Critical study of Management and organisations

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Table of Contents

Introduction
Production activities
A key ingredient overall output
Conclusion
References

Introduction

Organization and management are processes that entail controlling, coordinating, directing, organizing as well as planning. The study of management and organization is vital in the sense that both aspects have ample and diverse benefits which, if well implemented, will increases the output of an organization through performance amplitude, improved quality, productivity, commitment and motivation (Huczynski, 1993, p. 450).

Besides, critical study of management and organizations will impinge on cultural, economic and social aspects of employees and management at large. Moreover, most contemporary organizations face myriad of challenges such as controlling their workforce and overall production activities.

As such, the study of management and organization will facilitate and aid managers in identifying inabilities and capabilities directed towards current and future expectations (Bakan, 2004, p. 22). This essay explores the importance of critical study of management and organization in two distinct sections. In the first section, it will examine Morgan (2006) analysis on corporate power and its influences and outcomes in different spheres.

In the second section, it will examine organizational behaviour, obedience and authority from Jackalls (1998) and McIlvanney (1989) points of view as well as factors that inhibit managers and employees from taking proactive roles. In the third section, it will critically analyse management and organization from Ackroyd and Crowdy (1990) as well as Knights and Roberts (1982) perspectives.

Production activities

Many organizations and businesses engage themselves in operations that entails production activities and those that precipitate knowledge on the availability of certain products and services so that appropriate levels of production can be attained in accordance to movements in demand and supply (Garcia-Morales, Llorens-Montes & Verdu-Jover, 2007, p. 554).

They also carry out strategic strategic movement of finished goods and services to various points of sale as dictated by demand. As such, many dominating brands have produced and marketed products that have played great role in influencing the society. Jackall (1988) argues that brands that offer technology have greatly influenced educational system with their electronic and communication products.

He further claims that inasmuch as modern technology has improved efficiency of carrying out tasks among students, created literacy in a society and provided institutions with channels of online learning, employers and managers who seek to employ workers go for tech-trained individuals while failing to notice that these pedagogical benefits are not found among poor schools.

Indeed, the influence that corporate technology firms advertisements have on education pushes schools to clamour for latest electronic gadgets leaving more learning institutions seeking sponsorship from private sectors for supply of computers (Garcia-Morales, Llorens-Montes & Verdu-Jover, 2007, p. 554).

Technology products have today increased in the market. Indeed, the study of management and organization is of critical importance since many organizations conducting advertisements have embarked on relating these products with education while being ignorant of the pressure it puts on students, families and schools that cannot afford them (Garcia-Morales, Llorens-Montes & Verdu-Jover, 2007, p. 554).

In my own opinion, this does not only affect to a certain degree, the well being and academic performance of the poor, but it also shuts the door of employment to those people who are not tech savvy. This will aid managers in contingency thinking necessary for management.

Besides technology, there are brands that offer food and drink products such as Pepsi-Cola and Coca-Cola. These have spread their influence in society through their consistent advertisement and marketing practises (Bakan, 2004, p. 26). For instance, Pepsi-Cola, whose target market segments range from individual customers to large global corporations, offers products such as Aquafina, Tostios, Quakers, Doritos,Ruffles, Mirinda, Tropicana and Pepsi that are being widely used by students.

The haphazard and bizarre thing about the corporation offering fast foods is that they target learning institutions such as universities and colleges (Knights & Roberts, 1982, p. 49). Management and organizations issuing these products fail to notice the effects which arise from the fact that students begin to demand for certain products offered by certain brands which most schools under federal program cannot supply.

Morgan (2006) points out that organizational dominance by corporations has been witnessed throughout history through the manner in which group or individual organizations impose control over others. In most cases, this is done by the privileged elite with an aim of exploiting the underprivileged organizations. According to Max Weber, a theorist, social domination varies with different epochs and societies (Morgan, 2006).

Organizations use bureaucracy as a mode of creating structures for sustaining dominance. Additionally, organizations, managers and employees assert dominance through imposition or coercion via force or threats. Moreover, domination by corporations can be either charismatic through demonstration of power or authority or traditional. Modern organizations use bureaucracy to exercise dominance over employees and the society.

This is seen in the manner in which many individuals remain unemployed and the lack of trust by society to depend on organization. Besides, Morgan (2006) indicates that many organizations fail to treat deservedly their employees such that even those in pivotal positions with glowing reputations get their employment instantly terminated. Referring to Marx Weber, a radical theorist, Morgan (2006) argues that such a treatment is naked exploitation that is practised even with great development in todays industrial revolution.

A key ingredient overall output

The performance of groups or individuals within an organization is a key ingredient to its overall output. Jackall (1998) points out that success of an organisation relies heavily on the output of small teams that constitute departments or divisions within it. Increased productivity in management and organizations has been directly linked to group efficacy.

One of the most powerful ways through which groups have increased their efficacy and effectiveness is through team building exercises (Knights & Roberts, 1982, p. 57). He further points out that team building has been a very important organizational practice and behaviour that has highly boosted the performance of many organizations.

Additionally, Jackall (1998) exemplifies that the essence behind any team building strategy is that when employees work or pull together towards achieving a common goal, it is more likely that the organisation will realize a much faster growth compared to when they pull in different directions. Hence, the concept of team building can be described as an organizational behaviour and practice that attempts to bring employees together as one cohesive team that works to achieve a common objective or goal (Roberts, 1984, p. 302).

