What Does It Mean to Study Management Critically - Literature review Example

Running Header: What does it mean to study management critically? Name of the Student: Name of the Instructor: Name of the course: Code of the course: Submission date: Introduction Management involves planning, organizing leading and controlling of human as well as other resources in order to enable organizations to achieve their objectives efficiently and effectively (Weddell, Jones & George 2011, p. 3). This means that management is composed of a variety of tasks and responsibilities. Therefore, in this essay am going to argue that studying management critically is vital. To begin with, management and organizations are part of the society thus they are directly impacted by our social, cultural and political life. Secondly, managers are required to assume a variety of responsibilities hence this may pose a challenge on their ability to achieve their organizations objectives. Finally, managers are required to have a variety of skills in order to overcome the challenges in their organizations and in the global environment. In section one I will explain the first point by referring to the social structure of managerial work (Jackall 2010, p. 18) and what it pertains. I will also argue how management is influenced by culture (Klein, 2001) as well as how organizations affect political activities (Morgan 2006, p. 149) In section two I will use the work of Mintzberg (1971, p.97) and Weddell, Jones and George (2011, p. 3) to illustrate the responsibilities that mangers are required to assume and argue why they may present a challenge in enabling organizations to achieve their objectives. In section three, I will outline why challenges in the workplace and in the global environment require managers to have a variety of skills (Weddell, Jones & George 2011, p. 45). Thus, based on these three points, I propose that studying management critically is important and essential. Finally, I will discuss what critical analysis pertains in relation to management by referring to Galliers & Currie (2012, p. 311) and Willmott and Alvesson (2011, p. 205). It is by learning and having the necessary skills that can assist managers to obtain interesting experience concerning their work Section One According to Jackall (2010, p. 19), managers use social rules in order to construct and guide their behavior at the workplace. This means that management is based on social norms and constructions thereby making it part of the society. Successful management practices are founded on an understanding of social norms and this assists in improving behavior in organizations. Social codes provide guidance to management in making decisions that they may face especially those ones characterized by dilemmas. Griffin (2011, p. 40) affirms that the prevailing form of many organizations is shaped by social and moral consciousness. The society provides experiences to managers and these are used to shape relationships that are distinctive in large organizations. Social norms provide management with a way of understanding the behavior of the members in an organization. Weddell, Jones & George (2011, p. 45), note that managers assume ethical behavior that conforms to the generally accepted social norms. This means that the society dictates the standards of behavior that guide managers in their work. Social norms assist managers to establish good relationships with their employees and other stakeholders who have interests in the operations of the organization. Jakall (2010, p. 4) confirms that in real life situations managers apply social concepts in order to resolve difficulties as well as to come up with new rules and to legitimize their actions. Therefore, management is enhanced through social norms and this means that it is directly affected by social concepts. According to Klein (2001) management is guided by obligations of cultural systems. Organization culture is mostly guided by social practices that characterize different communities. Cultural values provide managers with a way through which they can improve and enhance their leadership. Jackall (2010, p. 150) upholds that strong corporate culture is founded on cultural values held by managers. These values are based on the cultural background of the management. According to Morgan (2006, p. 117), the common values, beliefs and ideals in an organization depend on management understanding of the culture held by the society. Thus, the development of organization is based on how well the management is able to integrate different cultures that bind the organizational members together. Thompson and McHugh (2002, p. 120) argue that the ability of managers to effectively exercise their control depends on different social and cultural contexts that surround their organizations. On the other hand, organizations are strong social instruments hence they have a strong impact on political systems of a country (Morgan 2006, p. 151). Management participation in social issues enables it to become a powerful tool in influencing the outcome of political activities. Thus, by attempting to understand management as systems of governments and by trying to unveil the detailed politics involved in management activities, it is possible to learn essential qualities of management that are often overlooked( Edwards & Wajcman2005, p. 119) . Therefore, I have argued that management is directly influenced by social and cultural norms. This may create difficulties for managers to perform their functions and may play an important role in manipulating the outcome of political activities in a country. Furthermore, in the next section am going to illustrate how managers are required to assume a variety of roles and how this may pose a challenge on their ability to achieve their goals. Section two According to Mintzeberg (1971, p. 97), managers are required to assume ten basic functions which are subdivided into three groups which include; the interpersonal role, the information processing roles and the decision making role. These roles over burden managers hence they may make it difficult for them to achieve their goals. Weddell, Jones & George (2011, p. 30) note that these roles set out the expectations regarding how managers are required to behave in given situations. This means that managers must accomplish these roles in order to make their organizations to perform efficiently and thereby excel. However, these roles are interrelated and they end up overstraining managers. This forces managers to place a higher preference on problems that may be current and specific in order to ensure continuity of their organizations operations. However, this may derail management achievements as well as the performance of the organizations due to the fact that some issues may be overlooked. Furthermore, managers are required to perform their functions so as to ensure that their organizations operate wefficiently. This increases the tasks that managers are required to perform hence aggregating their responsibilities. Thompson and Mchugh (2003, p. 116) note that the enlarged responsibilities coupled by increased complexity of organizations makes managers to perform contradictory functions. This in turn obliges them to focus more on operating functions of their organizations rather than allocating resources to different functions. In addition, organization processes and operations are mostly influenced by stakeholders and