BUSI1360 Managerial Practice & Theory Assignment Sample
Module code and Title: BUSI1360 Managerial Practice & Theory Assignment Sample
Introduction
Management is necessary not just at the level of the business, but also at all other levels of organised cooperation. It is a role that is carried not only by the CEOs of companies and the leaders of armed forces, but also by the head of the companies themselves and the foremen of production (Antunes,2020).
When members of a team lack motivation, there is an increased likelihood that the team will be led in an authoritarian approach. Participatory management is an approach that a leader is more likely to utilise if the team has a genuine interest in the work that they do and a desire to work on themselves to get better at what they do. The degree of success that a manager has in maintaining the enthusiasm of the members of the team that the manager is responsible for is directly proportional to the management style that the manager utilizes.
The negative outlook that Theory X has on the workforce is shown by the idea that workers won’t put in any effort unless they are compensated financially for doing so. On the other hand, Theory Y adopts an attitude that is more upbeat and positive toward its workers. The latter idea encourages the formation of a setting in which workers and management are able to interact in an atmosphere characterised by trust. This kind of setting is promoted by the idea. (Yusoff,2020).
Linking internship to theory
It is generally agreed that the scientific management theory was conceived upon and first developed by Frederick Taylor, an American mechanical engineer and management theorist. Taylor is considered to be one of the pioneers in the field of management theory. Together with his colleagues, he was one of the early pioneers in the area of systematically analysing the productivity of employees.
Taylor’s notion proved that pushing individuals to work hard was not the most effective technique to produce maximum productivity, and that this was not always the case. It also shown that this was not always the case. Instead, Taylor advocated that simplifying work was the most effective approach for increasing productivity due to the fact that it took less mental effort than other methods. (Ünal,2018).
Leadership
The process of getting from where we are now to where we want to be with the smallest possible outlay of resources in terms of time, money, and effort is a common definition of management. Other definitions of management include coordinating the efforts of individuals and groups toward the accomplishment of higher-level goals or the process of coordinating the efforts of individuals and groups toward the accomplishment of higher-level goals.
Business leaders have been struggling with the question of how to turn their companies into lean, mean, profit-making machines ever since the classical viewpoint of management was first introduced in the early 20th century. This is the time period in which the classical viewpoint of management was first introduced. This conflict started when the traditional perspective on management was first presented for the first time.
The managers of the industrial system had their work cut out for them, what with the large number of workers who lacked adequate skills, the intricate production technologies, and the large plant that needed to be managed. The classical theorists, like as F.W. Taylor and Henri Fayol, put a significant amount of stress on the need that formal structures be present inside organisations in order for those organisations’ objectives to be completed successfully.
Negotiation
The plan represented a significant departure from the conventional way of doing business. Historically speaking, there was not a great deal of interaction between a production manager and the workers who were working under their direction. The only thing that was able to excite workers was the promise of a continuous salary, and there was no way to set similar regulations across the board. Scientific management is a strategy that was developed by Winslow and Frederick Taylor.
This strategy postulated that the only way to increase production was by methodically implementing a set of processes that were gleaned through careful scientific study of the issue at hand. Winslow and Frederick Taylor are credited with developing this strategy. Winslow and Frederick Taylor were also responsible for developing the approach of scientific management.
Both the amount of money that workers were paid and the benefits that they got were directly connected to how much production they were able to put out utilising this technique. Despite the fact that the system was effective, it did not take into account the various skills and requirements that workers needed to fulfil(Yin,2019).
Writers of the Neoclassical school, such as Elton Mayo and Chester I. Barnard, attempted to expand upon the ideas produced by those who came before them in the history of economic thought.
They proposed adjustments that would enhance the company’s capacity to cultivate strong working relationships amongst its staff members, which would benefit the business as a whole. In the 1920s, there was a significant change in management philosophy, with an increased concentration on the motivations, needs, and perspectives of employees while they were on the job. This development occurred in the context of the labour movement (Nilsson,2020).
