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.

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.

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.

Going the Extra Mile: Managers and Supervisors as Moral Agents for Workers with Disability at Two Social Enterprises

2019 ◽  
Vol 73 (4) ◽  
pp. 728-752 ◽  
Author(s):  
Timothy Bartram ◽  
Jillian Cavanagh ◽  
Stephen Sim ◽  
Patricia Pariona-Cabrera ◽  
Hannah Meacham
Keyword(s):  
Moral Agency ◽  
Management Practice ◽  
Social Enterprises ◽  
Theory And Practice ◽  
Employment Relations ◽  
Structured Interviews ◽  
Policy And Practice ◽  
Ethical Management ◽  
Study Approach

This study examines the ethical management of workers with disability (WWD) employed at two social enterprises in Australia. Viewed largely through the spectrum of institutionally-based conflict in the employment relationship, this research draws on a framework of situated moral agency (Wilcox, 2012) to establish the ways in which WWD are afforded opportunities to engage in work and how managers and supervisors practise situated moral agency at the workplace. A qualitative case study approach is used with 62 participants through semi-structured interviews and focus groups.Key findings demonstrate supervisors constantly have to reshape and reinterpret human resource management (HRM) policies and practices to exercise and extend moral agency. This phenomenon suggests contradictions between moral agency and ethical management practice within current HRM regimes. The key message of the paper is that HRM does not always support the ethical management of WWD.Consequently, we question the ethical nature of contemporary HRM policy and practice for WWD, and argue for further research to unpack ethical ways to more effectively support WWD in the workplace. For WWD to be included at work, achieve life skills and their goals, managers and supervisors need to engage with their moral agency. Finally, we draw implications for management and employment relations theory and practice.

How can challenger marketers target the right customer organization? The A-C-O-W customer organization profiling matrix for challenger marketing

2019 ◽  
Vol 34 (2) ◽  
pp. 338-346 ◽  
Author(s):  
Weng Marc Lim
Keyword(s):  
Thematic Analysis ◽  
Design Methodology ◽  
Theory And Practice ◽  
Content Type ◽  
New Ideas ◽  
The Right ◽  
Business To Business ◽  
Practical Implications ◽  
Marketing Approach

PurposeThis paper aims to help challenger marketers identify and target the right customer organization.Design/methodology/approachThis paper adopts a customer organization profiling route to targeting for challenger marketing that is predicated on a thematic analysis of key findings of customer organization profiles from an international case study.FindingsThis paper introduces and explains the concepts of aggressiveness to succeed, compatibility of offerings, openness to new ideas and willingness to take action (or A-C-O-W) as components of a newly developed customer organization profiling matrix for challenger marketing.Research limitations/implicationsThe A-C-O-W customer organization profiling matrix offers a fresh conceptual outlook for targeting customer organizations using a challenger marketing approach in the contemporary business-to-business (B2B) marketplace.Practical implicationsThe A-C-O-W customer organization profiling matrix illuminates how challenger marketers can target the right customer organizations in the contemporary B2B marketplace.Originality/valueThe A-C-O-W customer organization profiling matrix is a pioneering concept for challenger marketing in B2B theory and practice.

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 A IMPLANTAÇÃO DA ESTRATÉGIA POR MEIO DE PROJETO: O CASO CARANDIRU

2012 ◽  
Vol 4 (2) ◽  
pp. 187-216
Author(s):  
Roque Rabechini Jr. ◽  
Michelle Stefane Sabino
Keyword(s):  
Project Management ◽  
Contingency Theory ◽  
Management Practice ◽  
High Complexity ◽  
Traditional Management ◽  
Case Study Methodology ◽  
Study Methodology ◽  
Strategic Transformation ◽  
The City

This paper presents one case study about strategic transformation with project. It was built a theoretical frame literature on the project management contingency theory. The case study methodology was used in the creation project of Parque da Juventude, the former Carandiru prison complex in the city of São Paulo, Brazil. As a result it was found the adoption of a traditional management practice with emphasis variables of high intensity and high complexity. Therefore, it was possible to give a practical contribution to understanding the contingency theory applied in the project management.

Reinventing Management Training

2012 ◽  
pp. 16-38 ◽  
Author(s):  
Matthew R. Fairholm ◽  
Gilbert W. Fairholm
Keyword(s):  
Management Education ◽  
Management Practice ◽  
Management Training ◽  
Training Needs ◽  
Management Theory ◽  
Traditional Management ◽  
Task Set ◽  
Traditional Work ◽  
Personal Fulfillment ◽  
And Training

This chapter argues that today’s society renders traditional management practice incomplete. To better position managers in their organizations, they need to embrace and apply a spiritual connotation to the work they do. The task set forth in this chapter is to explore how management education and training needs to change to include a managerial mindset that accepts both the call to control and the need to be responsive to the spiritual side of both manager and employees. The chapter first describes traditional management theory and then applies a spiritual application to the traditional work of management. It describes new skills and activities needed to engage in spiritual management. With this new understanding, managers can prepare themselves to help workers be productive and useful while also helping them find meaning and personal fulfillment in the work.

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