Contemporary Issues in Management - Storytelling - Literature review Example

Contemporary Issues in Management Table of Contents Table of Contents 2 Introduction 3 Organizational misbehaviour and storytelling research 3 Boje’snotion of quantum stories: 9 Corporate Storytelling and employee engagement 13 Concussion 14 Reference list 16 Introduction Storytelling can be defined as the process of interaction between various organisational members. Storytelling process develops detailed communication among the participators. According to Adorisio (2009), storytelling seminars are empowering the employees to share experience and knowledge with the others. Employees, managers and leaders are sharing their stories on the basis of different aspects. Storytelling process provides the receivers with workplace ambience, professional development scopes, power and politics, gender, organisational mad employees culture (Boje, 2012). This policy will determine the level of leadership and emotion. In the current research, organisational ethics are contrasted to gain more insight on the effects of such traits in operational practises. Organisations are facing huge challenge in managing ethical issues and employee’s behaviours in the global perspective. In addition, they will be facing the challenge in terms of understanding of organisational misbehaviour, organisational mismanagement and economic malpractice. Thus, global human resource managers are using the individual study of ethics and organizational storytelling policies to mitigate the challenges of lower efficiency among the employees due to the misbehaviour elements. These policies will help the management in terms of obtaining an in depth idea on operational processes and barriers faced by the employees. The study will outline organisational storytelling research, Boje’s notion of quantum stories and Gabriel’s psychoanalytic account. Organizational misbehaviour and storytelling research In the globalised business environment organisations are feeling huge challenge of the misbehaviour traits among the individual stakeholders. Mainly organisational misbehaviour happens for three different reasons like the behaviour might provide benefit to the concerned individual. Misbehaviours happen due to additional profitability of the organisation, and this trait can be happened due to the intention of injuring or harming a particular individual, colleagues or the competitors. In addition, harming organisation asset or social composure will be considered as organisational misbehaviour. In the global organisations traits of misbehaviour, organisational mismanagement and economic malpractice are increasing rapidly. Globalised organisations like Nike, Tesco, Wal-Mart, Ford, Microsoft, and many other firms are operating in multidepartment segment. These characteristics will increases the potentials of the misbehaviour traits. Rumour and gossip are considered as misbehaviour traits among the employees. These factors reduce the efficiency and self-esteem of the employees. Employees use such communication policy in terms of exchanging various scattered information, manipulating others and enjoying the leisure activates. Developing informal relationship among the male and female workers is a type of organisational misbehaviour. However, romantic relationship will cause tremendous unconstructive authority traits among the employees or the leaders. It will increase preferential treatment for the partner and complaints on the partner are ignored. Such employees are promoting their partners, exhibiting more power to manipulate other employees. Sabotage actions in the workplace are most alarming misbehaviour which causes employee confrontation. Lower powered employees are driven to get engaged in sabotage actions so that they can increase their authority. This behaviour results in damaging the workplace environment, productivity, assets, and relationships between the employees or customers. Firms like Tesco, ASDA, Microsoft and ford are facing such misbehaviours threats. Apart from these factors worker theft and lying are other factors which herms organisational productivity. Organisational misbehaviours can be identified as the harassment of the female employees for sexual attraction. Such behaviours are enforcing power to undermine the role of female employees, isolate them and humiliate female employees are hampering the operational efficiency. Thus, organisations are facing huge challenge regarding profitability and growth. They are adopting the storytelling research strategies to reduce behavioural challenges. Firms like Tesco, ASDA, Microsoft and ford are facing the challenge of the misbehaviour. Misbehaviour is harming the organisational revenue generation and sustainability. Ferlie and Ongaro (2015) opined that organisational storytelling research is one of most important tools to analyse action of employees and stakeholders. This process is helping in obtaining various issues faced during the operational process. Storytelling system helps the management to gain more insight regarding negative factors like organisational misbehaviour, mismanagement