Change Management theory
The idea of “contingency management” was first conceived by Fred Fiedler. He is the person responsible for its creation. According to Fiedler’s theory, the effectiveness of a leader was directly linked to the leader’s own personal traits and attributes. According to Fiedler, there is a basic repertory of leadership talents that may be used to every circumstance. The consequence of this is that in order for leaders to achieve success in an environment that is continuously undergoing change, they need to have the capacity to swiftly adapt. The following is a summary in condensed form of the core components of crisis management:
There is no one strategy for running a business that is inherently better to all of the others.
The ability to quickly determine which management methods would perform the best in any given circumstance and then put those strategies into action is one of the hallmarks of a good leader.
The most significant aspect of Fiedler’s contingency theory is the least preferred co-worker (LPC) scale that he devised. An evaluation of a person’s potential for management roles may be carried out with the use of LPC.
the primary distinction between the X and Y theories
Do you think it’s possible for everyone to get as much pleasure as they possibly can from the job that they do? Do you believe that there are people who go to work just because they believe that they should, or do you think that there are others who go to work for other reasons? There is a risk that the underlying assumptions might have an effect on the decisions made by management. It’s possible that Theory X and Theory Y may both be traced back to these presumptions, although in different ways.
At some time in their respective histories, it’s possible that these two separate ideas may be traced back to the work that Douglas McGregor did. In particular, discussions centre on the authoritarian management style, also known as Theory X, and the participatory management style, also known as Theory Y. Both of these management philosophies have their advocates and detractors (Theory Y).
In spite of this, there are a few instances in which Theory X is a perfectly reasonable explanation. Management of this kind has the potential to be of significant aid to companies that depend on the efforts of thousands of personnel to execute everyday tasks..
Problem Solving
The use of scientific methodologies in an appropriate manner has the ability to enhance the innate creative capabilities of managers. A major competitive advantage may be gained by management just by virtue of the creative sensitivities of their employees. Through the use of the necessary scientific processes, he is able to generate the greatest amount of unique work feasible. This advancement in technology did not make the managerial art, which has been there since long before automation was ever dreamed of, obsolete. There is no way to dispute the fact that developments in scientific knowledge have made administration simpler. Putting all of the team’s efforts into the research, on the other hand, may encourage them to put their concentration on something else, which would result in an increase in the amount that needs to be spent.
Framework
Theoretical management frameworks make it simpler for businesses to concentrate their efforts, have productive conversations, and expand their operations. Management theory may be put to use in the workplace to aid higher-ups in concentrating their attention on matters that are really vital. When a new management strategy is put into place, it is not uncommon for the organization’s current objectives to undergo a process of simplification as a result of the change.
Because of our understanding of management philosophy, it is much simpler for us to interact with our coworkers, which eventually leads to increased output. If you have a strong understanding of management theory, you will be able to make educated assumptions about management philosophies and goals, which will allow you to move daily interactions and meetings along more quickly. If you do not have a solid understanding of management theory, you will not be able to make these assumptions.
It is quite unlikely that a single theory, even those pertaining to management, could properly explain everything. It is not possible to properly apply a single management philosophy across all of an organization’s functions with the resources and time constraints available. It is conceivable that the tactics that are successful in one organisation may not be suitable for use in another organisation.
Because of this, it is very important to investigate the possibility of generating a new theory in the event that an existing one does not provide an explanation that is adequate. There is a chance that some ideas will be able to withstand the test of time, while others could be rendered obsolete when new ideas that are more technologically advanced take their position in the world.
It is essential to have a fundamental understanding of the reasons why management theory was such an important and ground-breaking thought. The following section will go into the specifics of the history of the many different types of management theory, so it is important to have this background knowledge before reading that section.
The concept of management as it is commonly understood today started to take shape and spread throughout the time period of the industrial revolution. From the late 1700s to the early 1900s, the industrial revolution swept across the economic world, ushering in an age of tremendous change in the way that organisations worked. This transformation was ushered in by the introduction of the assembly line.
