Critical Thinking in Management - Annotated Bibliography Example

? Critical Thinking in Management Outline Introduction Essay body Findings Conclusion Annotated Bibliography Part A: The essay Introduction This essay is going to critically analyse and evaluate the effects of today’s managerial thinking on successful current organisational behavior and comment on the influence of the same on how the organisation manages itself in terms of working practices and working life. In this case, the theories of management such as behavioral theories, contingency theory, guru theory, and Fayol’s theory of competitive strategy in management will be evaluated in line with managerial thinking on successful organizational behavior. This issue is of importance because it is significant to understand that the defining factors, which make companies outstanding for long, are effective management skills that are derived from management theories. Moreover, it is significant to understand that employees because play a great role among other defining factors. The question will be answered by including all the main arguments, the theories, authors who have contributed in their knowledge and understanding and case examples to illustrate the above arguments. Further, the question requires annotated bibliography and it will be provided at the end of the essay. Essay body Organisational behavior is a field which studies how people think, act and feel within a setting of an organisation (Sapru 2008). Outstanding managers have been identified and they possess four types of skills, which allow them to handle the process of behavior management effectively (Sapru 2008: 276). These steps include; being familiar with behavioral challenge, the ability to pick out the causes of current behavior, identifying a strategy for attaining behavioral goals, and the ability to implement and adjust the chosen strategy as required (Parler & Ritson 2005: 1276). These are the pillars of management theory as discussed by Hartley (2006), Tsukamoto-Wagner (2008), and Brownlie et al (2008). On the other hand, guru theory is based on the assumption that the gurus promote maxims, which specify the behavior rules, but they never increase the managers’ competence as in the works of Bos & Heusinkveld (2007), Collins (2001), Parler and Ritson (2005), and Barabba et al (2002). However, the theory is significant when applied from the manager’s side. Organizational behavior in management is best handled using behavioral theories that are well discussed by Bucklin et al (2000) and Baron and Greenberg (2008). This field of study was created around 1900 and its major perspectives have included scientific management (Tsukamoto-Wagner 2008: 361), human relations approach (Van de Ven 2003), and contingency approach as the latest (MANAGE 2012: 1). According to the analyses of Wallach (1983: 32), Alvero et al. (2000: 43), and Tompkins (2005: 398), the contingency approach recognises organisational behavior as a complex field of study, driven by different characters. Managers in organisations need to understand this and develop their personal answers to some extent. Fayol’s theory of competitive strategy is said to be advocated by foyol for management education, both as a profession and a discipline. In this case, Yoo et al (2006: 360), Wright (2006) Williams (2003), The Wisest (2011), Collins (2003), and Black et al. (1992) approached the competative strategy theory from different perspectives. The diversity of this theory makes it compartible with many other approaches and when blended, any organisation will be able to achieve a working successful behavior. Findings A combination of Organisational behavior management with the other theories is the best aspect of managing organisations (Wallach 1983: 32). This is significant because there is no signle theory that can be said to solve all managerial challenges or to be applied successfully in managerial behavior. Therefore, the approach requires application of psychological principles of organisational behavior and analysing behavior experimentally in organisations to improve the safety of workers and performance from individual level to group level (Hartley 2006: 281). Organisations need to consider areas of application like management, improving performance, analysis of systems, as well as training when applying the theories with regard to situations (Bucklin et al. 2000). Therefore, management of organisations should put more emphasis on analysis of applied behavior and focus on system levels. In this case, managers are expected to view their employees positively and develop a good relationship between them (Collins 2001: 28). Guru theory should apply less in this case but managers should possess professional qualities which will make their employees view them from a positive side and with confidence. The opposite is where the manager views the employee from the negative side and the employee does the same, and this creates a working environment, which will automatically affect the operations of the organisation. Therefore, managers are required to use a certain concept when they meet an employee for the first time. For instance, the recommended bet is trying to avoid portraying any unprofessional behavior, which can make this employee start forming negative attitudes towards the manager as in neoclassical thought (The Wisest: 1). Moreover, organisations need to understand that the personnel