Management Development Techniques All Business Term Paper

Pages: 9 (2906 words)  ·  Bibliography Sources: 8  ·  File: .docx  ·  Topic: Business - Management


Evidently, the management may be said to be effective if there is satisfactory performance of the workers, as well as, of the management processes of the organization. The authors advance four roles that performance management will play in streamlining management. First, it would streamline strategy. It would also develop the instruments, which will be embraced in estimating the performance of the business. The approach will also play a role in interpreting the performance results, and finally encourage top management on the need to respond to the issues that negatively affected the performance of an organizational management system (Smith & Goddard, 2002).

Finally, Kirsch (1996) advances another management development technique, which may be embraced by organizations. This approach according to the author is applied in the context of handling complex tasks in organizations. This is the management control technique. The author argues that inefficiency in the management of an organization often comes when the members of the organization, are not working towards the same goal. In other words, managers must be equipped to take up measures that will direct the energies of the members of the organization into achieving organizational goals. The author advances that this can be done through the management control approach. However, he goes further to point that this approach should be used often in handling complex, and sensitive areas of management in the organization (Kirsch, 1996).

4.0 Discussion

Implications of the Literature

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The article by Scott & Ulrich (2004) which advances on technological innovation and product development techniques of management suggests the need to embrace technological innovation technique in streamlining management. This technique has cost implications since technological innovation may be costly. The technique also has implications on training because the members of the organization will be advised about the workability of the new technology embraced. The author also suggests that the strategy has positive implications on the flow of management processes (Scott & Ulrich, 2004).

TOPIC: Term Paper on Management Development Techniques All Business Assignment

Ravichandran and Rai (2000) emphasized the need to embrace an IS (Information System) technique in addressing management issues. However, this approach is effective, the author points out that it has implications on the training and knowledge of staff. This is because for any changes, the members of the organization must have knowledge about the system. The approach also has implications on the management changes adopted because it takes time to change in an information system used by an organization (Ravichandran & Rai, 2000).

The approach advanced in the article by Earl (2001), which considers knowledge management technique of management also has implications on management and the overall organization. First, the approach has implications on the job design of the members of staff. This is because work has to be structured according to the knowledge required for task performance. This approach may also have negative implications on the workers, as the lower levels, who may lose ownership to the organization, when kept out of information. The approach also has implications on the power and authority at work (Earl, 2001). In this regard, the members of the organization with much information may have power over others, which should be checked.

The article advanced by Marrewijk and Timmers (2003) advance a behavioral [human capital] approach in management. This approach is appropriate because it builds the members and the organization itself. However, as the author points out, it has implications on the balance of power between the employees and management (Marrewijk & Timmers, 2003).

The article by Alavi and Leidner (2001) echoes the knowledge management approach of developing an effective management system as developed earlier by Earl (2001). This approach has similar implications of the process of structuring the job design, and creating a balance of power and authority among the members of the organization (Alavi & Leidner, 2001).

Schultze and Leidner (2002) propose in their article on the need to regulate the flow of knowledge among the members of an organization. Indeed, they state the implication of this approach as positive if the knowledge is used well and negative in the sense that a little knowledge may lead to costly mistakes while too much knowledge among the members of staff will lead affect accountability (Schultze & Leidner, 2002).

The article by Smith and Goddard (2002) voice their concern into this matter by presenting the need for managers of organizations to embrace a performance management approach in handling the process of management. This approach is advantageous but may have negative implications on the morale of workers if the assessment is not properly done. It may also have negative implications if it is done with the wrong motives (Smith & Goddard, 2002).

Finally, the article by Kirsch (1996) supports the control management technique as a management development technique. This article has negative implications on the organization, if the people empowered with the control function abuse their office. It also has implications with regard to killing the culture of innovation if not well implemented (Kirsch, 1996).



The authors have shown need for business organizations to employ management development techniques in addressing issues they face whilst developing the management processes. This is echoed by all the literatures where the authors feel the need for these techniques to be employed. Most of the literatures, however, point out on the need for new techniques to be employed because of dynamics of the current business world.

From the authors, the need to employ the product development and technological approach in developing management is evident. Scott and Ulrich (2004) support the need to employ technological innovation and product development techniques of management in addressing issues faced by an organization. This approach may be equated with other approaches such as the human capital argument advanced by Marrewijk and Timmers (2003). This is because this approach involves developing people and people can be developed when exposed to opportunities where they can use new technologies. They can also be developed through the involvement in product development. This is because it enhances motivation at work thus, influencing the outcomes of management positively (Marrewijk & Timmers, 2003).

Third, various authors have pointed out the need to employ the knowledge management technique of management development. This is one of the approaches, which has been supported by many of the literatures. The fact that businesses today operate in an information technology age, then the issue of knowledge management is such a fundamental area to be addressed. In this regard, it is evident that knowledge is a powerful tool in the management. The fact that authors, who include Schultze & Leidner (2002); Earl (2001), and Alavi & Leidner (2001), support this view, then it makes it worth practicing by managers (Schultze & Leidner, 2002); Earl, 2001, and Alavi & Leidner, 2001).

In addition, the literature by Smith and Goddard (2002) performance management may be linked with the human capital argument advanced by Marrewijk and Timmers (2003). From these two, the conclusion reached is that the members of an organization are essential participants in developing effective management development techniques (Marrewijk & Timmers, 2003). From the two articles, the importance of embracing employees in the management process is essential for effectiveness in the management process (Smith & Goddard, 2002).

The articles by Kirsch (1996), which supports the control management technique of management, may be connected to Schultze & Leidner (2002) view on the need to regulate knowledge among the members of the organization (Schultze & Leidner, 2002). From this, we may conclude that the control function in management is essential. In this regard, the best management development technique, without the control function is void. The study in overall has laid down the management development techniques, which may be embraced by business managers in streamlining management (Kirsch, 1996).

6.0 References

Alavi, M. & Leidner, D. (2001). Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues, MIS Quarterly, vol. 25(1): 107-136.

Earl, M. (2001). Knowledge Management Strategies: Toward a Taxonomy. Journal of Management Information Systems, vol. 18(1): 215-233

Kirsch, L. (1996). The Management of Complex Tasks in Organizations: Controlling the Systems Development Process, Organization Science, vol. 7(1): 1-21

Marrewijk, M. & Timmers, J. (2003). Human Capital Management: New Possibilities in People Management, Journal of Business Ethics, vol. 44(2/3): 171-184

Ravichandran, T. & Rai, A. (2000). Total Quality Management in Information Systems Development: Key Constructs and Relationships, Journal of Management Information Systems, vol. 16(3): 119-155

Ravichandran, T. & Rai, A. (2000). Quality Management in Systems Development: An… [END OF PREVIEW] . . . READ MORE

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