scholarly journals Human Resource Management At The Crossroads

2011 ◽  
Vol 10 (8) ◽  
pp. 23 ◽  
Author(s):  
Narayan Krishna Prabhu
Keyword(s):  
Corporate Governance ◽  
Management Practices ◽  
Management Practice ◽  
Theory And Practice ◽  
Theory Building ◽  
Management Theory ◽  
Choice Making ◽  
Is Management ◽  
Financial Scandals ◽  
Work Done

Getting work done through other people is management; heterogeneities and complexities are managerial issues. Studies in management in 20th and 21st centuries focused on principles of management and management practices. The management theory jungle continues to be dense and impenetrable. Pessimism rules the roast with organizations perceived as insensitive. There is a divide between theory and practice. Epistemology of management practice and management theory building needs to be understood. HRM processes have to be evaluated along with choice making. Theories have to be self fulfilling by changing conditions under which they work. A number of failure stories have been analyzed, impacting several role holders. Searching for evidence for the various failures have provided live instances of actual situations which have caused trauma to the role holders. Financial scandals along with issues of corporate governance have generated conflict. Reviewing practices one perceives repeat errors perpetuated by managers; they are engaged in handling symptoms rather than curative aspects. Grand exits follow. Managers do not consider it safe and seem to work under such constraints. How long will they wait.

Doctor Edwards Deming – a Thinker Against Time

2020 ◽  
Vol 27 (3) ◽  
pp. 5-10
Author(s):  
Yu.P. Adler ◽  
Keyword(s):  
Job Training ◽  
Sampling Methods ◽  
Management Practice ◽  
Theory And Practice ◽  
Mathematical Statistics ◽  
Management Theory ◽  
Modern World ◽  
Human Endeavor ◽  
On The Job Training

Dr. Edwards Deming, whose 120th birthday falls on October 14, 2020, has made outstanding contributions to management theory and practice, mathematical statistics and many other areas of human endeavor. This work, written for the anniversary of E. Deming, examines the paradoxes arising from his teachings. They relate, inter alia, to competition, motivation and remuneration, the use of sampling methods, on-the-job training, operational definitions and much more. Resolving these paradoxes is the path to a deeper understanding of the modern world and to the improvement of management practice. Already during Deming’s lifetime, numerous attempts were made to revise his teachings, and now there is a desire to abandon the use and development of his heritage. This is alarming and worrying.

Management Practice—and the Doing of Management

2017 ◽  
Author(s):  
Stefan Tengblad
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Management Theory ◽  
Work Practices ◽  
Managerial Work ◽  
Explanatory Framework ◽  
Empirical Results ◽  
Integrated Theory

The chapter gives an overview of the most important studies about managerial work practices and the most important findings these studies shed on our general understanding of management as a societal phenomenon and as a field for scientific enquiry. These studies can be divided into major streams, one functionalistic and one ethnographic. Both streams identify work practices that are very different from mainstream management theory (reactive, fragmented, unsystematic, irrational, etc). While the first stream is oriented towards solutions to managers to act in a more rational manner, the second stream seeks to understand why normative management theory often is mere a rationalistic dream and a legitimizing ideology than a robust explanatory framework built on empirical results. Regardless of these limitations the chapter claims that it is possible to summarize both streams into an integrated theory about management practices that acknowledge the complexities and the multifaceted nature of management practice.

scholarly journals vManagement: Initial Exploration of Management Practice

2013 ◽  
Vol 6 (1) ◽  
Author(s):  
Susan Wurtz ◽  
Dale Cyphert ◽  
Leslie K. Duclos
Keyword(s):  
Social Capital ◽  
Thematic Analysis ◽  
Management Practice ◽  
Theory And Practice ◽  
Management Theory ◽  
Sociocultural Context ◽  
Traditional Management ◽  
Management Responsibility ◽  
Initial Exploration

For several years, the authors have maintained a simulation (sim) in Second LifeTM, with management responsibility for allocating sim resources across research and instructional projects, some of which involved working with residents. Although not originally anticipated to be a research site in management theory and practice, the project presented an unexpected pattern of difficulty and an unexpectedly rich case study to examine why and how the virtual environment generated norms of power and empowerment for which traditional management practice was not effective. We conducted a theoretical thematic analysis on a body of conversation transcripts, meeting agendas and minutes, email messages and other administrative documents, applying concepts from the literature on presence, copresence, embodiment and social capital, seeking to identify the sociocultural context and structural conditions that shaped meanings and experiences of participants in this project. This exploratory analysis suggests a need for development of management theory and practice based on norms of empowerment shaped by designer-user role hybridization – in short, vManagement.