the surrounding environment. This means that managers must perform their functions and roles in relation to the requirements of their operating environment in order to maintain powerful relationships with the stakeholders. Nevertheless, this creates a barrier to their ability to exercise their control hence further, making it difficult for them to achieve their goals. Griffin (2011, p. 76) states that the managers are required to be committed to their work because of the considerable time that they are forced to spend in order to efficiently accomplish their functions and roles. However, by developing appropriate information channels and exploiting situations that seem as obligations (Mintzeberg (1971, p. 102), managers can save substantial amount of time thereby enabling them to accomplish their responsibilities and this can assist them to succeed. To this point I have argued that managers are required to perform a variety of roles and functions which end up overburdening them hence create a challenge on their ability to achieve their objectives. Consequently, this makes them to experience difficulties in running their organizations. Nevertheless, in the next section I am going to explain how possessing management skills can assist mangers to gain a deeper understanding about their organization and how this can provide them with an interesting experience. Section three According to Weddell, Jones & George (2011, p. 87) managers must possess a number of skills in order to perform their work diligently. These skills include; conceptual skills, human skills and technical skills. In addition, managers must possess core competencies which can assist them to come up with strategies necessary to enable their organizations to outperform their competitors. Griffin (2011, p. 113) notes that these skills require managers to master the nature of their work so as to meet the changing trends in their organizations as well as in their operating environment. However, leaning and acquiring these skills present extra responsibility for managers. Morgan (2006, p. 167) notes that management skills and competencies determine how managers perform their roles and functions. This means that it is requisite for managers to possess these skills so as to make their organizations to become successful. Nevertheless, the ability to positively utilize these skills depends on how managers interpret information and their expertise. Thus, managers may experience difficulties in making decisions and selecting alternative courses of action because they may be unable to rationally process information. Besides, managers experience difficulties in determining the type of skill needed in order to tackle each problem that the organization may experience (Linstead, Fulop and Lilley 2009, p. 74). Weddell, Jones & George (2011, p. 103) note that for managers to be able to create a diverse workforce and at the same time to maintain ethical and social responsibility standards, they must learn and utilize their management skills. This is because managers are constantly under considerable pressure to utilize organizational resources productively. However, excessive pressure may motivate managers to behave unethically so as to achieve the goals imposed on them. Furthermore, managers must be competent in order to build competitive advantage. According to Griffin (2011, p. 114) competence can assist managers to be innovative in creating new products and developing better methods of production. This can play an important role in enabling them to build and maintain competitive advantage. Additionally, management skills and competency can provide managers with essential support necessary to manage global crisis. Global crisis may arise from natural and manmade causes hence they may have a significant impact on the organization. Therefore, possessing these skills can provide managers with important means of understanding and learning more about their organizations. This can in turn assist them to overcome the challenges that they may face with ease. Up to this point I have argued that managers can overcome the difficulties that they may experience by possessing the necessary skills hence this can provide them with an interesting experience in relation to their work. Finally, in the next section am going to explain what pertains critical analysis in regard to management. Section four According to Galliers and Currie (2011, p. 311), critical analysis involves examining management actions which are aimed at making organizations to be successful. Thus, critical analysis stresses on the link that exist between social production of knowledge and shared political actions especially with respect to technology. This means that managers must impose the principles of construction in order to communicate reality hence gain political power. Willmott and Alvesson (2011, p. 205) note that critical analysis assists in understanding how management are founded. In critical analysis management performance is geared towards practice and knowledge hence this requires questioning. The questions provide information regarding the alignment between truth, efficiency and knowledge in assisting organizations to achieve a high level of performance. Furthermore, critical analysis provides information pertaining to how management makes decisions as well as how negotiations are arrived at. Conclusion In this essay I have argued that that studying management critically is vital. I based my argument using 4 sections. In section one, I have illustrated that management is part of the society hence this may pose difficulties on its ability to achieve its objectives. In section two, I have outlined how managers are required to perform a variety of functions and roles which end up overburdening them. However, in section three, I have outlined how possessing the necessary skills and competencies can assist managers to overcome the challenges that they may face hence provide them with an interesting experience in conducting their activities. Finally, in section four, I have explained what concerns critical analysis in relation to management. Possessing the necessary skills and learning can provide managers with a means of overcoming their problem and as Mintzberg (1971, p. 109) notes, managers can turn to their skills so as to reduce their workload and improve their decision making abilities. References Edwards, P & Wajcman, J 2005, The Politics of Working Life, Oxford University Press, Oxford. Galliers, R & Currie, W 2011,The Oxford Handbook of Management Information Systems, Oxford University Press, Oxford. Griffins, W 2011, Fundamentals of Management, Cengage Learning, Mason. Jackall, R 2010, Moral Mazes, Oxford University Press, Oxford. Klein, N 2001, No Logo, The Guardian, Viewed 3 December 2012, < http://www.guardian.co.uk/books/2000/nov/27/firstchapters.extract>. Linstead, S, Fulop, L & Lilley, S (ed.) 2009, Management: A Critical Text, Macmillan, Melbourne. Mintzberg, H 1971, ‘Managerial Work: Analysis from Observation’, Management Science, vol. 18, no. 2, pp. 97-110. Morgan, G 2006, Images of Organization, Sage Publications, London. Thompson, P & McHugh, P 2003, Work Organizations: A Critical Introduction, 3rd ed, Palgrave Macmillan, London. Waddell, D, Jones, G & George, J 2011, Contemporary Management, Australia, McGraw-Hill. Willmott, H, Alvesson, M 2011, Making Sense of Management: A critical Introduction, Sage Publications, London. Read More