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As a direct and immediate result of the technological advancements that were made possible as a direct and immediate effect of the Industrial Revolution, businesses were able to function at a faster and more efficient pace than they ever had before. As a consequence of this, there was a commensurate rise in the total quantity of items that were made. However, since production was raised, prices were brought down, which resulted in an increase in demand, which in turn demanded the hiring of more people.
As a result of the improvement in the economy, companies that had just a few hundred workers began expanding at a rapid pace and eventually became big conglomerates. The management was no longer able to live up to the expectation that they would have personal connections with each and every member of the workforce.
The management of the company came to the conclusion that increasing the productivity of the employees was very essential if they were going to be able to fulfil the needs of their patrons. It does not seem to be very challenging. That is in no way, shape, or form how the situation is.
It is not difficult to establish productivity targets; nevertheless, it is far more challenging for an effective leader to steer a group toward achieving those goals. The responsibility of coming up with innovative plans to inspire a large workforce to perform to its full potential rests completely on the shoulders of management, who have been given the authority to make this decision. As a direct result of the fact that the notion introduced unexplored terrain, researchers, observers, experimenters, and even good old-fashioned trial and error were all used in the hunt for more efficient methods of managing people.
Theories and management
Interns who are able to improve their creative abilities by making efficient use of scientific approaches will find great success in their respective fields. Experience working in the relevant field is the only way to obtain abilities that are on par with those necessary in fields such as medicine, engineering, accounting, and many others(Soares,2921).
This norm is strictly adhered to at every level, including management.
Someone who has acquired their own unique set of abilities and has the ability to pay great attention to detail is the only one who is capable of creating a work of art. It is necessary for a manager to have both knowledge of the domain over which they have authority and the ability to put that knowledge to use effectively. If it does not take place, his performance will be negatively impacted(
Embeddedment.2021).
Roles and staffing
The second duty that falls under the purview of management is that of staffing, which entails the selection of suitable individuals to work for the company in order to facilitate the accomplishment of the goals and aims of the organisation in a manner that is both straightforward and fruitful for those individuals. At this point in history, it is common knowledge that doing an economic appraisal of competent personnel is an endeavour that is fraught with difficulty(Suárez-Eiroa,2019).
Workers are among the most important and valuable resources accessible, ranking in the top spots in terms of both need and value. This highlights the growing significance of careful preparation of personnel policies as a management responsibility and the subsequent implementation of this selection of high-quality employees(Cortez,2019). In addition, this highlights the growing significance of careful preparation of personnel policies as a management responsibility.
In addition, this exemplifies the rising relevance of cautiously preparing personnel policies as a management duty, which is highlighted by the previous sentence. Managers who are assigned to fulfil this position are burdened with the obligation of creating organisational standards regarding problems that are related to labour and people. The practise of filling unfilled positions in an organisation with suitably competent individuals is referred to as “staffing.”
It is probable that some responsibilities, such as planning the available employees, recruiting, selecting, developing, training, evaluating, promoting, and transferring individuals, will need to be carried out. Every manager on the management team is ultimately responsible for the decisions about who to hire and who to fire from the workforce, regardless of what position they have within the management team(Zeithaml,2020).
As one rises through the ranks, one receives a reward that increases in importance. In order to ease the efficient fulfilment of their staffing responsibilities, it is common for large organisations to create a distinct department that is devoted to human resources (also known as people)( Zaid,2018).
Organizing
Initiating activities by making advantage of the guidance provided At the 24th level of management, one of the tasks that are assigned to them is function. In this sense, it is the job of management to encourage staff members to contribute to the fulfilment of organisational goals by inspiring them, coaching them, and communicating with them.
Any manager should take responsibility for this aspect of the work since it is an essential component of the job. One of the things that happens continuously across an organisation is the process of determining its direction. It starts at the very top of the organisation and works its way down through each level from there(Gutierrez-Gutierrez,2021).