of the operations and financial negligence. International firms can develop more effective strategies to meet the abovementioned challenges. Storytelling process empowers the participants to share their experience and problems in details. Gabriel (2000) argued that globalised retail and manufacturing businesses are facing huge challenges like financial crisis, human resources conflicts, cross cultural conflicts, competitions in the industry, changing technologies and changing customer demands. Storytelling is helping the management to identify the contemporary issues in management. Storytelling processes are used by the organisations for different purpose Share norms and value: Gallucci (2013) opined that storytelling seasons are helping the global management in order to share retail and manufacturing norms and values among the various stakeholders. Participants of such seasons will be able to obtain the ethical norms and values and they can develop operational policies to achieve best possible results. Building trust and loyalty: Storytelling seasons are developing more trust and commitment among the stakeholders of Tesco and Ford. Competencies and guarantees are exchanged by the managers and storytellers to increase operational efficiency. Storytellers are sharing the personal competence and commitment for contemporary problems. Thus, Gargiulo (2005) suggested that managers are using storytelling seasons in terms of exposing potential treats or challenges to the employees or team members. Direct interaction and real life experience sharing with the employees, managers will increase trust and loyalty among the employees. Share implicit facts: Leaders or managers will be able to share their entrenched and embodied knowledge in the storytelling seasons. Managers are able to identify contemporary problems faced by the employees and they can develop feasible solutions. Such process will increase the compatibility among the organisations (Gill, 2014). Organisations like ford and other car manufacturers are facing the misbehaviours among the employees. Assisting change: According to HaskiLeventhal (2012), changing environment trait is forcing organisations to develop skills and compatibility of the employees. Change management process will help the managers in reinforcing employees as per environmental transformation. Thus, unlearning process will help the management to implement new skills among the employees. Development of skills of the employees will aid global firms in meeting contemporary challenges. Create Emotional association: According to Lewis (2011), storytelling seasons creates an emotional link among the participants. Storytellers share their own life experience so that they can engage the listeners with their emotional beliefs. Storytelling seasons will unfold the potential risk or complexities that can be faced by the employees and organisations. Storytelling seasons are increasing the emotional attachment among the listeners and the story teller. Thus, communication of goals and lading peoples are quite easy. For the abovementioned purposes, Storytelling process is increasing the popularity among the global organisations. Globalisation is increasing misbehaviour threats for the business operations. Employee’s behaviour got affected by the organisational misbehaviour, organisational mismanagement and economic malpractice. Employees are facing the challenge of changing technology, changing customer behaviour and increasing demand of skill and learning. Stories of the leaders or managers guide subordinates to cope up with the emerging technologies and challenging situations (McKenna and McKenna, 2012). Thus, storytelling process must be structured in an interactive manner to reduce challenges of organisational misbehaviour, organisational mismanagement and economic malpractice. Stories are used by the global organisations as the instrument of sharing knowledge among the employees and other stakeholders. Stories are told as per different strategies or forms. All these processes are aimed to share knowledge among the listeners effectively. Storytelling: Nazario (2011) opined that this mode is used by the leaders, managers and individuals to share awareness and experiences of any situation. Stories will give detailed descriptions of the threats or adverse situations they have faced during the operations. Therefore, storytelling seasons will provide corresponding programme, compound facts, ideas, and statistical outcome. Modelling: Communicator shares experience with the help of mindful and insentient actions. Leaders are adopting modelling process to exchange their views, ethical consideration and skills. Modelling also helps them in terms of mentoring, figurative behaviour, and expression of opportunities among the employees or subordinates. Employee’s performance is monitored to identify the gaps and limitations as per the organisational goals and objectives (Woodside, 2010). Simulations: Adorisio (2009) argued that simulation technique is helping managers in terms of sharing of understanding with the help of pragmatic situations. Leaders are