The Gracious Art of 'Hands-Off' Management

Article Abstract:

An interview with Sir Patrick Meaney, president of Thomas Tilling, reveals his successful approach to management. Tilling is a conglomerate in which acquisition is the main reason for growth. Meaney has done three things to change the direction of the company: invest in United States businesses, take over a Japanese firm, and sell businesses whose potential is decreasing. Meaney's idea of management control is observance, not interference. The subidiaries are independent, but investment plans and budgets are subject to approval. Tilling still invests in steady products rather than high-risk products.

Conglomerate corporations, Japan, Acquisitions and mergers, Investments

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The Long Road to Zero Defect Quality

Article Abstract:

A case study is presented of the steps taken by Signetics, a manufacturer of semiconductors, to create a quality improved environment. The study began when the director was asked to predict future growth. At this time the director believed that quality would be responsible for company growth. A quality improvement program was set up and its implementation begun. The results of this program are examined.

Case studies, Quality control

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Does a 'Hands off' Company Now Need a 'Hands On' Style?

Article Abstract:

The Hewlett-Packard Co. has been managed with a philosophy of a small company culture. Diversification and growth interfere with this culture. Management has taken steps to restructure the company, in the hopes of solving the company's problems brought on by growth. Hewlett-Packard's unique management style is examined.

Methods, Statistics, Business enterprises, Growth, Problem solving

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