Can Social Sciences Help Managers - Literature review Example

Organizational Politics, Culture and Management: Can social sciences help managers? Name Professor Institution Course Date Organizational Politics, Culture and Management Introduction As the 21st century unfolds, we can observe numerous changes and developments happening in our surrounding with all the companies within every industry attempting to maintain pace with the transformations and different needs of the individuals (Crainer 2003, p.41). All we can say is that, organizations have become complex to manage as opposed to the past when management used to be generalized. Globalization and technology have led to increased knowledge and changed how people relate and interact (Crainer 2003, p.45). However, one thing for sure is that organization is a social unit in which individuals cannot exist without organizational politics and power struggle. This is because business and profit making still remains the antagonism between capitalist classes with the manager defending the interest of these people. Organizational politics can be strong enough to affect its culture, especially when the image that stands is exploitation and unethical activities in an organization. Despite all the unethical issues and antagonism, managers must be able to arrest the situation and organize it as a social unit. Based on the information, this essay argues that social sciences help managers deal with organization politics, cultural diversity and other aspects within an organization. How the social sciences help managers deal with organization politics and cultural diversity. Bancroft-Turner & Hailstone (2008) defines organizational politics as the application of social networking and power in the organization to attain changes which benefit individuals inside or outside it. Power by people could serve individual interests with no regard to their impact on the firm itself. Experts believe production, making profits and tussle for positions portrays politics in organization. On the other hand, Ravasi and Schultz (2006, p.433) define organizational culture as the human behavior within an organization and their attached meanings which make their actions. Culture consists of the organization systems, visions, and values, working language, habits and beliefs. Ravasi and Schultz (2006, p.436) claims that every organization have "own unique culture". Managers themselves are perceived as agents of very powerful people in the society, regarded as capitalist class (Thomas 2002). They help these powerful capitalist maximize profits at the expense of the society. Social science will help the manager convince the society that there are not only making profit, but also provide employment and their societal needs. The manager with the authority of the owners can create corporate social responsibility to be able to demonstrate their social concern for the people beyond profit (Thomas 2002, p.56). Organizational politics is not good for the health of the business, particularly when employees know they are being exploited of their labor and when society understands that the organization main agenda is just to make profit from the them. As a social entity which operates within the society managers must do away with this negative image of the society to have confidence in that organization (Bancroft-Turner & Hailstone 2008). To do this needs effective management, based on social science. Social science will help the manager improve the organization relation with the employees and also the society. The manager can establish rewards and benefits based on performance and merit. He or she can go ahead and create a good rapport with the society through CSR. These actions will boost the morale of the employees, hence increased performance. In the past and even present, there have been a strong debate whether management is an art or science (Thomas 2002, p.74). In fact some experts who root for management as an art believes that management cannot be science because it generalizes issues. Against this observation is the concept of management as a science. This view sees management as a purposefully and deliberately organized practice unlike teaching, medicine, law and engineering (Thomas 2002, p.76). Though it deals majorly with social bodies, with human behaviors, as opposed to mechanical or biological ones, it however entails the rational choice and execution of means so as to realize defined ends. To help manager manage the organization effectively, social science is developed on the assumption that organizations are like machines or biological organisms which work as unitary wholes. Through the guidance of social science, manager’s work is to ensure that employees provide the effective labor and in return their labor is rewarded well (Thomas, 2002, p.89). Employees who are remunerated well feel valued, thus will be motivated and committed to their work. Social science as a field which covers economics helps managers research and plan how the organization can meet the societal needs. Here, the managers are able to recognize when that organization will always be in conflict with society when they are exploited at the expense of making profits (Thomas 2002, p.17). In short, the society is likely to rebel when they do not get value for their money. This involves good pricing, quality and quantity and information. An organization that is always experiencing internal politics, in which people often want to topple one another from power may not perform until people move away from personal interest. Social science is also practiced by managers in the perspective of management science. The word ‘management science’ is associated with a highly rated discipline in the general area of management studies strongly related to operational research (Thomas 2002, p.77). Operation research as a field within management science help managers plan resources and make decision on what to produce for societal needs. Resources can either be natural or human depending on what the company needs most at that time. Thomas (2002, p.17) argues that managers have to be exposed to the social science thinking earlier enough in their professions and have to be persuaded to focus in the practical function of social science methods and theories. The successful and effective organization has one key attribute which sets it unique from the unsuccessful organizations; that is organizational culture. Ravasi and Schultz (2006, p.436) claims that every organization have "own unique culture". However, due to globalization sometimes people move to work in other countries. In such a situation, some national cultures conflict organization cultures. The organizational culture might also bear either positive and negative aspects that may affect employees own identification and perceptions with the organizational culture. Cultural diversity creates stereotype, discrimination and even social tensions (Taras, Piers, & Kirkman 2010, p.407). People from different countries who have not spent time with each other simply may not know much about the others person’s culture. It has been claimed that organization or institution is an open system and thus are impacted by the society culture in which they are entrenched (Bancroft-Turner & Hailstone 2008). This is because the managers will learn the different behaviors and cultures of the society. This will allow the manager to create strategies which will assist to meet the values of the staff that come from a particular society (Bancroft-Turner D & Hailstone 2008). Social science therefore, helps manager