Contemporary Issues in Management - Literature review Example

Contemporary issues in management Contemporary issues in management 0. Introduction With the increase of the application of narrative approaches in the context of management and in organization levels, it is evident that this approach has contributes a great deal to an understanding of the organization itself and even the process of organization. It is evident that stories/narratives have contributed substantively to organization theories. In as much there has been an ongoing debate between the appropriateness of either Science or storytelling in organizations, it is important to assess the contribution of narratives in an evaluation of the implication of the same in an organization context. In essence, stories can provide good case studies for a study of the logic applied in many organizations. One would even argue that stories that are explained in narrative research give a clear chronology of events that take place in the organizations and even present a creative way that will allow for a description of the hidden meanings that have been presented in different contexts (Boje, 2011). Narratives present a chance for an understanding of meaning as opposed to presenting scientific evidence as many persons would argue. The value of narrative approaches is undeniable. This paper will then embark on reflecting on the value of narrative in an organizational context and how the same has been applied in different organization theories. The paper will also evaluate the application of storytelling research in the case study of the manager of a large Fluorspar manufacturing plant. The paper will also relate to how the company leaders can use their past experiences to make informed decisions through recalling and reflection of accounts made through storytelling. An insight into how company managers may apply decision making approaches to apply both observation, other forms of evidence and a recollection of facts in their experiences to make decisions within the manufacturing sector. 2.0. The application of narratives in the organizational setting Company managers, and more so managers of large manufacturing companies have no option but to make decisions based on evidence through understanding the present situation by assessing what has been existent in the past (Sims, 2003). In line with this thought, it is evident that company managers have no option but to make decisions through reflection that can be facilitated through storytelling. This means that they have to play what they learnt through experience. Through evidence based management, company managers can adapt to practices that can inspire and improve decision outcomes that are based on facts, ethics and even proper judgement that results from past experiences. According to Boje (2012), the use of storytelling and reflection is useful in making informed decisions as the leaders in question make decisions based form their own experiences. This explains that the company managers can make decisions based on in-depth reflection, their own experiences and depending on different contexts. The manager may also apply active reflection that allows them make decisions and the deliver in a unique way especially when the situations in question are extremely conflicted. Boje (2012) explains how company managers have the capability of approaching different issues in the organizational setting through an application of theory and practice. So as to have a deep reflection of the company in question and the issues that affect the manufacturing process, the manager of the manufacturing plant may use storytelling to express their thoughts, clarify issues that have been faced in the manufacturing plant and even energize the entre institution to work towards achieving a certain goal (Boje, 2012). According to the research conducted by Boje (2012) and Sims (2003), a great percentage of company managers have been indicated to apply reflection and storytelling in the context of making decisions in their institutions. This emanated from the need to investigate where the company managers get information from, and how they exchange knowledge in different fronts. From the compilation of Sims (2003), it is evident that evidence based management presents a major revolution in how company managers have changed in their approaches to management. Gabriel (2013) explains how storytelling has changed different organizations. Through research conducted using the storytelling approach, managers have been presented with an opportunity to embrace approaches that help increase the relevance of the organization knowledge derived from managerial practices. This explains that an incredible source of information may be derived from past narratives Through the use of narratives, the meaning of organizational experience was explored in detail in many organizations as Gabriel (2013) indicates. In line with this thought it is arguable that storytelling acts a way in which company managers, in our case, the managers of a manufacturing plant, acquire different forms of information in their workplace, and these stories can even be indicated to be a major reference point for many managers. It is almost evident that stories stimulate the minds, souls and hearts of the listeners; thus, provides an insight on their own lives, the issues that they face and their existing conditions. Though one may argue that it is extremely tasking to come up with a story that is completely aimed at stimulating the mind, heart and the soul, stories are actively engaged in the organizational context (Boje, 2001). More specifically, it is remarkable how stories have a way of touching the emotional aspect of individuals in organizations as the stories have a way of persuasion and even communicating to the intended audience. Boje (2001) relates the stories as a methodological approach that expounds on a theoretical base that ultimately allows for sense making, decision making and implementation of policies set in the organizations. 2.1. Sense making through storytelling and the case of the Fluorspar manufacturing plant In the work of Gabriel (2000), stories have been credited with the ability to interpret different forms of occurrences and link them with meaningful explanations. This thought coincides with that of Boje (2001) who explains that narratives form a key part in making members of a certain group make sense of events that shape their existence in the organization in question. An analysis of this aspect explains that through stories, a great percentage of the members of the organization an easily understand what is in existence in their organization, make sense to it, and ultimately allow the group members tale about what has been going wrong for them, decide on an appropriate action and even share different values and meanings. It is evident, therefore, that an organized life is made possible through an introduction of storytelling in the organization. As far as the case study of the manager of the fluorspar manufacturing plant is concerned, storytelling can be applied in the organization by the manager allowing the employees share different perspectives on their work experience and ultimately reduce the complexities that the organizational life can present. It is also possible to predict the future organizational behavior especially after the manager has directed the employees towards alienating any for chaotic or disorganized life in their workplace. Czarniawska (2004) and Sims, Huxham & Beech (2009) explain how easy it is to deduce sense from the stories told in the organization since stories have the capacity of creating a network of conversations that help create meaning through the social processes that the individuals in an organization experience. The manager of the manufacturing plant can make the employees as well as himself realize that they are accounts of the events that take place in the manufacturing plant, and that they are the major determinants of the events that take place in their organizations. Logic is also applied through a restructuring of the thoughts of the manager as well as that of the employees of the manufacturing plant. 