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ASSESMENT 2 – RESEARCH QUESTIONS
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Managers today cover a wide variety of positions – they range from a simple shift
manager of a corporation all the way through to the CEO. It would be beneficial for
all managers – no matter how big or small their role is within the corporation – to
understand management theories from the past.
Throughout the years there have been many management theorists, all of which
have very valid and different views on how management is most effective. You have
Scientific Management – Frederick Winslow Taylor. Although a very successful
management style in his day, it left unrest and conflict in the workplace resulting in
high employee turnover, absenteeism, industrial sabotage and low employee morale
– showing a host of managerial problems (Sewell, Wilkison, 1992).
One of the other greats in management theory was Mary Parker Follett. Follett
focused on a wide variety of aspects within the management world – business as
and integrative unity, responsible business management, business management as
a profession, power, leadership, control, employee representation and psychology of
participation among many more (Parker, Ritson, 2005).
[…] we are beginning to think of the leaser not as the man who is able to assert his
individual will and get others to follow him, but as the one who knows how to relate
the different wills in a group so that they will have driving force (Follett in Fox and
Urwick, 1973, p247.
Another great management theorist is Henri Fayol. Who throughout the years and
still even today is regarded as being a “European Taylorist”, which if one looks
closely at Fayols approach to management – there really is little similarities.
Although like Taylor, Faylor did have a holistic view of the employee - he also
recognized that an employee motivation to work in a workplace came from much
more than just the need to earn financial benefits. Also Fayol recognised the
importance of contingency and that is extended beyond just the planning – but the
entirety of management practice. Though mainly management for Fayol is for there
to a be a manager who can exercise their authority when needed, yet retains the
capacity to motivate their subordinates.
[…] at all levels of the organisational ladder, zeal and energy on the part of
employees are augmented by initiative. The initiative of all (Fayol, 1949, p 14)
Upon reading and researching past and present management styles, a manager of
today will have a great understanding of the management world and how it came to
be the way it is. They will know how and why some styles have failed while others
have stood the test of time – therefore being able to choose carefully when it comes
to their own personal management style.
Parker, L.D. & Ritson, P. (2005). Fads, stereotypes and management gurus: Fayol
and Follett today. Management Decision. 43 (10) 1335-1357
So what is a stakeholder? And where do they fit in? Firstly a stake holder is anyone
who has a direct interest, claim or stake in an organisation and what it does
(Waddell, Jones, George, 2011). Stakeholders can be broken down into two fields:
Primary and Secondary.
Primary: Those who have a formal or official contract with the organisation –
clients/employees/shareholders/suppliers etc.
Secondary: Those who do not have those formal contracts – government authorities
or the local community.
Without these ‘stakeholders’ within corporations and organisations, well they would
simply not run. So what is social responsibility and how does it relate to the
stakeholders?
There is a huge importance between the relationship of the stakeholder and social
responsibility. In fact the two come hand in hand. Social responsibility is needed to
maintain a balance between stakeholders. Because without the social responsibility
of an organisation the mere concept of a stakeholder would be pointless […] a
business organisation should be concerned about the interests of other stakeholders
when making strategic decisions. (Freeman, 1984).
.References:
Mainardes, E.W., Alves, H., Raposo, M., Stakeholder Theory: Issues to Resolve.
Centre for Studies in management science, Management economics department.
NECE, University of Beira Interior, Covilha, Portugaul. Issue 2 (2011)
Maklan, S., French, P., Knox, S., Corporate Social Responisibilies: Exploring
stakeholder realtionships and programme reporting across leading FTSE companies.
Journal of Business Ethics (2005) 61: 7-28