The future of management theory

Thefuture of management theory

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Managementtheoryinvolvestakingcareof a businessventureto ensurethatthesetgoalsare achieved(Krajeweski et al., 2012). Italsoinvolvestakingcareof theemployeesby keepingthem motivated andobjectivetowards their outlinedroles.Thetheoryhas beenin practiceforlong,anditis on thevergeof beingovertakenorintegratedinto otheremergingtheories(Ersoy, 2014).

Managementtheoryis undergoingseveralchanges.First,a needto havenon-customized andglobally acceptedcodesof ethicsin businesshas arisen(Beltran &amp Roca 2013). Managersare nowadoptinginternationalstandardsandcodesof ethics(Wegge,et al., 2010). Themanagersare thereforeencouragedto be dynamicandnot to practicethemanagementtheoryas ifitis not changeable.Theywill haveto giveroomforchanges(Brenkert, 2009).

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Second,thetheoryis beingsurpassedby socialcontractstheory.Thetheoryembracesa managementthat is sensitiveto people’sculture(Winn, 2013). Peoplefrom differentpartsof theworldhavedifferentcultures.Thetheorytriesto mergeits practicewith people’spracticesandithis seenas moreresponsive(Wegge, et al., 2010).

Fromthesechanges,I expecttheadoptionof somepracticeslike projectmanagement.Itinvolvesdeliveringresultswithin a stipulated time(Bredillet, 2010). Due to thechangingmarketsandcompetition,resultbased managementwill be welcome(Bredillet, 2010). Theideabehind thiswill be thatsetgoalsleadto betterperformances(Winn,2013). Secondly,I preview a situationwhereperformancetheorywill takeroot.Employeesare likelyto be remuneratedaccordingto their performanceandresults(Esebeian, 2012).

Ialsoexpecta global practicein businessethics.Thechangingenvironmentandincreasedglobalization callsfora uniformcodeof ethicsacross regions(Hudtohan, 2010). However,managementtheorywill not be entirelydiscardedbutintegration with theotheremergingtheorieswill happen(Hudtohan,2010).

References

Beltran,I., &amp Roca, V. (2013). Promoting employee flexibility through HRpractices. HumanResource Management,52(5),645-674.

Bredillet,C. N. (2010). Blowing hot and cold on project management. ProjectManagement Journal,41(3),4-20.

Brenkert,G. G. (2009). Innovation, rule breaking and the ethics ofentrepreneurship. Journalof Business Venturing,24(5),448-464.

Ersoy,H. (2014). Preference of Communication Modality in Blended LearningEnvironment. BaşkentUniversit Journal of Education,1(2),45-67.

Esebeian,S. (2012). The correlation between human capital and morality and itseffect on economic performance: Theory and evidence. Journalof Comparative Economics,40(3),457-475.

Hudtohan,E. T. (2010). The Context of Cultural Intelligence–A Book Review ofDavid Livermore`s Leading with Cultural Intelligence: The New Secretto Success. DLSUBusiness &amp Economics Review,20(1).431-456.

Krajewski,L. J., Ritzman, L. P., &amp Malhotra, M. K. (2012). Operationsmanagement.Pearson Education Limited: New York.

Wegge,J., Jeppesen, H. J., Weber, W. G., Pearce, C. L., Silva, S. A.,Pundt, A., &amp Piecha, A. (2010). Promoting work motivation inorganizations. Journalof Personnel Psychology,9(4),154-171.

Winn,B. (2013). Learning to Lead with Cultural Intelligence (CQ): When DoGlobal Leaders Learn Best. People&amp Strategy,36(3),10-13.

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