Delivering the Promise of Management Practices

Abstract

The adoption and utilisation of new management practices is closely linked to productivity. Yet efforts by UK managers to translate new management practices into improved performance have been both slower and less successful than some of their counterparts in France, Germany and the US. It is imperative, therefore, that managers, policymakers and researchers achieve a better understanding of the challenges in realising the benefits of promising management practices for both firms and the economy. This research report challenges widely held assumptions about the value of management practices and provides recommendations and tools for managers and policymakers. Rethinking best practice Its the way that you do it: Much of what has been written and assumed about management practices is misleading at best, and wrong at worst. Too often consultants assume a straightforward, universal and linear model for adopting practice that is not only unrealistic but fails to prepare organisations for the unexpected. It is not a case of adopt this practice and these results will automatically follow. We find that many of the most effective practices have emerged from trial and error, including signature processes such as the Toyota Production System The report is organised around four key themes for managers: Overcoming inertia Where do practices come from? Putting practices into practice Creating a context