creating artificial situations in order to illustrate potential complexities of the operational policy. Simulations are adopting different methods alike the role playing, case study approach, and technical or software based simulations. In the contemporary era, managers are using simulation techniques to develop the skills and competency of the employees. Apart from the above-mentioned techniques, managers of the global firms are using many other tools in order to share the experience and ethics among the stakeholders. Sometimes managers are using recognized, methodical and planned sources for communicating goals and objectives. Managers of SME or large-scale organisations are using textbooks, handbooks, instruction sheets, and electronic databases to create codified ethical and skills set (Boje, 2012). Storytelling processes have different types of approaches. In the modern retail, manufacturing, e-commerce and electronic appliances business, storytelling processes are adopting different models and theories. Notion of quantum stories by David M. Boje and psychoanalytic account theories of Yiannis Gabriel are the popular storytelling models and theories. In the current study, Boje’s notion of quantum theory is evaluated to describe the story telling process of the organisations in the globalised world. In addition, these theory or approach will outline the relevance of the story telling in terms of managing the contemporary issues faced by the business process (Boje, 2012). Boje’s notion of quantum stories: According to Boje (2014), Quantum Storytelling can be defined as the information sharing action which intersects quantum physics and storytelling polices. Quantum storytelling process compresses action and written draft. According to Boje, storytelling option must disseminate the information while developing artificial operational policies to identify potential complexities. These processes are providing more effective guidance or knowledge sharing approach (Boje, 2012). Quantum storytelling is emerging with the quantum escalation in order to provide most feasible strategies for the operational members. Tesco, Nike, Ford and many other manufacturing organisations of UK are adopting Quantum storytelling to reduce challenges of organisational misbehaviour, organisational mismanagement and economic malpractice. Employees will be able to develop more relevant skills to meet the unavoidable circumstances faced during the operational process. In the global segment, operational environment is facing high challenge from different aspects like financial, technological, and competition. Boje, Burnes and Hassard (2012) stated quantum storytelling process helps the employees of above-mentioned organisations to develop the skills and knowledge to face different complex operational. This type of storytelling technique also mentions the timeline for production or operational requirements. Quantum storyteller refers that the time cycle can be managed as per the duration of each and every strategic step. Managers of Microsoft, HP and IBM are discussing the strategic fits as per past-present-future and future-present-past directions in order to reduce the challenges of the organisational misbehaviour, organisational mismanagement and economic malpractice. Boje referred that materials must have statistical records. With the help of quantum storytelling global organisations are dividing the activities of the employees on the basis of area, tenure of operations and materials quantity. David M. Boje used quantum physics theories to develop his ‘Storytelling Organization’ theory which is basically outlining specified method and practices. Global organisation can develop their strategies as per the organisational misbehaviour, organisational mismanagement and economic malpractice attributes (Boje, Luhman and Baack, 1999). Storytelling is emerging with the quantum physics theories to develop priority on the operational process. Contemporary issues are considered as the waves of energy concept of quantum physics. Storytelling authority can exchange their experience or learning skills on the particular issues. They are merging the concepts of quantum physics and metaphysics in order to analyse different operational situations. Therefore, this process leads to more controlled employee’s behaviours in retailers like Tesco, ASDA and Sainsbury (Boje, Burnes and Hassard, 2012). According to the concept of David M. Boje, storytelling organizations are providing storytelling service as per the different business environment, where stories are the currency of exchange within and between them (Boje, Burnes and Hassard, 2012). These types of organisations are providing storytelling service to different global or multinational organisations in exchange of money. Organisations are highly using the storytelling options to meet different complex issues faced during the operational process. They will be able to develop more feasible business strategies with the help of expertise knowledge shared by the professional story tellers (Boje, 2014). Storytelling organizations are adopting quantum physics