Thinking About Management: A Reflective Practice Approach by David Currie, David Golding

By David Currie, David Golding

This booklet invitations the reader to discover the extra difficult features of these procedures known as 'management'. It offers a targeted number of readings to help and inspire wider attention of different methods of pondering administration and its effectiveness in modern firms. Key positive factors of this article comprise: * a variety of contributions which derive from traditionally grounded and politically conscious issues, interpreting substitute ways, and drawing on a much wider resource of views than these at present dominating administration literature* an exploration of the uncertainties and obvious contradictions encountered in administration motion, grounded within the reflective practices of the participants, using examples and studies from a variety of firms* principles basic to knowing the complexities of administration with a purpose to expand scholars' personal methods of pondering* an educated contextual method of the examine of administration, grouping jointly issues and concepts which shed gentle upon the contested arenas of administration action.By putting emphasis at the improvement of more advantageous severe skills in administration perform, this e-book might be a useful textual content for all administration experiences and MBA scholars.

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As a result, it gives managers the necessary illusion that culture may be managed easily. The fact that it may not be the most appropriate frame of reference by which to make sense of the complexities and contradictions involved in managing organisations is irrelevant. Its main purpose is to provide managers with a neater model for making sense of how things should be. Research into management practice often highlights the fact that a great deal of managers’ time is spent fire-fighting, that is, dealing with pressing problems in a reactive and hurried way.

Bill rigorously defended the company position and operating policy. He reiterated that the changes had been necessary and that these were in our own interests. He also pointed out that my future career looked very healthy. His expectation was that my progression to senior management would happen before very long. However, he suggested that my attitude would have to change slightly for this to happen.

This can be explained in different ways. It could be that the work has resonated with the experience of managers and/or writers on management. It could also mean that individuals seem to need the security of a universal theory, a universal truth. As Barthes suggests, such blissful clarity is a myth. Management as a technical-rational pursuit The classical preoccupation with management as a technical-rational pursuit is reflected in the apparent obsession with the structure of organisations. More recent writers (Burns and Stalker 1961; Mintzberg and Quinn 1988) have carried on the tradition of concentrating on forms of structure and establishing design principles.

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