Effective Management For Technological Advancements

Supporting Arguments: One Best Way to Manage

Discusss about the Foundation Management for Technological Advancements.

The management of an organisation is not a sole or an individual work rather it is more of a group work with numerous practices and policies that helps in effective organisational management. In the historically developed business organizations, there was no specific focus upon the management aspect and all the organisations were managed on a common basis. But due to increased technological advancements, modernization and expansion of economies, there is also a diverse need of the employees and the organisations. And to manage these diversification of needs, there has been performed a wide research to evolve several innovative practices and approaches for sound organisational management (Mazur, 2010). It has been researched and evaluated by hundreds of researchers that “There is only one best way to manage”. The extensive literature possesses both supportive as well as argumentative discussion on the aspect of managing things in a single way. The various frameworks, theories and models have been framed for discussing the aspect in an in-depth manner. The following essay will highlight both the arguments as well as supportive discussions in respect with the statement through a thorough discussion and critical analysis.

As per the notion developed by Weber in his theory of bureaucracy, the statement is very much true that there is only a single way of managing the organisations. According to this theory, to manage an organisation, the managers are required to have a bureaucratic rule in the organisations (Scott and Davis, 2015). The bureaucratic rule can be explained as a set organisational structure which comprises of aspects such as increased number of policies and rules, set procedures, division of labor, specific responsibilities, clear hierarchies and standardized requirements. Organisations following bureaucratic approach are required to have a parallel approach for organisational management and workforce management. According to Weber, it is necessary to follow bureaucratic approach in large scale business association for organizational management to have effectiveness (Cummings and Bridgman, 2011).

Another theory that supports the statement is the administrative management theory developed by authors named Luther Gulick, Henry Fayol and James Mooney (Wren, Bedeian and Breeze, 2002). The authors states that for designing, structuring and managing an organisation, there is a set and already established approach. The theorists explained atht there is one formal way or structure of administering the organisations. There is formal delegation of the responsibilities and the authorities and the responsibilities of all the employees and organisational members are already determined. This theory was also implied in past when the organisations do not emphasis on the diverse needs of management (Sapru, 2013).

Opposing Arguments: Diversification in Management

Scientific management theory is one more theory that supports the aspect that organisational management is possible by a single way only. It is well recognized theory which is also called as Taylorism due to its foundation by worldwide renowned management consultant Frederick Taylor (Waring, 2016). As per the views of Taylor, all the organizations have certain similar aspects that comprises of elements such as efficiency, increased level of production and the highly standardized products. Earlier the organisations tend to have standardized products and to achieve a permanent level of productivity, the organisations tend to take use of a single approach of management (Smith and Lewis, 2011).

The next key theory that supports the statement is the legitimacy theory. According to the theory of legitimacy, there are few regulation and laws that govern all the organisational practices. There also exists some socially established norms, culture and values and the organisational practices must be parallel to them. And because of this, it is analyzed and stated by the theorists that the organisations must be managed in one way only (Clegg, Kornberger and Pitsis, 2015). The researchers supporting the statement have analyzed that if there will be taken use of different approaches or ways for managing the organisation then there will be gathered differentiated results in terms of efficiency, quality and standards. Hence, they support that there should only be one way to manage things.

In oppose to the above discussed supporting discussions to the statement, there are few of the approaches and the theories that significantly believes that there is a vast need of diversification and multiple ways to manage an organisation in the most effective manner. In current scenario, the organisational have diverse workforces that are culturally diverse and to manage them effectively, it is necessary to take use of diverse set of management approaches. The human resource are the most valuable organisational assets and it is important to manage them in a more improved and satisfactory way. With the increased level of globalization, the large scales as well as several other multinational organizations have farmed their individual practices and ways of managing the organisation and the workforce (Armstrong and Taylor, 2014). This has also resulted in immense success of the organisation both in terms of employee engagement and organizational effectiveness. In the culturally diverse organisations, there is a need to have diverse set of strategies for the faster accomplishment of the set targets and goals.