models to enhance their consultancy support. This will increase the quality of the consultancy support they are providing to the different business operations. Quantum physics concept helps storytellers in disseminating the experience and knowledge among the listeners groups. However, in the contemporary business perspective, storytelling process is changing dimensions. Storytellers are using different type of online or social media portals to reach extensive listeners (Boje, Luhman and Baack, 1999). David M. Boje observed that the storytellers are using the web portals in terms of being antenarrative. Web portals are helping the story tellers to maintain updated link of the space-time-materiality quotient among the listeners group or the employees (Boje, 2014). Moreover, employees are informed with the different operational process, organisational goals, contemporary challenges and solutions for different issues. Quantum storytelling offers narrative guidelines for the listeners or the employees. Organisations are increasing interrelationships among the organisational members. Quantum relationships are developed with the antenarrative communication via digital media (Boje, Burnes and Hassard, 2012). Antenarrative story telling will express potential challenges of operational process to the employees or listeners of the Microsoft and Ford. Living story webs and grand narratives are interlinked with the help of digital storytelling process which reduce organisational misbehaviour, organisational mismanagement and economic malpractice (Boje, 2012). In this system, storytellers exchange their experience and knowledge via different processes like ‘cyclical-antenarrative, linear-antenarrative, spiral-antenarrative, and rhizomatic-antenarrative’. According to Boje (2014), linear and cyclic antenarratives promotes storytelling process that outlines earlier record of the organisation and managers predict the future uncertainties and goals. Storytellers are citing the instances of different issues and problems on the organization mismanagement and economic malpractice to develop feasible solutions and increase the efficiency of the organisations. This process is developing conservative knowledge base and strategies based on the historical idea for the ethical behaviours and issues like organization mismanagement and economic malpractice. On the other hand, Boje, Luhman and Baack (1999) critically evaluated that spiral and rhizomatic antenarrative storytelling is based on the contrast of future and past data regarding organisational misbehaviour, organisational mismanagement and economic malpractice issues faced by the global organisations like Microsoft, Apple, Wal-Mart and many other retailers. Thus, it can be said that the quantum storytelling is type of ontology. This type of storytelling process also develops two way channel of communication. Mainly, 11 dimensioned questions are helping the storytellers in exchanging their skills and experience. These questionnaires are helping the global organisations to increase the compatibility among the employees and other organisations stakeholders. Managers are using the quantum story telling approach to disseminate operational process, skills and potential issues among the employees (Boje, Burnes and Hassard, 2012). Table 1: 11 D Quantum storytelling questionnaires Directionality Mainly the storyteller need to provide proper directions among the employees regarding accomplishing any tasks, meeting any challenges and setting up new tasks Data ability Statistical approach of operations will increase the rate of the feasibility of the decision making of the organisations. Duration Duration of each tasks and operational process must be disseminated among the listeners Disclose ability Storytellers are supposed to outline the future process and different potential shortcomings or issues Destining Storyteller are developing various potential goals, and effective strategic fits Deployment Storytellers are also discussing deployment of employees roles and responsibilities Dwelling Storytelling processes are also disseminating the operational areas. De-dismissal Employee’s turnover is managed by the space-time-mattering policies. Drafts Storytelling process also includes ideas in a written manner. This will create long-term effects among the listeners or the employees of the organisations (Boje, 2014). Dispersion Dispersion of processes must be developed among the globalised operational process. Detaching The global organisations are using the storytelling policy for the detachment policies (Boje, Burnes and Hassard, 2012). Corporate Storytelling and employee engagement Ferlie and Ongaro (2015) stated that recently globalised organisations like Microsoft, IBM, Ford, Wal-Mart, Tesco, Nike and many other organisations are using quantum storytelling process in terms of developing compatibility. These Firms are facing huge challenge from the competitors, financial crisis factors, and emerging technologies. In addition, they are also facing the challenge of organisational misbehaviour, organisational mismanagement and economic malpractice. Corporate