Critical Analysis
The idea that a subordinate should only take orders from his immediate superior is one that is given a great deal of weight and consideration in military culture. When it comes to achieving one’s objectives via the use of direction, there are two distinct techniques.
It has two primary goals: first, to get work done by workers with lower levels of authority, and second, to free up higher-level employees to take on tasks that lower-level employees are unable to complete. Both of these goals are intended to be accomplished by workers with lower levels of authority.
Controlling the Circumstances in an Intimidating Manner(Ferreira,2021)
Critical Incident:
A works council is a group of workers inside an organisation that have been given the authority to make decisions on specific aspects of the business in which they are employed. Works councils, which were common in firms across West Germany, were accountable for a wide range of decision-making responsibilities.
In these nations, the only job that the government is expected to do is that of an information collector on the goings-on in the business world. These councils in Yugoslavia have a stronger impact in the workplace and have the power to make important decisions, such as those relating to hiring, promotion, remuneration, and the expenditure of capital.
Utilizing committees and councils as a means to carry out shared management is a common practise. The bulk of these organisations’ only responsibility is to provide senior management advise or ideas; senior management is the group that is accountable for making the choices that really matter to the company. A significant number of nations, like the United Kingdom and India, uphold a model of democracy that places an emphasis on the contributions made by its individual citizens.
STRAP Analysis:
| STARP Table | Notes |
| S= situation the context/background to where/when you had the experience. | –
– -When we refer to “control,” we are talking to any technique that directs behaviours in order to attain the outcomes that we desire. When we speak about “control,” we are referring to any approach that directs behaviours. It may be used in a wide range of contexts, some of which include, but are not limited to, the management of prices, the control of distribution, the management of pollution, and a great many other contexts – –
|
| T= task what was required of you in the situation listed above | This expression refers to the process of periodically checking in to see whether or not everything is proceeding in accordance with the plan, and if it is not, making modifications so that it does proceed in accordance with the plan. In the context of management, this phrase refers to the process of periodically checking in to see whether or not everything is proceeding in accordance with the plan.
–
|
| A= action what you actually did given the situation what was required of you | –
– – The objective of the control process is to analyse the variations that are found between the anticipated performance and the actual performance in order to devise solutions for any issues that are discovered throughout the process. The role of controlling is one that looks to the future. considering that the only thing that can be changed is what is going to happen in the future. Every manager is responsible for exercising some degree of control over the day-to-day operations of the company they oversee. It is an integrated and coordinated system that is fitted with a control system that operates continuously.
– – |
| R= result how well did you do what did you learn from doing it | –
– It is possible to establish a reasonable level of coordination between persons and departments when different management procedures are carried out in an integrated form. This synchronisation might appear in a few different ways. The purpose of coordination is to have everyone in the group working in the same direction at the same time so that progress may be made. If one subscribes to this line of thinking, management may essentially be boiled down to coordination(Gilal,2019).
– – – |
| P= plan what do you intend to do now to improve or build upon | –
– -Collective bargaining is based on the concept of a power balance; however, in practise, one side attempts to outbid the other and obtain maximum benefit by resorting to extreme measures such as strikes, lockouts, and other direct actions. This is because collective bargaining is based on the idea that both sides have an equal amount of power – –
|
Discussion
As a result of the fact that all they do is operate in a consultative and advising role, neither employees nor employers pay a great lot of attention to what they have to say.
During meetings with the other directors, the primary responsibility of a worker representative who serves on a board of directors is to represent the rights and interests of workers as an advocate on behalf of those people. Because of this, there is the possibility that tension and conflict may arise inside the boardroom. It is possible for a worker representative to be more successful in a number of different ways, including via involvement in decision-making, familiarity with company issues, educational background, degree of comprehension, and the overall number of worker representatives in the Board(Armstrong,2022).