understand the behavior of employees and shape them towards realization of organizational goal. It also helps the manager understand the societal needs and wants so as to make decisions on how to satisfy them Today, there are four types of organizational cultures which organizations practices; some focus just on one culture while others combine these cultures. Organization cultures include clan culture, adhocracy culture, market culture and hierarchy culture (Übius & Alas 2009, p.62). Social science helps the manger establish which organizational culture is good for organization based on his analysis. Übius & Alas (2009) affirms that Clan culture is one which brings employees and management as one family, mentorship and nurturing talents. In an organization which promotes clan culture, there are high levels of motivations, participation and teamwork. The situation results to employees’ commitment and positive organizational performance. This form of organization culture reduces cultural diversity, in that team environment will help someone from a different culture learn different aspects of culture as he or she bonds with the team members. When people interact and socialize in groups and teams, they will be able to learn the behavior changes from the other group members Managers who act as mentors and employees look up is one positive thing about cultural diversity. In such an organization, employees from different cultural background will find it easy to settle and gel with other members of that organization. The manager can organize through social science training. Adhocracy cultures focuses on creativity, innovation and risk taking (Übius & Alas 2009, p.93). This form of culture is said to be entrepreneurial and dynamic in nature. Normally people from different cultural background have unique talents. When different culture meets, creativity in organization is enhanced. As such, managers use social science in hiring people who can bring the diversity in a positive way into the organization through unique talents. With competition increasing in every sector of business, creativity and innovation has become the foundation of market advantage (Crainer 2003, p.46). It is the organizations which take risks, create and innovate that become successful. This is because it is hypothesized that they understand the ever changing consumer behavior. Übius & Alas (2009, p.92) contend that market culture is one which emphasizes on getting work done at the organization. This culture is based on competition and achievements. This competition and achievement are driven by the managers who have high expectations. Long-term emphasis is on competitor activities and accomplishment of goals (Übius & Alas 2009, p.92). The success here is defined by competitive prices, market leadership and market penetration. Hierarchy cultures is controlled, structured and formalized in a work environment so as to achieve efficiency (Übius & Alas 2009, p.92). Policies and formal rules are set by the top management to maintain the company together. According to Übius & Alas (2009, p.92), the stability and smooth implementation of tasks and results are the long term objectives of an organization practicing hierarchy culture. Managers run beneficial organizations, and like training in social sciences are important for proficient medical and engineering practioners, and so to management. Therefore, social science is helpful for managers in running the organization (Thomas 2002, p.76). The field of organizations has been explained various models developed by different researchers. These models in fact describe how cultural diversity affect individual employees and even the organization. Hofstede is one such researcher who through his dimensions of culture explains how regional and national culture influences the behavior and relationship in the organization (Taras, Piers & Kirkman 2010, p.405). According to Thomas (2002, p. 187), Hofstede came up with 4 cultural dimensions including, Power distance, Uncertainty avoidance, Individualism vs. collectivism, Masculinity vs. femininity and Long- vs. Short-Term Orientation (Taras, Piers & Kirkman 2010, p.406). Individualistic cultures are distant, remote and isolate employees. In countries with collectivism culture encourages team settings and team work. In the regard, social science help managers bring employees together by forming powerful teams to help them finish tasks within a short time. According to Taras, Piers & Kirkman (2010, p.411), Hofstede argues that power distance as the level where less powerful members of organization in a country anticipate and allow the power to be distributed unevenly. As a social unit, when an organization intends to hire people from different cultural background, the management must take into account culture when designing organization structure (Thomas 2002). Thomas (2002, p.93) argues that, social science is based on the premise that the organization operates in a society, therefore, social science will help the manager understand the cultural environment, ethics, so as to make decisions which are not only in line with societal expectations but which also promote the company’s image. Employees are also perceived as social being who must be happy to perform. As such, social science encourages managers to motivate their staff (Thomas, 2002, p.95). In addition, the social science helps the managers to develop policies and regulations which help to meet the external environment conditions. These policies are based on the work of Max Weber, Karl Marx and Émile Durkheim who are recognized as the contemporary researchers in social science. These policies benefit the organization internally in observing rules, and also on how the company can compete at the global scale. Conclusion With the changes taking place in the organization settings and every organization is categorized into a sector, concepts of management can no longer be generalized as social science used to do. In this research, organizational politics present itself as one of always present aspect of the organization. Organizational politics can either be good or bad. In its positive side, it presents workforce and individuals who are ambitious and want person development. On the other hand, it presents people who are self centered and greedy; particularly when it is based on self interest and exploitation of labor. To minimize politics, managers must always develop an organization culture where which reflect the values of the society; integrity, rules, honesty and fairness. Therefore, it can be concluded that social sciences play a key role in assisting managers manage organizations in various aspects like culture, politics and many more aspects related to organizational management. References Crainer, S 2003, One hundred years of management, Business Strategy Review, vol. 14, issue 2, pp. 41-49. Bancroft-Turner, D & Hailstone, P 2008, Workplace Politics, Management Pocketbooks. Ravasi, D & Schultz, 2006, Responding to organizational identity threats: exploring the role of organizational culture", Academy of Management Journal, Vol.49, No.3, pp. 433–458. Taras, V., Piers, S, & Kirkman, B 2010, Examining the impact of culture’s consequences: A three-decade, multilevel, meta-analytic review of Hofstede’s cultural value dimensions, Journal of Applied Psychology, vol. 95, pp 405—439 Thomas, A.B 2002, Controversies in Management: Issues, Debate and Answers, Routledge, pp 1-259. Übius, Ü & Alas, R 2009, Organizational Culture Types as Predictors of Corporate Social Responsibility, Estonian Business School, pp. 90-99. Read More