Showing papers in "Problems and perspectives in management in 2006"

A review of employment relations theories and their application

Abstract: New developments in the industrial relations and human resource management have moved management and employee bargaining down to the level of the firm In doing so they have generated a growing level of interest in the conduct of employment relations, not just at the level of specialist managers, who have traditionally had the responsibility for dealing with issues in this area, but across management as a whole There is thus a growing need for managers to place more emphasis on achieving a greater symmetry between commercial objectives and employment practices This paper looks at the predicates of managerial authority and its legitimacy, and how personal assumptions and value systems (ie, ‘frames of reference’) held by managers can predispose them to view the nature of work and workplace relations in particular ways The paper also presents and aligns a range of contemporary theories within the province of such systems, with the aim being to show how judgements made about the worth or otherwise of a given range of theories are inevitably shaped by the type of value system and set of assumptions one holds towards the world of work The paper concludes by offering a practical guide to managers on how to evaluate their own assumptions and value systems when applying the noted theories and concepts to real world circumstances In doing so, the paper provides a tool kit of theories and concepts that should allow managers to avoid engaging in workforce management practices that are either illconceived or based on intuitive premises

Definition problems and a general systems theory perspective in supply chain management

Abstract: The current study aims at increasing the understanding by both academics and practitioners of how to best design, implement and manage supply chain systems. To this end, this study evaluates the application of general systems theory, as developed by von Bertalanffy (1969), Weinberg (1975), Miller (1978) and Yourdon (1989) to supply chains and their management. In particular, Your- don's (1989) four general systems principles are examined within the context of supply chains and their management. The findings of the current study suggest that undertaking a theory perspective could make significant contributions towards defining the scope of supply chains and developing a greater understanding of their design, implementation and management.

Coping with outsourcing: an interaction and network perspective

Abstract: Many companies that have undertaken outsourcing projects have found themselves struggling to control the activity they once controlled in-house. This paper proposes that the root of the problem is often that companies fail to recognise the importance of managing the relationship between the outsourcing organisation and the service provider, or supplier, which performs the outsourcing activity. Adopting an interaction and network perspective on outsourcing, the authors argue that both parties involved need to take appropriate measures to manage the outsourcing Relationship and focus on developing trust and commitment as a key part of the outsourcing process. The authors draw on an illustrative case study of two companies involved in a complex outsourcing relationship that eventually failed. The case illustrates how trust and commitment supported by an atmosphere and culture conducive to developing close, strong relationships, is required to achieve long-term, mutually beneficial outsourcing relationships. The paper concludes with a discussion of key factors in the outsourcing process.

The significance of organisation's fundamental assumptions in change management-the case of mainland chinese organizations

Abstract: This study uses the category of fundamental assumptions as a basis to assess the extent of change that might be taking place in an organization. This understanding is important for the present attempt premised that a changein the "underlying assumptions" is crucial to any successful organizational change. The Chinese organizations were chosen as case example for this study. The purpose is to ascertain the extent the fundamentalassumption of Chinese organization has already detached itself from its historical past and is now established on completely new philosophical underpinnings. The findings from this study propose that although there appears to be a remarkable momentum in the making of a new value system, the fundamental assumptions of Chinese organizations have remained intact. Moreover, the set of assumptions animating Chinese organizationsnowadays is shaped largely by Confucianism and events inspired by Maoism and Dengism. Put differently, a significant break-Through in creating new Chinese organizations has yet to be materialized and the present Chinese organizations, and by extension, the Chinese society, are still very much cast by their social-psychological legacies.

Striving for spontaneity - bureaucracy strikes back

Abstract: This paper investigates the intertwined relationship between order (bureaucracy) and spontaneity (through the organisational modes of competition and co-operation respectively). The purpose is to e ...

Research in the Innovation Management Area: Lessons from Quality Management

Abstract: Innovation has emerged as a ‘hot’ research topic in the management field. Currently, considerable research effort is being applied to developing better understanding of how it can be effectively developed within organisations. However, recent trends in the literature suggest that there is a lack of convergence of ideas and that the knowledge in the area is still in a relatively ‘untidy’ state. This is despite an excellent foundational literature base. In this paper, the role of research is investigated. An analogous approach is taken whereby some research shortcomings in the area of quality management are examined to demonstrate how similar problems have arisen in the innovation management area, and ways in which researchers in the area can avoid these pitfalls. These, hopefully, will be taken into consideration in future innovation management studies, and will result in increased quality and more credible research findings.

Some Arguments for Extending Business Research

Abstract: This article advocates expansion of the scope for international management (IM) research, which accounts, not only for the social function and the political, economic, environmental and operational implications of IM development, but also inquiry into others impacted by management across cultures, as well as weaker groups in the IM spectrum. The article suggests that the scope of IM research can be expanded beyond notions of globalisation, efficiency and managerial issues, to incorporate the poor, the voiceless and the vulnerable. This article is a step towards understanding the range of IM issues and perspectives. It provides a framework that sets out the spectrum of issues that can contribute to a holistic approach in IM research; specifically, the need to keep people – all of them – in mind when undertaking research, for there are other stakeholders and people whose lives are impacted by IM and the activities of Trans National Corporations (TNCs). The aims, philosophies and ideological assumptions of research can be opened to challenge and debate in order to develop, and enlarge the scope of IM research.