- Group-Oriented Kaizen
- Individual–Oriented Kaizen
To further evaluate the level of the correlation between the role of HRD and
achieving the Quality standard in any process or business; we will analyze each of these
categories in the light of its connection with HRD interventions.
2.9.1.1. Management Oriented Kaizen.................
Considering the first category that is Management–Oriented Kaizen which is
strategic in nature and provides impetus to keep the process moving we find that the
focus is upon the improvement of the managerial competencies. In this category just like
other staff, the manager is also believed to be engaged in improving his own job.
Chatanthimath (2003) has suggested that this improvement is characterized by prevention
strategy rather than rectification, i.e, working on identification of wastes in the functional
process.
At this point the wastes means that the efforts and resources are put in the process
but the output is below the required target. The manager along with his team works on
the system improvement in order to achieve sustainability in the process. Such kind of
management strategy requires continuous development and up-gradation of skills. This is
based on the concept of system thinking which means that the functioning of the parts are
seen as integrated in a whole system and not independently.
System thinking as highlighted in the first part of the literature review is a concept
implemented in learning organization and the quality standards in these organizations are
achieved through staff development. Implementation of this strategy is not based on only
one time development of the organizational capacity, but requires continuous
development to keep up with the pace of changes occurring in the environment.