Taylor was of the belief that monetary reward was the most crucial factor in terms of keeping people engaged, and he expressed this idea in the following way: Because of this, he was of the belief that it was necessary to have “a fair day’s compensation for a fair day’s labour.” In the years that followed, the foundational principles of scientific management made their way into companies all around the globe in a slow but steady manner. Because cooperative labour was the driving force behind the formation of the modern concept of cooperation, both workers and employers have an equal chance to stake a claim to credit for its creation.
An examination of management theory in light of the organisational structure
When it comes to the management of a corporation, it is possible that using systems management as an alternative to the more conventional ways of planning and administration might prove to be advantageous. The idea of systems management postulates that businesses, much like the human body, are made up of a number of interconnected parts that, in order for the whole to be successful, are required to work in concert with one another.
This analogy was inspired by the fact that the human body is made up of many interconnected organs and systems. The fundamental premise of the idea is that synergy, interdependence, and interrelationships between various subsystems are the factors that determine the level of success that an organisation achieves. These three ideas are the fundamental building blocks of the theory.
Worker productivity is one of the most important factors determining a company’s overall performance. The various departments, workgroups, and business divisions that an organisation has are furthermore crucial to the organization’s overall performance. In the real world, managers are tasked with doing event and trend analysis inside their own firms in order to choose the management strategy that will prove to be the most effective.
They are able to perform more effectively as a cohesive group rather than as separate individuals because they share their expertise across multiple different efforts. This contributes to the fact that they are able to function more effectively as a cohesive group.
An Examination of the Third Dominant Hypothesis Regarding Risk Management
The idea that there is no one management strategy that can be applied to all different kinds of businesses is the fundamental presumption behind the field of study known as contingency management. The management strategies used will vary according to a number of factors, both internal and external to the organisation. The contingency hypothesis proposes that the structure of an organisation may be impacted by three unique aspects: the scale of the organisation, the type of the technology it utilises, and the form of administration. These are the three factors that make up the contingency hypothesis.
Recommendations
Processing of Various Types of Information, Including Administrative Tasks (MIS)
It is necessary for the management of an organisation to have access to reliable data in order for that management to be able to exercise effective command over the organisation. It is very essential that they be conversant not only with the inside workings of the organisation but also with the outside world. In order to aid in the localisation of issues and the creation of viable solutions for resolving such difficulties, constant data collection is carried out.
This is done in order to help. Management information systems, which are sometimes abbreviated as MIS and occasionally referred to by that acronym alone, are in charge of collecting data for use by higher-level administration. The management information system, often known as MIS, may either be operated manually by an employee or automatically by a computer. Through the use of management information systems, managers are provided with the ability to delegate increasing levels of responsibility to employees without surrendering control over the issue as a whole.
Conclusion
Automation achieved via the use of computers and other forms of data analysis Almost every company has some type of sensitive or private information, as well as trade secrets, which must be guarded carefully. In order for this sector of the economy to operate well, it is necessary to properly administer access permissions to computer databases.
Computers are taking over an increasingly large portion of the labour that must be done in order to gather and store data for reasons of regulatory compliance. The level of output that an employee is capable of producing is one of the primary reasons why many companies secretly track their computer use while they are on the clock. Concerns have been raised over whether or not it is acceptable to monitor computer activity under any specific set of circumstances.
References
Armstrong, M. and Taylor, S., 2023. Armstrong’s Handbook of Human Resource Management Practice: A Guide to the Theory and Practice of People Management. Kogan Page Publishers.
Boon, Q.W., 2021. A Review Of The Management Theory For Special Education Task Load Perspective. Turkish Journal of Computer and Mathematics Education (TURCOMAT), 12(11), pp.5234-5238.
Cankaya, S.Y. and Sezen, B., 2018. Effects of green supply chain management practices on sustainability performance. Journal of Manufacturing Technology Management.
Cortez, R.M. and Johnston, W.J., 2020. The Coronavirus crisis in B2B settings: Crisis uniqueness and managerial implications based on social exchange theory. Industrial Marketing Management, 88, pp.125-135.
