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Critical themes and perspectives of management

The process of management learning takes place through several ways and undoubtedly, in the world of business, the emphasis of critique in the management process plays a vital role in the development of an effective working organization. The critiques not only aid as a guidance but they serve the purpose of improvement as well. There isn’t a single management process that is completely flawless. Each has its own errors and its own merits. In order to combat the errors and make the management faculty efficient in its task, the shape of critique serves an important motive throughout.

Managers learn how to manage efficiently and more elaborately based on the critique provided. Currently, surveys by customers provide an efficient insight on how managers can improve their management team by knowing what the customers want. The critique provided by customers or clients helps the management to enhance its skill in the area of management thereby serving more promptly and efficiently to the new clients or customers. As stated by Geraldine M. Hoyler in her article, “Critique,”

“We should critique ourselves throughout our lives. In personal and professional situations, we must continually evaluate and challenge progress we have made toward achieving our personal visions. Through

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this process, we renew ourselves and grow in service to others. Organizations such as HFMA also must critique their mission, service, and development on a regular basis. HFMA, with the involvement of members, has made choices as a result of its critiques.

For example, HFMA recognized that its membership, growing in size and diversity, could be served in new and better ways. A membership task force concluded that networking is an important value to members of the Association and that the old ways of providing opportunities for networking may no longer be appropriate. This critique led to the creation of forums that initially will serve chief financial officers and patient financial services professionals” (Hoyler, 1990).

The process of critique provides a scope of improvement for the managers and thus, they are able to meet the standards of the organization. It also helps the organization to improve its efforts towards its future service. Therefore, its role cannot be ignored as a positive or a negative critique helps in the building of a more efficient organization. In the same manner, the critique posed for managers can serve as an improvement for themselves as they are responsible for higher tasks. It would help them work efficiently and further help them recognize their goals.

It also helps them understand what their clients want and how to meet their expectations in order to help their organization grow and earn more customers. Critique helps detecting faults and chances of enhancement quickly and therefore, it is essential for the managers to be regularly critiqued in a positive way so that their skills are enhanced (Kumar, 2005). Steven A. Watson particularly emphasizes on performance appraisals or critiques to be taken seriously and help the managers as well as the team know the importance of evaluations.

He stresses that a performance appraisal management strategy should be adopted by the management academics as well as the higher officials of the organization in order to help the employees as well as other important members of the organization to improve their efficiency and goals towards their clients. He states, “You need to plan your strategies for stressing the importance of performance appraisals. First, be clear in your own mind what you want the process to be and what you hope to accomplish.

Second, provide a clear message to team members about the process and what role you expect them to play in it. Third, sit down with team members and talk specifically about their performance” (Watson, 2003). The following steps outlined above by Watson serve as a valuable guideline for the managerial academics to help the managers’ guide towards appraisals or critiques. This is one of the ways that the managerial academics can adopt towards managers to help them understand the essence of critique in the process of management and organization.

Furthermore, the several issues discussed above regarding the role of critiques in management and organization should also be elucidated for the managers to make them understand the importance of critique in management firms and organizations. Axiom Internet Group Ltd. highlights on the essence of appraisals in the organization and how they can help the employees as well as managers in the process of learning. Earlier, it was difficult for directors to agree on appraisals but as we move towards the era of globalization, things have been changing.

Axiom Internet Group Ltd. clearly identifies the role of critique and how it can help the managers in a positive manner. The website article entitled, “Measuring Up: Staff Appraisals” states, “Appraisals, when done well, provide the perfect opportunity to give feedback, motivate employees and find ways to improve their performance. They also give line managers the opportunity to identify staff training needs, provide career counseling, spot high flyers of the future and manage poor performers.

But, as an Institute for Employment Studies report (February 2001) argues: “This assumes that managers have the ability and motivation to make performance reviews work… Appraisals are also useful for you to get a feel from the employees about how they think the business is working. In growing companies, people often feel a real sense of personal attachment and responsibility for the business. Smart managers tap into that loyalty and use it and make people feel their ideas are welcome” (Axiom Internet Group Ltd. , 2007).