involved in organizing the behavior include the employee benefits administrators staff relation managers and human resource managers. These professionals are believed to have effective communication skills and they also possess complex problem solving knack. Conclusion Therefore, in managing organisations, every manager would like to be effective and efficient in his duties so as to meet his objectives and those of the organisation. To attain this, every manager needs to work with his team, understand them, and give a consideration to their thinking, feelings in connection to how it affects their actions. This calls for a wide knowledge of management theories and when, how, and to whom they should be applied. Moreover, it is vital to note that there is a strong relationship between organisational behavior and management. Current managerial thinking on successful contemporary organisational behavior is critical, and it involves being familiar with behavioral challenges, the ability to pick out the causes of current behavior, identifying a strategy for attaining behavioral goals and the ability to implement and adjust the chosen strategy as required. Therefore, a combination of management theories and thinking to make decisions on the theory to apply, where and when; is critical for managers if they have to achieve successful organizational behavior. It is from the managers’ skillful application of these tools of management that organizations are able to develop a culture of good working practices and relation with its employees. Annotated Bibliography Barabba, V, Pourdehnad, J & Ackoff, R 2002, On misdirecting management, Strategy and Leadership, vol. 30, no. 5 pp. 5-9. The article analyses that there are two types of consultants, the educators and the self-promoting gurus. The article reveals that Gurus are responsible for pontification and promotion of their problems proprietary in nature because their advice could be either correct or incorrect based on how the perspective is applied in organisation’s management. Baron, RA & Greenberg, J 2008, Behavior in organizations, 9th edn, Pearson Education Inc., New Jersey, p.248. This book illustrates how organisational studies encompass the study of organisations from a multiple of view points, levels of analysis and methods. For instance, it is important for managers to understand organisational behaviors in group dynamics within organisation and the settings of organisations respectively. Black, JS Gregersen, HB Mendenhall, ME 1992, Toward a Theoretical Framework of Repatriation Adjustment, Journal of International Business Studies, No. 23, pp. 737 – 760. This article attempts to study social responsibility and communication ethics. The article has discussed the significance of dialogical communication between managers and employees in order to achieve successful organisational behavior. Bos, R & Heusinkveld, S 2007, The guru's gusto, Journal of Organizational Change, vol. 20, no.3 pp. 304-325. The article unifies the views of organisational intelligence, which seem to be fragmented from the perspective of Structuration theory propounded by Giddens. It was found that the Structuration viewing of organisation intelligence shifts the intelligence dichotomy of an organisation or individual and replaces with the epistemology of intelligence. Brownlie, D Hewer, P Wagner, B & Svensson, G 2008, Management theory and practice: bridging the gap...European Business Review, vol. 20, no. 6 pp. 461- 470. This article purposes to examine topics critically, which inform long standing disputes in status theory and practice, in the management. The article is calling for a change and radicalization of approaches to understand ways of knowing, reevaluation of relationships with practitioners and reimaging the way of representing knowledge to relevant stakeholders. Bucklin, B Alvero, A Dickinson, A Austin, J & Jackson, A 2000, "Industrial-organisational psychology and organizational behavior management: An objective comparison". Journal of Organizational Behavior Management, vol.20 no.2 pp. 27–75. This article discusses organisational culture as the focus and barrier of improving the performance of organisations. The cognitive behavior modification was compared with Karl Weick’s organisational work, which led to the description of intervention programs. Collins, D 2003, The branding of management knowledge: rethinking management fads, Journal of Organizational Change Management, vol.16, no.2 pp. 186-204. The paper gives a critical analysis of the latest development in management. It analyses the real picture of organisations today and further exploits the ambiguities in the word “branding” to indicate that the fads in management should be subjected to critical analysis that is beyond debunking. The article concludes by advocating a new way of branding and blending management theories in organisations. Collins, D 2001, The fad motif in management scholarship, Employee Relations, vol. 23, no.1 pp. 26-37. This article is a critical appraisal on the nature and significance of the guru theory and why critical management scholars dismiss it as ephemeral, unsubstantial and dedicated to producing fads which are believed to obscure the real management. The article concludes by saying that guru theory could be substantial; it gives a self-privileging analysis that obscures most realities of other management and organization theories. Hartley, NT 