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The executive decision-making

Paradigms and new lines of action
original management system Deming

Conference Tuesday October 19
Location: PTV - Parc Technologic del Valles (Barcelona)
Hours: 11:00 to 13:00


Foreword

The manager of today faces new challenges and in a situation, the result of an environment and paradigms, which influence their decisions. The future of your organization depends on the degree of success in their decisions. To succeed and do the right thing, not just individual effort is not enough that the manager give the best of yourself, you need to have the "knowledge" adequate.


Today it is generally assumed that the way they are managed organizations need a new approach (see the study "Capitalizing on Complexity" by IBM in 2010, after interviewing CEOs 1541). It concluded that as the complexity of the different forms of interaction within and outside organizations increases, managers must acquire new management skills according to changing needs.

short-term benefits and linear thinking, without considering or side effects or long-term consequences of today's decisions, would lead to a disastrous situation if a change is made rationally and effectively.

The manager now has a crucial responsibility in the future of our society. It is therefore important to take constant training, like a doctor or a lawyer, let him keep abreast of relevant developments. But it must also display its ability to generate knowledge through self-education and creative experimentation. The principle of continuous improvement applied where it is most important to apply: the system and optimizing organizational decisions.

have been developed in recent decades many management models and tools (ISO 9000, EFQM, Six Sigma, ...), but the profit margin point, none of them ultimately failed to ensure proper implementation of business performance and organizational as expected for a suitable model. Yet some of these models and tools have allowed significant practical improvements in the short term.

The first point to note is that the current Management errors remain the same as 1984 listed W. Edwards Deming in his book "Out of the Crisis" and repeated in his work published in 1994, "The New Economics." Indeed Deming

anticipated how difficult it would be to accept and implement, with the record that he considered fundamental, counterintuitive solutions he proposed for change, and according to need decades he advocated.

This lack of constancy of purpose explains the shortcuts that have been developed that have prevented the widespread attachment of a successful solution outlined in the original doctrine established Deming. Recover the original base, no shortcuts, is the ultimate purpose of this conference.

Deming gave us a thorough and reasoned guide to follow, the best solution for change, in what he called Sopko - "System of Profound Knowledge." A systemic view of organizations enriched in four dimensions. A system for knowledge generation and to facilitate the difficult task of making good decisions.

In this lecture, using paradigms and correct errors as made today, will reflect on the way forward in the generation of decisions and new roles and responsibilities of the executive processor, who wants to ensure competitiveness and maintaining your organization long-term and balancing short-term sustainability.

The purpose of this conference is to consider how to help managers in their primary function: to make decisions.

decision making exercise a high degree of prediction, which involves taking risks. A rigorous study lessens these risks would lead to theoretical models now impossible to implement.

The complexity of organizations and their relationship with the environment we are taught that decisions based on a "linear thinking", considering the situation as too simple without seeing the interrelationships are often wrong. We spent a lot of resources to solve the problems caused by yesterday's solutions.

talk about the existence of a pragmatic management style, allowing managers to exercise their office of "decision makers considering each type of organization which aspects should be considered.

There is no single solution for every organization, not a single model of adaptive management to all. But a guide, a philosophy to follow and basic knowledge and necessary in all cases.

The management style to be presented is based on the principles of W. Edwards Deming, more valid than ever. The man who drove the industrial revolution in Japan and anticipated the current crisis based on management style and economic mainstream.

As evidence of the effectiveness of the ideas of Deming, NASA is currently promoting among its suppliers and applying knowledge of management style proposed by Deming in his latest book "The New Economics."

Today, a group of professionals in the international arena, we have considered the importance of reviving the original ideas of W. Edwards Deming. This conference is part of this consideration.