Faraj, K.M., Faeq, D.K., Abdulla, D.F., Ali, B.J. and Sadq, Z.M., 2021. Total Quality Management And Hotel Employee Creative Performance: The Mediation Role Of Job Embeddedment. Faraj, KM, Faeq, DK, Abdulla, DF, Ali, BJ, & Sadq, ZM (2021). Total Quality Management And Hotel Employee Creative Performance: The Mediation Role Of Job Embeddedment. Journal of Contemporary Issues in Business and Government, 27(1), pp.3838-3855.
Ferreira, J., Mueller, J. and Papa, A., 2018. Strategic knowledge management: theory, practice and future challenges. Journal of knowledge management.
Gilal, F.G., Ashraf, Z., Gilal, N.G., Gilal, R.G. and Channa, N.A., 2019. Promoting environmental performance through green human resource management practices in higher education institutions: A moderated mediation model. Corporate Social Responsibility and Environmental Management, 26(6), pp.1579-1590.
Gutierrez-Gutierrez, L.J., Barrales-Molina, V. and Kaynak, H., 2018. The role of human resource-related quality management practices in new product development: A dynamic capability perspective. International Journal of Operations & Production Management.
Nilsson, F.R., 2019. A complexity perspective on logistics management: Rethinking assumptions for the sustainability era. The International Journal of Logistics Management.
Pham, N.T., Tučková, Z. and Jabbour, C.J.C., 2019. Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study. Tourism Management, 72, pp.386-399.
Shaturaev, J., 2022. Bad Management Hypotheses Are Demolishing Management Practices. Архив научных исследований, 2(1).
Soares, M.E. and Mosquera, P., 2021. Linking career management practices with individual outcomes: The mediating role of perceived employability. Journal of Business Research, 124, pp.547-559.
Suárez-Eiroa, B., Fernández, E., Méndez-Martínez, G. and Soto-Oñate, D., 2019. Operational principles of circular economy for sustainable development: Linking theory and practice. Journal of cleaner production, 214, pp.952-961.
Ünal, E., Urbinati, A. and Chiaroni, D., 2018. Managerial practices for designing circular economy business models: The case of an Italian SME in the office supply industry. Journal of manufacturing technology management.
Yin, Y., Wang, Y. and Lu, Y., 2019. Antecedents and outcomes of employee empowerment practices: A theoretical extension with empirical evidence. Human Resource Management Journal, 29(4), pp.564-584.
Yusoff, Y.M., Nejati, M., Kee, D.M.H. and Amran, A., 2020. Linking green human resource management practices to environmental performance in hotel industry. Global Business Review, 21(3), pp.663-680.
Zaid, A.A., Jaaron, A.A. and Bon, A.T., 2018. The impact of green human resource management and green supply chain management practices on sustainable performance: An empirical study. Journal of cleaner production, 204, pp.965-979.
Zeithaml, V.A., Jaworski, B.J., Kohli, A.K., Tuli, K.R., Ulaga, W. and Zaltman, G., 2020. A theories-in-use approach to building marketing theory. Journal of Marketing, 84(1), pp.32-51.
Appendix
- Management is a strategy for achieving a certain goal, just like the purpose of any other kind of creative expression or endeavour. This is the same objective that every other kind of creative expression aims to achieve.
- the mechanisms for delegation, in addition to the channels for communication.
- The plan, which was developed as a part of the activities of the organisation (that is, planning), is now in charge of everything, including each and every component that contributes to the entire. O
- rganizing entails, at its core, analysing the activities that need to be carried out in order to achieve the goals of the organisation, organising those activities into a variety of departments and divisions, assigning those activities to a variety of people, and delegating sufficient authority in order to carry out the job in the correct manner.
- When carrying out responsibilities that are connected to construction and organisation, one must pay close attention to both the official and the unofficial channels of communication. Should this not be done, there is a chance that completion of the job at hand may be delayed or perhaps rendered impossible.
- The activity of finding and hiring new personnel to fill open positions(Gutierrez-Gutierrez,2018).
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