Name Instructor Task Date Surprises in JA1 Since the mid 20th century, the status of management and managers has seen a dramatic growth, although, of late it is in serious decline due to a number of factors. The article “Management: The Work That Dares Not Speak Its Name,” explores this decline in status of management and the designation of manager by particularly discussing managers who avoid being describes as managers…
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According to the authors of this article, in order to avoid the negative connotation that have become associated with the title ‘manager,’ they have resorted to titles like professional, entrepreneur or project leader. The author not only expresses strong feelings about the behavior of managers but also condemns it, thereby calling for changes to be made on the responsibilities that go with this title. The way every context that the authors looks at the title is simple spellbinding, which therefore calls for serious research and analysis on management as a discipline in order to correct the situation (Brocklehurst, Grey and Sturdy, 2010). Surprises in JA2 Academicians and intellectuals in our business school are increasingly joining the chorus of castigating and condemning management practices which is a complete departure from the initial support that they exhibited on the management practice as we know it today. This article explores managers’ obsession with the so-called intellectual slavery with roots in explicit ideas that senior personnel in organization acquired in their respective business schools. According to the authors, the MBA has become a means of acquiring appropriate ways of management to gain self confidence for legitimate social privileges in senior management (Sturdy, Brocklehurst, Winstanley, et al, 2006). They are taught that managers cannot be trusted hence should maximize shareholder’ wealth in order to reconcile their interest and that of their employers (shareholder) as a way of overcoming the agency problems. This is particularly evident in cases where opportunities for application of management practices in organization are viewed as inappropriate within organizations. Therefore, tight monitoring should be an appropriate strategy of preventing people from pursuing opportunistic behavior at the expense of practices that are of the common good to the organization. It is in the context of this disparity that a regulatory framework should be devised as a mean of safeguarding the interests of the suppliers, customers, employees and most importantly, shareholder. The article however, points out the need to explore academic knowledge beyond that of transforming ideas of the discursive content to identify towards ideas associated with effective work .I suggest business school should provide moral theories inspired to free them from immoral responsibility by ensuring centrally based education in the organization. The evidence In both articles, authors defend their work by use of books, journals, web pages and research and study institution. According to Sturdy, Brocklehurst, Winstanley, et al (2006), there is more concern on the de-legitimization of a company as institutions and management as a profession. This will be brought about partly by the acceptance of these thoughts when ignored as vital elements of management. Several scholars have recently voiced their concern about the current state of management research and pedagogy. While training people on organization design focusing on transaction cost economics, it is imperative for trainers to ensure that there is firm monitoring as well as control of people so as to curb opportunistic behavior (Brocklehurst, Grey & Sturdy, 2010). Comparison The term management generally refers to
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es, responsibilities and accountabilities that determine the power relations, decision-makings and financial disbursement to make it truly functional. This structure and interdependence of departments are likewise built to meet the strategic organizational goals and objectives,
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Therefore, the main operational concepts that will be discussed relevant to the case study include:
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Dominating the definition of leadership in the 1950s is that leadership is a process that involves a leader inducing people to behave in a particular manner. The theme is that leadership occurs in a group context. The leader is responsible for influencing the behavior of a group if he is aware of the direction that the group faces.
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