Mohan Bangaruswamy in his article entitled, “Does Performance Appraisal Benefit Anyone? ” reasons the essence of critique in the most rational manner. Bangaruswamy has an extensive experience in the field of performance management and is the vice-president of Apara Enterprise Solutions where he has set a guideline for the managers to help them in understanding the essence of performance evaluation of a team that would comprise of components such as “goal-setting, regular reviews, annual appraisal, development process and linkage to other systems.

” He further proceeds to state how each of these steps help in promoting the good performance appraisal for the managers as well as management team. Through linkages to rewards system, Bangaruswamy helps the managers develop a positive outlook towards their organizations so that they don’t feel burdened. As he states, “Dr Douglas McMgregor in the HBR Classic, An uneasy look at Performance Appraisal, wrote: “Managers are uncomfortable when they are put in the position of playing God”. They do not want to pass judgment on personal worth of their team members. This article was written years ago and it is still relevant in the current context.

An effective system focuses on results on the behaviors that facilitate or constrain the achievement of results” (Bangaruswamy, 2000). Furthermore, the essence of critique for managers is extremely vital as it is they who are going to frame the behavior and performance of the employees present in the organization. Therefore, the managers should be fluent in evaluating the performance and behavior management in order to help the organization yield successful results. Patricia Lawrence in her article, “The importance of having a performance appraisal system” clearly defines the role of managers in this regard.

She states, “Managers should be aware of mindsets that can influence their evaluation of employees. According to James E. Neal Jr. , author of the best-seller Effective Phrases for Performance Appraisals, there is a phenomenon in the workplace known as the “halo effect. ” The halo effect comes into play when the supervisor rates an employee’s work as either all good or all bad, based only on one single aspect, dimension or experience with that employee…Rating employees is only one phase of the performance evaluation process, though.

Holding face-to-face reviews with the employee is the most critical element of the appraisal program. Prior to the review, managers and supervisors should prepare by closely examining the employee’s performance appraisal form, thinking about how to offer constructive criticism, anticipating objections or issues raised, and preparing a list of goals that the employee will need to meet. Ideally, the manager and employee will mutually develop and agree to this list of goals” (Lawrence, 2004).

By helping the manager and the employee realize the benefits of critique and performance evaluation, the managerial academics can pose programs for such learners that will help them recognize the importance of the following components above. Every successful business has to go through the process of critique and performance evaluation in order to succeed. This helps the organization to provide more innovative services to its clients thereby yielding more customers. The only process that takes hard work is the continuous monitoring that is involved in the critique management.

The superiors of the organization are responsible for developing programs that help in the management of such critique in order to induce positive behavior and characteristics in the employees as well as the organization. The job of the managerial academics is to emphasize and promote the process of critique and performance appraisal and this would include organizations as well as in academics where students can learn and devise strategies that help promote such a change.


Hoyler, Geraldine M. (1990). Critique. Healthcare Financial Management. Published on the 1st of April, 1990.

Retrieved online on the 16th of July, 2007 at http://www. highbeam. com/doc/1G1-8886181. html Kumar, Dev (2005). Performance Appraisal: The importance of rater training. Journal of the Kuala Lumpur Royal Malaysia Police College, No. 4. Retrieved online on the 16th of July, 2007 at http://mpk. rmp. gov. my/jurnal/2005/performanceappraisal. pdf Watson, Steve A. (2003). Motivate Staff to take performance appraisals seriously. TechRepublic. Published on the 24th of June, 2003. Retrieved online on the 16th of July, 2007 at http://articles. techrepublic. com. com/5100-6262_11-5054324.

html Axiom Internet Group (2007). Measuring Up: Staff Appraisals. Retrieved online on the 16th of July, 2007 at http://www. axiomsoftware. com/news/archive103. asp Bangaruswamy, Mohan (2000). Does Performance Appraisal benefit anyone?. IT People Evolve. Retrieved online on the 16th of July, 2007 at http://www. expressitpeople. com/20030310/management1. shtml Lawrence, Patricia (2004). The importance of having performance appraisal program. The Trusted Professional. Vol. 7; No. 15. Retrieved online on the 16th of July, 2007 at http://www. nysscpa. org/trustedprof/1204/tp10. htm

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