The Impact of Cultural Diversity on Management

According to the contingency theory, it is demonstrated that the organizations cannot be managed by a single way as there are diverse set of situations that take place in an organisation. The managers are required to take decisions on the basis of both the external as well as the internal environment (Greenwood and Miller, 2010). Depends upon the various circumstances and the unexpected situations, the organisational managers are required to have a contingency approach towards the management. The organisations are different in nature and so their business environment. Thus, it is essential that for managing the situations, diverse set of strategies and approaches are required in an organisation and taking use of a single way is not feasible for managing all types of organizations and all sorts of situations. The diversity in an organisation can be analyzed in number of aspects such as global or domestic operations, types of operations and functions, operational scale and number of employees (Mikes and Kaplan, 2013). All such elements play a significant role in shaping the organisational management approach and the organisational structure. Thus, all the organizations cannot possess a similar organisational structure and thus to manage each organisation in the most efficient manner there is a need to have a diverse set of management approaches and practices rather than believing on a single way of management.

One of the key factor that compel the organizations to take use of different ways of management is the organisational employees as because of the impacts of expansion of businesses and globalization there has been observed increase level of cultural diversity in the employees. Due to presence of various diverse cultural groups, the organisations have to make extra efforts for achieve effective organisational management (Mazur, 2010). The kind of employees an organisation holds, the strategies and the management approaches are framed in that manner so that increased level of productivity could be attained. Managing diverse set of employees by a single way will lead to dissatisfaction of the employees’ needs which will impact the organisational productivity and efficiency in a negative aspect. Thus, in the organisations, where there are increased numbers of culturally diverse employees, it is necessary to have sound and effective ways of managing the organisations as per the needs and requirements (Podsiadlowski, et al., 2013).

In such a dynamic business world, the demand for flexible approaches and models are rising with a rapid rate. In the past few decades, when organisational management was not a much widened approach, the managers used to have a rigid way of managing all eth activities in regards with business operations, management or workforce. But this has resulted in a sterner environment for the employees to work in and thus, the motivation level of the employees started decreasing. In the more flexible management approach, the organisational employees feel satisfied as well as work freely and achieve increased level of motivation to work in an efficient manner with high level of engagement. By taking use of innovative and diverse organisational management practices, there can be gained more efficient performance as well as faster resolution of the issues and challenges (Luthans, Luthans and Luthans, 2015).

Conclusion

Conclusion

In a globalised and dynamic world, the needs of the organizations and the employees are also changing. Because of carrying on with the historical practices and management approaches, there are several organisations that are slowing their success and growth. In the past, organisations used to work on the aspect of managing things with a single way which is considered as the most appropriate way of management. But now the organisations have changed and are working on the concept of managing with a correct way. From the overall analysis, it can be stated that from the vast literature, there has been identified number of approaches and theories that supports the aspect of one best way to manage. But those models were sound to be more relevant from historical perspectives only as with increased level of modernization of the businesses, there is an extensive need to adopt a contingency approach in organisational management. It is essential because with innovative and diverse way of managing things there will be increased level of employee motivations, improved productivity, decreased employee turnover and extended business reach. Hence, the organisation must work upon a corrective way rather than carrying on with the old and paradox ways of management.

References

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction to theory and practice. Sage.

Cummings, S. and Bridgman, T., 2011. The relevant past: Why the history of management should be critical for our future. Academy of Management Learning & Education, 10(1), pp.77-93.

Greenwood, R. and Miller, D., 2010. Tackling design anew: Getting back to the heart of organizational theory. The Academy of Management Perspectives, 24(4), pp.78-88.

Luthans, F., Luthans, B.C. and Luthans, K.W., 2015. Organizational behavior: An evidence-based approach. IAP.

Mazur, B., 2010. Cultural diversity in organisational theory and practice. Journal of Intercultural Management, 2(2), pp.5-15.

Mikes, A. and Kaplan, R.S., 2013. Towards a contingency theory of enterprise risk management.

Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C. and Van Der Zee, K., 2013. Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), pp.159-175.

Sapru, R.K., 2013. Administrative theories and management thought. PHI Learning Pvt. Ltd..

Scott, W.R. and Davis, G.F., 2015. Organizations and organizing: Rational, natural and open systems perspectives. Routledge.

Smith, W.K. and Lewis, M.W., 2011. Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of management Review, 36(2), pp.381-403.

Waring, S.P., 2016. Taylorism transformed: Scientific management theory since 1945. UNC Press Books.

Wren, D.A., Bedeian, A.G. and Breeze, J.D., 2002. The foundations of Henri Fayol’s administrative theory. Management Decision, 40(9), pp.906-918.