. W. Edwards Deming, cited in H. Thomas Johnson's Profits Beyond Measure (in the forward to the book). However, I did not attain my purpose. We frequently transform objectives to goals in this manner, honestly. Then, in the name of the objective, we act foolishly to achieve the goal. Sometimes we lose sight of the objective and instead focus on the goal. Incentives may occasionally function exactly as planned, but I believe these instances are rather uncommon. The problem is that we frequently interact with complicated systems (people and organizations), and these systems may behave very differently from what our myths would have us believe. Avoiding incentives completely and putting more effort into developing systems that encourage intrinsic drive, collaboration, ethical behavior, trust, creativity, and joy in the workplace may be the best course of action.

To summarize, avoid with vague slogans. Removing useless exhortations is necessary. Don't leave others in the dark about the intentions; be clear about them. Don't allow pleasant words and phrases take the place of actual leadership. Lay out your expectations before praising somebody in person for a job well done.

Question:

From the above theory, what you think must be in your own words, and it should actively stimulate and sustain further discussions by building on peer's initial posting.

The response must have a minimum word limit of 300 words.