scholarly journals Pengaruh Penerapan Mekanisme Good Corporate Governance Terhadap Praktik Manajemen Laba Pada Perusahaan Manufaktur Yang Terdaftar Di Bursa Efek Indonesia

2009 ◽  
Vol 1 (1) ◽  
pp. 28
Author(s):  
Elfrida Ambarita ◽  
Dian Anita Nuswantara
Keyword(s):  
Corporate Governance ◽  
Earnings Management ◽  
Audit Committee ◽  
Management Practices ◽  
Stock Exchange ◽  
Manufacturing Sector ◽  
Management Practice ◽  
Governance Mechanism ◽  
Good Corporate Governance ◽  
Corporate Governance Mechanism

AbstractThe conflict of interest between agent and principal, asymmetrical information and accounting method selection are able to be used by the manager to do earning management practices. However, it could be reduced by practicing the good corporate governance mechanism which can adjust agent and principal’s interest. The objective of this study is to test the effect of good corporate governance mechanism, as reflected by institutional ownership, managerial ownership, presence of independent board and audit committee existence on the earnings management practice. Using sample from 62 companies in the manufacturing sector at the Jakarta Stock Exchange, which publish financial statement from 2005-2006. This study shows that good corporate governance mechanism insignificantly influence earnings management practice simultaneously. We can infer that mechanism haven’t succeeded to minimize the earnings management practices. 

Management Theory

2010 ◽  
Vol 1 (3) ◽  
pp. 33-48 ◽  
Author(s):  
John Davies
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Management Theory ◽  
Systems Perspective ◽  
Decision Sciences ◽  
Reciprocal Determinism ◽  
Uncritical Acceptance ◽  
Systemic Nature ◽  
Interdependent Relationships

This paper develops a systems perspective on the interdependent relationships between management academics, management theory and management practice. The author re-examines issues raised by Ghoshal, not only about how the uncritical acceptance of an ideologically based gloomy vision of human nature has led to “bad management theories ... destroying good management practices”, but also how practice can impact the development of theory. The approach provides an opportunity to reinterpret and reveal the systemic nature of related feedback and learning processes labelled as the double hermeneutic by Giddens (1987) and as reciprocal determinism by Bandura (1978), to draw a parallel with the role of theory in the decision sciences. This paper provides a constructive illustration of the use of the systems representational tools of system dynamics to develop a systems perspective on these matters to identify the underpinning systemic structure that gives rise to Ghoshal’s views. Finally, the author identifies a means of addressing issues of concern to management theorists, analysts, and practitioners.

Management Theory

2011 ◽  
pp. 2044-2059
Author(s):  
John Davies
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Management Theory ◽  
Systems Perspective ◽  
Decision Sciences ◽  
Reciprocal Determinism ◽  
Uncritical Acceptance ◽  
Systemic Nature ◽  
Interdependent Relationships

This paper develops a systems perspective on the interdependent relationships between management academics, management theory and management practice. The author re-examines issues raised by Ghoshal, not only about how the uncritical acceptance of an ideologically based gloomy vision of human nature has led to “bad management theories ... destroying good management practices”, but also how practice can impact the development of theory. The approach provides an opportunity to reinterpret and reveal the systemic nature of related feedback and learning processes labelled as the double hermeneutic by Giddens (1987) and as reciprocal determinism by Bandura (1978), to draw a parallel with the role of theory in the decision sciences. This paper provides a constructive illustration of the use of the systems representational tools of system dynamics to develop a systems perspective on these matters to identify the underpinning systemic structure that gives rise to Ghoshal’s views. Finally, the author identifies a means of addressing issues of concern to management theorists, analysts, and practitioners.

Management Theory

2012 ◽  
pp. 43-59
Author(s):  
John Davies
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Management Theory ◽  
Systems Perspective ◽  
Decision Sciences ◽  
Reciprocal Determinism ◽  
Uncritical Acceptance ◽  
Systemic Nature ◽  
Interdependent Relationships

This paper develops a systems perspective on the interdependent relationships between management academics, management theory and management practice. The author re-examines issues raised by Ghoshal, not only about how the uncritical acceptance of an ideologically based gloomy vision of human nature has led to “bad management theories ... destroying good management practices”, but also how practice can impact the development of theory. The approach provides an opportunity to reinterpret and reveal the systemic nature of related feedback and learning processes labelled as the double hermeneutic by Giddens (1987) and as reciprocal determinism by Bandura (1978), to draw a parallel with the role of theory in the decision sciences. This paper provides a constructive illustration of the use of the systems representational tools of system dynamics to develop a systems perspective on these matters to identify the underpinning systemic structure that gives rise to Ghoshal’s views. Finally, the author identifies a means of addressing issues of concern to management theorists, analysts, and practitioners.

