Can You Describe Traditional Management And Quality Management?

The twentieth-century management has been strongly influenced by Taylor's scientific management and Weber's theory of bureaucracy. These approaches have led managers to work within functional hierarchies, with their responsibilities divided according to specialized activities, such as accounting, marketing, engineering, and manufacturing. Economic principles for competing in well-defined markets emphasized economies of scale, efficiencies, mass production, and technological innovation. While there had been competition, competitors often played according to a "live and let live" strategy. Because monopolies were precluded by law, companies had little incentive to completely drive competitors from the marketplace.
Even when new product technologies created new markets, such as plastics in the 1950s, management practices changed very little. Managers set goals for productivity, efficiency, and profitability, using management by objectives (MBO) to link strategy and operations through the hierarchy. Managers motivated employees to fulfill those goals by inducements such as profit sharing, stock options, and bonuses, or other rewards such as job enrichment or participative management. Occasionally, new techniques were introduced within the traditional functions, such as quality control in manufacturing. But such changes went largely unnoticed by the rest of the organization.
No one challenged this approach to management as long as it served the society well. Whereas managers in Japan were rewriting the rules of business practice and management and planning to win the world markets by focusing on quality management.