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Critical Theory: Exploited or Empowered - Research Paper Example

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Critical Theory: Exploited or empowered? Goal: The Critical Management Studies (CMS), as a concept, aims at challenging the rationality of existing management practices. These groups of critics support the view that employees are exploited either by the organisation and management or by themselves under multi-faceted pressures…
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Download file to see previous pages Critical theory pronounces management theories as demoralized and of producing domination and progressive deterioration of moral responsibility when aspects of people and environment confront organisational profitability (Adler, Forbes & Willmott, 2007). As pointed out by the CMS, pressures on employees by their managers are inevitable considering various external and internal challenges. Although managers at different levels enjoy varied levels of power (empowerment), at all levels these employees are somehow or the other exploited because their power is limited and dominated by the capitalistic power. Unequal distribution of power is inevitable considering the employees’ levels of qualification, experience and abilities. If individuals are empowered differently irrespective of the qualifying factors, then exploitation becomes the norm, which creates dissatisfaction and demoralization (Katyal, 2009). In conclusion, the Critical theories of management highlight issues that certainly require management attention in order to safeguard their organisational position through employee motivation; however, this would be possible only when responsibility and power are congruent with knowledge and abilities of individuals at all levels. References Adler, P.S, Forbes, L.C and Willmott, H. 2007. Critical Management Studies. ...
New Delhi: Global India Publications Pft Ltd. Institutional Theory: Why mimesis matters Goal: The aim here is to challenge Scott’s (2008) view that organisations tend to adopt patterns from outside because the extent of conformity between the organisational elements varies across organisations. The institutional theory does not identify or underpin any specific concepts, definitions, measures or methods followed by organisations, but considers institutionalization as process and varies with every organisation (Tobert & Zucker, 1999). It is built on the premise that organisations depend upon patterns of practices, technologies, systems etc built within, however validated outside or elsewhere. This patterning, as Scott (1994) explains, is necessary because it becomes socially and culturally acceptable. However, if organisations choose to divisionalise, their success would depend upon the extent of conformity between different organisational functions. Nevertheless, divisionalisation in relation to institutional isomorphism improves social and cultural acceptance. However, divisionalisation should vary with the location/country. For instance, organisations operating in multiple locations/countries have different institutional environment and hence varying pressures. The structure, divisionalisation, strategies etc should conform to environmental elements of respective locations/countries in order to conduct sustainable business and operations. In such cases, organisations tend to adopt mimetic isomorphism during conditions of uncertainty. They tend to adopt established models of other organisations that were efficient and effective, without spending much time, effort and costs. In conclusion, mimetic components are incorporated into the corresponding ...Download file to see next pagesRead More
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