scholarly journals The new talent management challenges of Industry 4.0

2019 ◽  
Vol 38 (2) ◽  
pp. 118-129 ◽  
Author(s):  
Zara Whysall ◽  
Mike Owtram ◽  
Simon Brittain
Keyword(s):  
Technological Change ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Management Practice ◽  
Talent Management ◽  
Strategic Human Resource Management ◽  
Theory And Practice ◽  
Management Theory ◽  
Content Type ◽  
The Impact

Purpose The transformational changes to business environments brought about by the fourth industrial revolution create a perfect storm for strategic human resource management, prompting a need to explore the implications of this context for talent management theory and practice. The paper aims to discuss these issues. Design/methodology/approach In-depth interviews were conducted with HR directors and senior leaders within engineering-led organisations to explore current challenges experienced across each stage of the talent pipeline: attraction and recruitment, training and development, career development, talent mobility and succession planning. Findings The speed of technological change brought about by Industry 4.0 had created a significant gap between current capability of employees and the rapidly evolving requirements of their roles, prompting a need to consider new and more effective approaches to talent development. Middle managers are increasingly recognised as overlooked critical talent within this context of unprecedented change, given their essential role in change management. In addition, whilst lateral hiring remains a common talent management practice, in the case of Industry 4.0 this equates to fighting a war for talent that does not exist. Practical implications This study suggests that there is a need for evolution of talent management theory and practice towards a more dynamic, systems-thinking orientation, acknowledging the interrelated nature of different talent management activities. Originality/value This paper provides an in-depth insight into the impact of the unprecedented change brought about by Industry 4.0 on contemporary talent management practice, considering how theory and practice might need to evolve to enable individuals and organisations to keep up with the rate of technological change.

scholarly journals TIME MANAGEMENT PROBLEMS UNDER CONDITIONS OF TERRITORIALLY-DISTRIBUTED DECISION-MAKING PROCESS IN COURSE OF CORPORATE GOVERNANCE OF STATE-OWNED ENTERPRISES

2018 ◽  
Vol 3 (3) ◽  
pp. 28-36
Author(s):  
Андрей Воронин ◽  
Andrey Voronin
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Time Management ◽  
Theory And Practice ◽  
Decision Makers ◽  
Management Theory ◽  
Decision Making Process ◽  
Existing Problems ◽  
Distributed Decision Making ◽  
Distributed Decision

Abstract: The article is targeted for those who researches problems of management theory and practice, as well as for decision-makers in the process of territorially-distributed corporate governance of state-owned companies. The main focus of the article is on the conceptual fundamental issues of time management, comparison of various modern approaches and practical tools of time management, as well as the existing problems of time management of territorially-distributed decision-making process in course of corporate governance of state-owned enterprises (on the example of Russian companies).

scholarly journals Adjusting the employee management process to key organisational values

2018 ◽  
Vol 2 (4) ◽  
pp. 111 ◽  
Author(s):  
Agnieszka Marek
Keyword(s):  
Literature Review ◽  
Empirical Research ◽  
Management Practices ◽  
Design Research ◽  
Management Practice ◽  
Work Productivity ◽  
Theory And Practice ◽  
Organisational Values ◽  
Training Motivation ◽  
Recruitment And Selection

Aim: The paper is aimed at highlighting the growing importance of values in both management theory and practice with a focus on aligning employee management practices with the key values in organisations which practise Management by Values (MBV). Design / Research methods:  Critical literature review and analysis of results of accessible empirical research. Conclusions / findings: Management by Values can only yield effects if it is applied in all sections of the firm with employees taking up actions in line with the shared organizational values. That is why it is crucial to reflect the core values in recruitment and selection of employees, as well as training, motivation or work productivity assessment. The analysis of the literature revealed the need for more in-depth research on the links between staff policy and management by values, especially in management practices. Originality / value of the paper: The paper is aimed at managers who implement MBV in their organisations as well as scholars focusing on the subject of values in management. What is more, it synthesizes different outlooks on MBV and embeds this concept in realities of Polish companies. Limitations of the research: The literature review and analysis of the results of empirical research conducted in Polish companies indicate the growing importance of values in management practice and the necessity of constructing specific tools that would enable leaders to operationalize key values and use some indicators to assess present and potential employees in the terms of their respect for the organization’s shared values.

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