2006, Management History: an umbrella model, Journal of Management History, vol.12, no.3, pp. 278-292. This article has illustrated how the management theory works through moral persuasion, trust and authenticity. The article is a case study using Bernard who is a pioneer manager to illustrate how the management theory works. The article bridges practice and theory by presenting a model that business schools can adopt to educate leaders. MANAGE, 2012, Contingency Theory. Available at: http://www.12manage.com/methods_contingency_theory.html(accessed 2/11/12) This site has outlined a number of theories relevant to organisational behavior and management like organisational theory, scientific management theory, and contingency theory among others. The site has highlighted the advantages and disadvantages of each of these theories as well as the criticisms from scholars with a different view points. Parler, LD & Ritson, P 2005, Fads, stereotypes and management gurus, Management Decision, vol. 43, no.10 pp. 1273-1281. The purpose of this article is to evaluate the value of management history and the extent to which it has contributed to theory and practice of management. In addition, it evaluates to what extent is theory necessary in the absorption of the past for the understanding of the present and future organizational behaviour. Sapru, RK 2008, Administrative Theories and Management Thought. New Delhi: Prentice-Hall of India Private Limited, p 276. This book defines the theory of organisation as the study of organisations so as to benefit by identifying themes, which are common for solving problems, meeting the stakeholders’ needs, and maximizing productivity and efficiency. The book also discussed how organisational behavior and studies of human resources are integrated in management. The Wisest, 2011, Neo-Classical School of Management Thought. Idea Today's. Retrieved from http://www.ideatodays.com/business/business-management/neo-classical-school-of-management-thought.html This site compares organisational theory and scientific management theory. It has defined organisational theory as studying organisations to benefit them through identifying common themes to assist in solving problems, efficiency maximization, and meeting the needs of stakeholders for productivity. It concludes that theories affect the employer and the worker as well, but it insists on labor force control by management. Tompkins, JR 2005, Organization Theory and Public Management, Thompson, Wadsworth, pp.398. This book is written for the current and the upcoming managers. The theory of organisation and public management discussed in the book provides students with necessary conceptual and theoretical knowledge required to make an effective manager. Tsukamoto-Wagner, S, 2008, Scientific Management revisited, Journal of Management History, vol.14, no. 4, pp. 348-372. This article critically questions the conventional views of one side dimensional, the negative image of human nature as explained in scientific management and mechanistic. The article outlines the positive aspects of both the employee and the manager behavior, which are reconstructed in terms of organisational economic. Van de Ven, BL 2003, The key factors for success in the management of workers. Service Management Science, vol. 32, no.6, pp. 196-212. This article argues that organizing new development is a crucial topic for making decisions in organisations. This is because proper management of workers in an organisation is likely to pay off and advocates for managers to create a climate for continuous improved management skills. Wallach, EJ 1983, Individual and organizations: The cultural match, Training and Development Journal, vol. 37, no. 2, pp. 29-37. The article is highlighting the importance of knowledge in managing organisations. The article has used examples from several organisations to give a framework for making the connection and recommends that for managers to manage their employees effectively especially on behavioral aspects, they must perform knowledge based SWOT, (Strengths, Weakness, Opportunities, and Threats) analysis. Williams, R 2003, Consultobabble and the client-consultant relationship, Managerial Auditing Journal, vol. 18 no. 2 pp. 134-139. This article argues that consultants give useful solutions so as to improve the skills of management processes and this puts them on criticism always. The article suggests that, clients are never exploited or passive, instead it is a consultobabble relationship which takes place. Wright, TA 2006, The emergence of job satisfaction in OB, Journal of Management History, vol.12, no. 3 pp. 262-277. The author of this article based his research on practical grounds rather than theoretical grounds. He says that job satisfaction had changed, over time, to be work of choice and attitude as compared to the past when it used to be work for pay. Finally, he outlines how job attitudes and explains why job satisfaction is the mostly used measure in assessing productive and nonproductive workers. Yoo, JW, Lemak, DJ & Choi, Y 2006, Principles of management and competitive strategies: using Fayol to implement Porter, Journal of Management History, vol.12, no.4 pp. 352-368. The article has discussed the theories of Fayol arguing that they lay the foundation of management both as a profession and a discipline. The article has aligned the theories of Fayol with strategic leadership and management. Read More