Employees can be motivated through a well defined process of setting goals for an organisation. Studies have revealed that people tend to be motivated to work when there are certain goals to be achieved after a given period of time (Clegg, Kornberger & Pitsis, 2008, p. 250). This type of motivation is well explained by Lockes goal setting theory. This implies that employees will only be motivated when they are part and parcel of goal setting.

Moreover, Morgan (2006) argues that each group member within an organization community should be made to visualize the importance of the goals being set. In most cases, employees will not inject an additional effort if they have no clear idea on how the set goals are going to beneficial, not just to the organisation, they should also derive quantifiable benefits upon achieving the goals.

Morgan (2006, p. 250) argues that an employee who is intrinsically motivated does not necessarily require to be impressed by external factors before working efficiently and effectively to improve the productivity of an organisation. However, the author further points out that most employees would appreciate to be externally motivated, either by the style of or better working conditions where job satisfaction is not an illusion but reality (McIlvanney, 1989).

Better management and organization plays a central role in maintaining a high level of motivation of employees in order to sustain productivity. This is achieved through assigning different roles and responsibilities to employees designed in a manner that provides chances for growth, attaining set goals and recognizing achievements (Ackroyd & Crowdy, 1990, p. 7).

Job enrichment, a management pratise entails granting greater authority among employees to exercise not just their skills and competences but also the unique talents which they are endowed with.

In relation to management, Morgan (2006, p. 257) elucidates that management of change in organisations should be part of strategic planning by managers. In order to manage change well, planning should be done in a thoughtful way.

Furthermore, the implementation process of the proposed changes should be as shrewd as possible and most importantly, those who are to be affected by the changes ought to be consulted or be made integral part of the implementation process (Garcia-Morales, Llorens-Montes & Verdu-Jover, 2007, p. 554; Clegg, Kornberger & Pitsis, 2008, p. 240).

Acquiring knowledge in management and organization enables managers to be able to manage organisational changes effectively by creating proposed changes that are pragmatic, quite reasonable, measurable and achievable.

Research studies indicates that although these elements are crucial when managing change at individual level, it should be noted that the best process of change begins with from a personal level, then to working groups which spill its influence to the organisation at large.

However, the responsibility of managing change does not lie with employees since they are instruments of change, not architects (Garcia-Morales, Llorens-Montes & Verdu-Jover, 2007, p. 551).

On the issue of obedience, Morgan (2006, p. 526) points out that it is an act or a response to definite orders issued by an authority with no questioning. Obedience in management and organization ensures that individuals in an organization follow directives and guiding principles provided by laws of operation governing an organization.

It is a way of ensuring that individuals conform to or according to the desire of other people including the leadership in an organization in a group in order to please them (Ackroyd & Crowdy, 1990, p. 9). He argues that in organization and management, overt social forces trigger dramatic psychological phenomena that explicate and demonstrate in form of social influence.

Employers and managers confronted by a certain circumstance or by explicit social forces may struggle to comprehend them and respond to them from external pressures or by private judgment. It is imperative to note that in an organization, there must be order must be understood and obeyed. Yielding to an authority and complying with instructions or orders is an act of obedience.

In management and organization, an individuals conscience is of sociological value since it is able to inhibit and restrain as well as cause an individual to obey (Garcia-Morales, Llorens-Montes & Verdu-Jover, 2007, p. 549).

Conclusion

In analyzing why it is important to study management and organization critically, it is imperative to underscore the fact that factors such as management that change, control of quality, risk management and strategic human resource management ought o be examined critically when managing organizations.

These are valuable insights necessary to tackle situations and to understand issues such as sudden downturns in economy, transparency or regulatory issues that are political, social or technological nature. I have made my arguments under three important sections whereby in the section, I have clearly exemplified that management in different organizations as well as some brands tend to exercise dominance over others alongside offering products and services that impact greatly to society.

In section two, I have emphasized that organizational behavior and obedience is a key aspect that brings success to an organization. Efficient and effective organizations and managers who motivate their workers accomplish more in production and output.

Finally, it is crucial to note that critical study of organization and management does not imply failure in leadership roles within an organization. Instead, it is a method of ensuring that organizations improve their managerial standards to meet international demands as well as increase organizational performance.

References

Ackroyd, S. & Crowdy, P. 1990. Can culture be managed? Working with raw material: the case of the English slaughtermen. Personnel Review 19(5): 3-12.

Bakan, J. 2004. The Corporations rise to dominance Excerpt from The Corporation. The Pathological Pursuit of Profit and Power. London: Constable.

Clegg, S., Kornberger, M. & Pitsis, T. 2008. Managing & Organisations, an introduction to theory and practice. Indiana: Sage publications.

Garcia-Morales, V.J., Llorens-Montes F.J. & Verdu-Jover A.J. 2007. Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs. Technovation. 27(9), 547-568.

Huczynski, A. 1993. Explaining the succession of management fads. The International Journal of Human Resource Management 4(2): 443-463.

Jackall, R. 1998. Looking up and looking around excerpt from Moral mazes: The world of corporate managers. Oxford: Oxford University Press.

Knights, D. & Roberts, J. (1982). The power of organisation or the organisation of power? Organisation Studies, 3(1): 47-63.

McIlvanney, W. 1989. The Prisoner in W. McIlvanney (Ed.) Walking Wounded. Kent: Sceptre.

Morgan, G. 2006. The Ugly Face: Organizations as Instruments of Domination. Excerpt from Images of Organization London: Sage.

Roberts, J. 1984. The moral character of management practice. Journal of Management Studies 21(3): 287-302.

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