2.2. Communication and storytelling in the case of the Fluorspar manufacturing plant As seen in the research conducted by Boje (2001), it is evident that stories/ narratives help individuals in organizations describe past events and even what they expect in the future. This notion explains that narratives give a god basis where individuals can share their experiences and even give a glimpse of the symbolic action that they expect in future. Since communication forms a core in organizational research and practice, it is therefore possible to meditate on different expectation of an organization and communicate the same through stories that different members can relate to in the organization. Through storytelling, the organization can shape its culture, allow for the creation of new knowledge, transformation and a maintenance of the culture constructed thanks to communication facilitated through storytelling (Gabriel, 1991). Through narratives, positive experiences can also be reconstituted, meanings made and the same communicated to the relevant persons in the organizations (Gabriel, 1991; Sims, 2003). The accounts that are spoken of in the course of discussions are then regarded as the real world experiences. An application of the same to the case study of the manufacturing plant means that the manager can apply the use of narratives to make communication a central norm in the organization. The manager can steer the employees towards assembling and reshaping the events that hey experience o something more meaningful as the narrators are the major actors in the organization (Boje, 2001). Rhodes (2001) accounts to an organization that tells stories to an organization that drives end products to what is confessed in the stories. If the manager in the manufacturing plant uses stories as the communication agent in their interaction in the organization, it is possible that the manager will attain their goals, reach their expectations and build a system that is run on a specific organizational culture. This organization is also expected to work based on realities that have been effected through stories recounted and even construction of meanings that shape the existence of the organization. 2.3. Storytelling as a means of instilling change and learning- a case of the Fluorspar manufacturing plant Yet another importance of storytelling in the context of organization is that stories have been used to steer organizational change and learning. Narratives have been termed as concepts that steer change based on different timings. As seen in the work compiled by Brown and Humphreys (2003), narratives have been linked to managing different forms of change in organizations. One of the major example is that stories have been used to reinstate values that have been set in the organization. The individuals in question have been propelled to reformulate meanings that are linked with stories that have been narrated both in the present and in the past (Boje, 2011; Boje, 2001). This explains that the stories are powerful tools that have been used to institute changes in people and the culture of their organizations, this process takes place in an unconscious manner in such a way that the manager can state the expected norms in an informal way, all in an endeavor to allow for change in the organization (Feldman & Skoldberg, 2002). The employees in question are also given a chance to design their own models for change and decision making that will not only favor them, but also help the employees face the exiting realities in their workplace. An application of the same in the manufacturing plant, the manager may ensure that the employees understand meanings of the organizational changes by allowing the employees have a chance to relate with the processes they encounter in their workplace. The manager can also use these stories to control the behaviors that the employees display and then direct them towards the accepted norms by using dialogue to motivate them. In this case, the manager derives intervention through steering counter narratives that counter the existing behaviors and actions of the employees. Through allowing the employees construct their own stories about the change they would require in the manufacturing plant, the manager can make sure that change is enforced through the employees’ interpretations of the need to change. This process explains a reflective meaning construction that is indeed useful in the learning process of many organizations. Meanings will be constructed collectively and contextually; thus, improve the general practice in the organization (Boje, 2011). Dialogue will also ensue; thus, helping the managers and the employees understand the reality in the organization and in turn develop new insights that will stimulate critical thoughts of solving existing issues. 2.4. The real perspective of narratives Narratives have been indicated to be perfect ways in which individuals can identify with different realities. The narratives as Brockmeier & Carbaugh (2001) indicate are greatly linked with the cultures that different persons exist. In line with this argument, it is justified to argue that narratives can lead to integration as well as create as sense of coherence in an organization. Since the involved persons communicate unconsciously in the course of storytelling, it is possible that identities will be easily constructed. Brockmeier & Carbaugh (2001) also explain that narratives result from resistance, but after narrations, there is a major shift in the meanings made especially from the cultural contexts. An application of these concepts to the case of the manufacturing plant, it is possible that the organization can identify itself through different forms cultural manifestations that are presented in the organization. The manager can also use the stories to promote identification and express their need for understanding and commitment from the employees. In the end, it is estimated that the employees will adapt to the expectations of the organization through narrations that have been linked to establishing and maintaining connections in the “community” in the organization (Carr, 1996). Just as Boje (2001) explains that there is need for coherence in narratives by different persons, it is almost obvious a product manager that embraces the use of narratives in his/her organization will indeed benefit from a coherent, united and a complete organization that functions based on understanding. 3.0. Conclusion From the above discussion, one can argue against the thought that storytelling is not scientist in approach and does not add any value to the organizations. It is evident that narratives have provided a good basis for proper organization in the organizational setting, has allowed for deep reflection of the actions in an organizations, and even provides for understanding among the different parties involved in the organization. Borrowing from the thoughts of Boje (2001), one can actually commend the manner in which storytelling has created an understanding of different concepts in the organization. The members of the organization have been given a chance to reflect on issues that touch on their productivity and even provide feedback on what needs to be done so as to improve the existing conditions. Through storytelling, one can account for how organizations act as a process and how the narrative provide for value in discussions. All the possible meanings that result from different organizational actions are presented through storytelling and focus is also shifted on the reality of the organizational factors that determine performance. From our case study, it is evident that the manufacturing plant will benefit greatly from storytelling as the manager is given an opportunity to give explanations on different concepts that have previously affected performance. The organizations is therefore organized based on reflection and discussions from the employees and the manager; thus, devise an innovative way of interacting with and narrating meanings. The network of created interactions and interpretations is also commanded thanks to the concept of storytelling in the manufacturing plant. This evidence explains how storytelling contributes to organizational theories as the storytelling approach present a source of deeper study of the entire organization as opposed to the usual scientific approaches. The ability of storytelling to present a chance for communication can also be ignored in the course of studying organization as opposed to the previous provisions of scientific theories of the organization concept. 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