Analyzing Management Style and Successful Implementation of Six Sigma

Analyzing Management Style and Successful Implementation of Six Sigma

Kouroush Jenab (Society of Reliability Engineering-Ottawa, Canada) and Selva Staub (Haliç University, Turkey)
Copyright: © 2012 |Pages: 11
DOI: 10.4018/jsds.2012070102
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This study reports on the effects of management style in successful implementation of Six Sigma. The authors collected data using a 18-item survey, classified managers from a wide range of industry, healthcare, military, and services into one of two management styles using Douglas McGregor’s Theory of X and Y, and compared these classifications among the survey respondents to determine the level of Six Sigma commitment and success. Six Sigma is just one of many tools used to improve processes within an organization that requires management commitment. This level of commitment will depend on a manager perception of worker motivation. Despite an existing body of literature on worker motivation, limited research has been conducted that explores the possible connection between manager perception of worker motivation and the organization’s commitment and success with Six Sigma. The results are explored further in the article.
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Motivation Theory

While there are many definitions of motivation available in the literature (Bilge, 2006), the definition provided by Kaliprasad (2006) is worth noting, since it strikes at the heart of the study of motivation that seeks to understand what it is that drives a free society to be willing to work. Kaliprasad’s (p. 22) “willingness to work” definition of motivation is simple yet powerful, since it reaches to the core of the study of motivation. For decades, researchers have repeatedly attempted to determine what factors create this willingness in workers. Therefore, researchers attempted to determine what these factors are, since there is substantial evidence linking motivation to improved productivity (Moore et al., 2006). Unfortunately, research has shown that there are many different factors that can affect worker motivation (Rosser & Townsend, 2006). As a result, many different motivational theories have evolved.

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