City and State Where Institution is Located

  • Category:
    Business
  • Document type:
    Assignment
  • Level:
    High School
  • Page:
    2
  • Words:
    1112

Critical Reflection

GLOBOLIZATION: Critical Reflection

City and State Where Institution is Located

  1. Meaning of managerial ideology

I think that managerial ideology refers to the basic assumptions that we make in talking about the profession and practice of management. In other words, it means the beliefs we have about what management is aimed at achieving and how it is able to achieve this. Managerial ideologies are the beliefs that help us in creating an understanding between those in authority and those that have to obey authority. This is aimed at eliminating the misunderstandings that may arise between the few in authority and the many who have to obey the authority being exercised. Exercising authority is either accepted in that it is believed that those in authority have managerial qualities that will enable the organization achieve its goals on behalf of its shareholders or denied with the belief that those in authority just implement what the organizational stakeholders want (Jared, 2016). Organization as a cultural system is the Morgan’s metaphor that is most closely associated with the managerial ideology concept. This is because the metaphor see the organization as being guided by beliefs and values. Hence, these values guide the organizational management and this is what guides all organizational stakeholders. This is in line with the managerial ideology that is guided by sets of beliefs and values about organizational management.

Rational-bureaucratic organizations are supposed to develop best means to achieve their goals. However, there are some obstacles to making the best decisions about ways to reach a goal or solve a problem. The main obstacle is the rigidity owing to attachment to formal rules and obsession to procedural compliance regardless of whether they advance organizational goals or not. This means that organizations cannot respond to situations in a timely manner and also hinders effective decision making. Another obstacle is the formal structure of specialized positions and departments meaning that decisions can only be made by certain levels in the hierarchy implying that some people are exempted from making decisions that affect them. This also reduces employees loyalty and hence ability to contribute to decision making. There are tensions created by this system that also inhibit effective decision making. Other obstacles include tendency to make snap decisions on the basis of incomplete information or superficial evidence as well as acceptance of most readily available short range solutions. Some organizations have a more difficult time with the problems described above than others. This is dependent on how rigid or inflexible the organization is as well as the level of bureaucracy adopted by the organization. Such organizations deal with the problems of employees’ loyalty, rigidity and conflicting interest from the various levels of the hierarchical organization.

3. Common moral purpose

I think the tem used by Barnard—“the common moral purpose” is a good way to describe what happens in work organizations. In other words, participants in the organization pursue a common moral purpose and this is necessary if the organization is to achieve its purpose and hence remain relevant in the society. It is true that each participant may have differing opinions or goals and aims of being in the organization. However, when the participants come together to form the organization, they must aim at achieving a common moral purpose by pulling in one direction (Gerry, 2015). If this does not happen, each participant will be pursuing individual purpose which may greatly differ from what the common moral purpose which the organization seeks to achieve meaning that there will be tensions and unnecessary competitions within the organization which may hinder organizational success. Thus, for the organization to succeed, each participant must be encouraged to fit in and pursue the “common moral purpose” not through coercion but by management striving to make every participant see then need to pursue a common goal as a member of the organization. This serves to avoid unnecessary conflicts in the organization and for creating synergy that helps in the smooth learning of the organization hence ensuring its progress. Though at times there might be instances where personal goals and purposes supersede the common moral purpose, this is only in limited circumstances. Otherwise, no organization would succeed without each participant pursuing a common moral purpose.

4. Transformation of organizations

Separate demands for the organization which includes the need to achieve both economies of scale and economies of scope, specializing while being flexible among other competing needs present a dilemma for organizing and managing. This is because the competing needs are deemed vital for the organization’s continued existence and competitiveness as well. As such, the organizational functions of organizing and managing ought to balance between the available resources and the need for change. In addition, the functions have to ensure that the changes needed to implement the competing needs do not a negative effect on the company’s present and future operations including both the existing and potential customers. This should enhance the company’s performance while ensuring the available resources are utilized wisely in bringing the desired change to the organization (Talya, 2015). These separate demands are desired for the organization as they are deemed for the organization’s continued survival, increased competitiveness, cutting on operation costs as well as efficiency which in the long run increases value for the organization’s differing stakeholders. For instance, the organization will need to achieve economies of scale in order to minimize on costs while economies of scope will enable the company take advantage of emerging opportunities for the benefit of the stakeholders. On the other hand, specializing is necessary for improved quality while flexibility is necessary since the business environment is constantly changing. This means that the separate demands are desired so that the organization can remain competitive, retaining talent while continuing to exist since the organization must not be seen to be going against the norms or ethics. The separate demands can coexist peacefully if only the organizing and managing function will be effective in determining the optimal level of each of the demand. For instance, the management need to determine what level of flexibility is necessary to effectively manage the organization while maintaining some level of bureaucracy. We also need to balance between the various cultural, social and even political needs of the organization since organizational changes do not just affect the organization alone as it does not exist in a vacuum. In other words, for the separate demands to coexist peacefully, organizations need to determine the optimum levels of each demand and hence operate at this level.

References

Jared, B2016, Business and management, Cambridge, Cambridge University Press.

Gerry, J2015, Rules of business management and strategy, London, Rutledge.

Talya, B2015, Organizational behavior, New York, Taylor & Francis.