On the science of management with measurement

Abstract

This article purports at delineating the logic, scientific research procedure and the system of knowledge of management with measurement. It outlines science as a system of models for managing a phenomenon via its measurement. The article begins by arguing that a phenomenon such as poverty, quality, customers' satisfaction, leadership, performance, social responsibility, financial or food crisis, quality of life, work-stress, environmental health, emotional intelligence or the like, is ever-changing, multifarious, intricate, unique in nature, type and magnitude in this complex world where actions, situations, activities, entities and processes are different at different times. Therefore, management of such a phenomenon becomes challenging due to the underlying complexity, unknown/unseen interactions and different conditions of systems that may lead to its failure. Consequently, it requires measurement. If you cannot measure it, you can neither manage it nor improve it properly and effectively. This article is structured in three parts. The first depicts the complex and ever-changing nature of our world and portrays countless failures in systems. The second part thrashes out the logic of management with measure and develops science as a system made up of a chain of models. The third part delineates the structure of both Kanji and Kanji–Chopra measurement systems which offer a chain of models to measure different phenomena within a system by taking into account its totality, and offer policy prescriptions to manage it successfully. Thus it delineates the science of management with measurement as necessarily a chain of various models to measure different phenomena for their effective management.

Keywords:

• management with measurement
• science, system
• systems approach
• structural equation modelling
• Kanji–Chopra measurement systems

Notes

Intelligence quotient (IQ) is often presented as having problem-solving skills, analytical capability, business judgement and insight.

A person is said to possess emotional quotient (EQ) when he/she has addressed the capabilities and skills of managing one's own and other people's emotions. It is related to self-awareness, self-management, teamwork, adaptability, interpersonal effectiveness, charisma, ability to motivate others and so on (for further discussion on emotional intelligence see Chopra & Kanji, 2011).

Political quotient (PQ) is about knowing how to acquire and use power to get things done via other people.

Body quotient (BQ) is a physical asset a person possesses that includes body language, body appearance and presentation, feeling of good health and well-being and absence of illnesses.

The public sector has a problem of internalities and private goals. In such a system, there is often an internal culture of maximising budget growth, the acquisition of new gadgets (which may be costly but may not be productive) and also of goals with bandwagon effects and Veblen effects of prestige. The acquisition and goals are not monitored by any market principle but by the whims of the bureaucrat.