Many Management Initiatives, Such as Total Quality Management, Reengineering, and Just-In-Time

Essay

Many management initiatives, such as total quality management, reengineering, and just-in-time inventory management are embraced by managers with fanfare and passion, but are soon forgotten when the newness of the idea wears off and/or the initiative proves to be ineffective. This raises an interesting question. If a manager really believes that a particular initiative (such as just-in-time inventory management) is critical for the future of his or her firm, how can the initiative be implemented without employees believing that it is just another "management fad"?