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"?

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The Answer of 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"?

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