storytelling policies are increasing the employee engagement in the corporate houses. This policy is having the primary benefits of increasing the internal communication among the employees of the organisations. Employee engagement process is helping these global firms to increase their compatibility (Gabriel, 2000). According to Gallucci (2013), quantitative storytelling increases purposeful strategic development for the employees and engage them to achieve the goals. Internal communication channels are vastly used in the commercial storytelling process. In this process, individuals are able to express their own intrapersonal understanding regarding the operational process. Emotional connections are developed with the help of effective storytelling process. Moreover, employee engagement polices will increase the loyalty among them (Gill, 2014). Loyal and experienced employees exchange their experience and knowledge among the lower level executives and less experienced employees. Thus, managers are using the storytelling process to communicate the potential operational issues. Storytelling process will share experience and skills among all the employees. This process will gradually increase the compatibility of overall organisations. Managers are predicting potential challenges and developing remedial policies to create more efficiency among the employees (HaskiLeventhal, 2012). In addition, organization mismanagement and economic malpractice refers to the false representation economic facts, window-dressing of the financial statements and lower orientation of stakeholders. Dividend payouts and CSR responsibility statements need to be maintained but many global firms are not maintaining such strategic frameworks. Concussion In the study, storytelling process is evaluated to develop proper strategies in meeting the contemporary issues faced by the global management. Different aspects of storytelling are discussed in the study. Firstly, the relevance of organisational storytelling research is made along with a discussion on the purposes and different forms of storytelling research. Boje’s notion of quantum stories is discussed in details. The concept of the quantum storytelling is contrasted to develop an idea on the corporate storytelling and employee engagement policies. This study has also outlined the concept of the storytelling organisation theory. Storytelling process is mainly having three different ambitions for the global organisations. International issues can be managed through the storytelling research aspirations like the living story, narrative, and antenarrative. Narrative storytelling style aids the management in providing the contents in proper structure. It is obtained that the narrative story telling is using the past or historical data from the operational process and making future predictions. Antenarrative storytelling process is adopting the digital media in terms of reaching more listeners. Antenarrative story telling is segmented into various other subsections. Linear and cyclical antenarratives links past data to predict the future contents. Managers can use the ontological antenarratives in terms of explaining the potential risks or challenges in the operational process. Thus, global organisations can develop effective strategies to meet various issues. Reference list Adorisio, A., 2009. Storytelling in organizations. Basingstoke: Palgrave Macmillan. Boje, D., 2012. Reflections: What Does Quantum Physics of Storytelling Mean for Change Management?. Journal of Change Management, 12(3), pp.253-271. Boje, D., 2014. Storytelling Organizational Practices. Hoboken: Taylor and Francis. Boje, D., Burnes, B. and Hassard, J., 2012. The Routledge companion to organizational change. Oxon: Routledge. Boje, D., Luhman, J. and Baack, D., 1999. Stories and Encounters between Storytelling Organizations. Journal of Management Inquiry, 8(4), pp.340-360. Ferlie, E. and Ongaro, E., 2015. Strategic Management in Public Services Organizations. Hoboken: Taylor and Francis. Gabriel, Y., 2000. Storytelling in organizations. Oxford: Oxford University Press. Gallucci, C., 2013. Storytelling Way. Esperienze Dimpresa, (1), pp.109-157. Gargiulo, T., 2005. The strategic use of stories in organizational communication and learning. Armonk, N.Y.: M.E. Sharpe. Gill, R., 2014. Why the PR strategy of storytelling improves employee engagement and adds value to CSR: An integrated literature review. Public Relations Review. pp.112-127 HaskiLeventhal, D., 2012. Employee Engagement in CSR: The Case of Payroll Giving in Australia. Corporate Social Responsibility and Environmental Management, 20(2), pp.113-128. Lewis, P., 2011. Storytelling as Research/Research as Storytelling. Qualitative Inquiry, 17(6), pp.505-510. McKenna, E. and McKenna, E., 2012. Business psychology and organizational behaviour. Hove: Psychology Press. Nazario, A., 2011. Exploratory research of the social environment in law-enforcement agencies using organizational storytelling methodology. Bingley: Emerald Woodside, A., 2010. Case study research. 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