Critical Evaluation of Mainstream Management Theory rvsd.docx

Critical Evaluation of Mainstream Management Theory rvsd.docx

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Critical Evaluation of Mainstream Management Theory 1 CRITICAL EVALUATION OF MAINSTREAM MANAGEMENT THEORY By Name Class (Course) Instructor (Tutor) Institution The City and State The Date
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Critical Evaluation of Mainstream Management Theory 2 Critical Evaluation of the Mainstream Management Theory Introduction As founded by Antony, the mainstream management theory was primarily used in the management practices of many an organization during the industrial expansion period of the 1960s. It was deemed viable and perfect then. However, the evolution of the contemporary workforce and working environment has highlighted significant flaws and drawbacks on the same management concept, offers Spicer (2006). Based on those grounds, critical management studies have since pointed to these gaps and consequently offered alternatives to the mainstream management concept. That is inspired by the primary objective of a radical transformation of the practice of management control. Spicer (2006) argued that management control includes the technical systems and humans therein an organization. It is expected that a seamless functioning of the two is bound to ensure the achievement of organizational goals and objectives as planned. Despite that holding true, controlling human behavior is likely to pose management issues that are complex (Spicer, 2006). These might be as a result of different reactions to stimuli depending on individual cultural orientations, organizational, political and individual perspectives. The synchronization of these isolated characteristics is, therefore, the core mandate of management and is consequently the premise upon which the engagements of the context of work revolves (Gephart, Alvesson & Willmott 1993). In the ensuing paper, I seek to evaluate, highlight and show why mainstream management theory falls short of the modern demands in the management of a real work environment alongside offering possible alternatives. While the mainstream management theory was widely used during the 18th century around Europe and America, its viability and suitability were later called into question outside these countries. Africa, for example, is known to have a different set of dynamics that have a significant effect on the management landscape. The failure of the theory to take into account such aspects in the formulation of its assumptions has rendered it ineffective in an African context (Fournier & Grey 2000). Additionally, the mainstream management theory has also been perceived as inadequate from the lenses of critical
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Critical Evaluation of Mainstream Management Theory 3 management studies. That is based because its focus was singularly on the contractual relationship between the agent (employee or manager) and the principal (owner) (Spicer, 2006). The main argument
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