Management Theories and the Workplace
Business
Management Theories and the Workplace
Introduction
This paper is devoted to the issue of management theories and how they can impact on the workplace in the supply chain management. As we know, the management theory is a combination of knowledge about the laws and regularities, methodology and methods of implementation of the management activity. The science of management creates, organizes and disseminates knowledge of how to carry out management activities relying on the knowledge of the three basic sciences (psychology, economics and law).
The subject of the management theory is the administrative relationships, in which both economic, social and political interests, as well as practice management trends are expressed.
After analyzing different theories one can identify two main management theories, which can be applied in my current work environment: systems theory and theories X and Y. Let’s analyze them in more detail and consider why these theories can be useful in the current workplace.
Discussion
The management theories are chosen. In this case, it needs to analyze the development of the management theories over the last twenty years. Theories X and Y are accepted as the basic models by American scholar Douglas McGregor as a representative of the behavioral school of management. It should be noted that these patterns are intertwined in different proportions in real life. Management Model of the X theory is realized in the US and it is usually called “The American model A”. According to its content employees seek maximum benefits from the employer in return for a minimum of services. In this case, this management model is characterized as a formal, technocratic and tough. This model has historically older. It is more famous and more widespread in the world in comparison with the Y theory. The main characteristics of this model have been formulated by the specialist Ouchi:
priority is given to material and real factors;
a weak sense of loyalty to the organization as a place of income, free-internal displacements;
short – term hiring and high staff turnover (Drejer, 2002).
Management model that is based on the Y theory is more popular within the modern companies. This is an informal, social-oriented and soft democratic model. As it is noted above, the basis of the Y theory is the assumption that workers seek not to the satisfaction of material, but spiritual needs in the labor process. According to this theory, the head of department needs only to orient, trust, support and encourage employees.
It should be noted that my current work environment at the supply chain department force me as a manager to permanently look for an adequate model, working in different modes of the X and Y theories. These modes can depend on the production base, professional staff, administrative culture and other factors (Monin, 2004).
It should be noted that the problem of the effectiveness of the selected management model shows some controversy. There is not the standard formula for success. The success of companies may not be associated with the standard management model, which is usually used. Such factors as market situation, political stability, some other macroeconomic tendencies can impact on the choice of one or another management model at the workplace.
Another management theory that can be applied in the workplace is a systems theory. The use of a systematic approach increases the efficiency of the organization and management of complex systems, which include commercial activity.
Research of the systems theory should begin with the definition of its components, and the relationships between them and the environment, establishing differences between the functioning of the system operated under the specified conditions and management of the system’s development.
The systems theory considers the organization as an integrated set of different activities and elements, which are in the contradictory unity, and in the relationship with the external environment, involves consideration of the effect of all the factors influencing it, and focuses on the relationships among its elements.
If it is possible to aggregate all models of management, one can divide them into hard (authoritarian), mild (democratic) and combined ones. The specific effect of each model element can vary on the situation. It should be noted that tough model historically precedes a mild one and is based on the organizational structure of the company. Mild model, gradually displacing the tough one, is based on the micro cultures. Adapting to a tough model, employee subjugates himself to the standards, regulations and external stimulation within the supply chain department. Entering the mild model, an employee joins to a particular culture, acting on internal motivation, creatively moving apart different regulations and instructions (Smith & Hitt, 2005).
The role of management can be analyzed through the key management functions, which are actively used in the work environment. Learning management process in terms of its functions is a key to the content of the management activities. Management as a meaningful impact, that needs in order to agree on joint activities of people involves performing various activities (Finkelstein, Hambrick, & Cannella, 2009).
The management function can be considered as a performance or a circle activity. Basic management functions are such activities that reflect the content and the reality of the impact on the object that is managed.
Currently the following statements are generally accepted within the management theories:
allocation of the individual functions in the management is an objective process, due to the development of the supply chain management and its complexity;
the scientific basis for the formation and development of management functions is a division of social labor in general, and in the administrative sphere, in particular;
the driving force of the transformation of the management functions remains the need to improve production efficiency.
The most effective management competencies and styles, which are the most suitable and useful in my current work environment, can be considered at three levels:
at the level of the tasks of the manager;
at the behavioral level;
at the level of the individual properties.
It should be noted that ability to communicate effectively plays a great role in the supply chain department. Other communicative traits include:
the ability to co-operation and group work;
behavioral orientation in the conflict situations and their resolving;
social competence in the implementation of the set objectives (Medland, 1990).
Conclusion
In conclusion one can say that such theories as systems theory and a combination of X-Y theories can be applied in the work environment at the supply chain department. Depending on the specifics of the supply chain management the functions can be realized in a different scope and by different subjects. The completeness of the function’s implementation depends on their resource maintenance. The most appropriate management competencies include organizational skills, communicative, motivational and volitional traits.
References
Drejer, A. (2002). Strategic Management and Core Competencies: Theory and Application. Westport, Conn.: Quorum Books.
Finkelstein, S., Hambrick, D., & Cannella, A. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards (p. 480). New York: Oxford University Press.
Medland, M. (1990). Self-Management Strategies: Theory, Curriculum, and Teaching Procedures (p. 316). New York: Praeger Publishers.
Monin, N. (2004). Management Theory: A Critical and Reflexive Reading (p. 248). London: Routledge.
Smith, K. & Hitt, M. (2005). Great Minds in Management: The Process of Theory Development (p. 615). Oxford: Oxford University Press.
