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Earl Gillian
TITLE: MANAGEMENT 1

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JENNY DEVINE 08/04/2011

Topic of assignment
ASSESMENT 2 – RESEARCH QUESTIONS

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 Question One

Managers today can greatly improve their management skills, if they

understand management theories from the past. Explain.

Management is the organising and controlling of the affairs of a business or a sector

of a business – according to the Encarta Dictionary: English UK.

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.

Why? It would be beneficial because by reading/researching theories before their

time they will have a broader knowledge and understanding of what management is
and how to be an efficient manager and not to get caught up in the ever present
“fads” of management – all of which seem to only last a short period of time within an
organisation before being deemed inefficient and out of date. This therefore leaves a
manager in a constant dilemma of needing to find the newest “cutting edge”
management style.

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.

So as a manager in today’s society it would be hugely beneficial to research and

understand the management theories of the past so that they are able to make a
calculated and conscious decision on how to best manage their respective
employees. Not only this but to be able to adjust their management skills to meet the
forever changing demands of society and to have the most important skill of all –
being able to learn from past failures and mistakes.
References:

Parker, L.D. & Ritson, P. (2005). Fads, stereotypes and management gurus: Fayol
and Follett today. Management Decision. 43 (10) 1335-1357

O’Connor, E.S., Lines of Authority: Readings of foundational texts on the profession

of management. Journal of Management History Vol2: Issue 3. (1996) p26-49
 Question Two
Explain the concept of ‘stakeholders’ in relation to social
responsibility.

In order to fully understand the concept of ‘stakeholders’ in relation to social

responsibility, we first need to look at what exactly is a stakeholder and what exactly
is social responsibility?

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?

Social responsibility is the very strong importance of building relationships of a

strong and trustworthy nature. Not only is there a huge significance placed on
building new relationships but also maintaining already existing ones. These
relationships are both within an organisation, but most importantly all groups that are
outside so that the organisation can maintain an ongoing success.

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)

Sach, S., Maurer, M., Toward Dynamic Corporate Stakeholder Responsibilities:

From Toward a comprehensive and dynamic view of corporate stakeholder
responsibility. Journal of Business Ethics (2009) 85: 535 – 544

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