The paper "Social Influences on Management Theories" is a good example of management coursework. The majority of management theories are based on the social context. Usually, it is either the organizational culture that the organization follows or the social conditions of the communities they operate in. The scope of the social context varies from one author to the other. Hill and Jones (2009) define social forces as “ the way in which changing social morals and values affect an industry” (p. 66). Nieuwenhuizen et al (2009) the social environment in business management involves the demographics and the cultural aspects of the society that drive the market.
With the impact on the industry, scholars in management, and managers in the real world respond by developing theories that fit with the new social environment. It is the intention of this paper to portray how the general social context influences management theories and management decisions in general. Modern-day organizations have to be more responsive to the industry dynamics and changes in the market and the industry in general. Daft and Lane (2009) write that “ organizations experiment with new ways of managing that more adequately respond to the demands of today’ s environment and customers” (p.
50). The authors propose two approaches in responding to such changes namely; learning organization and technology-driven workplace. The learning organization approach is best suited for the purposes of this paper whose scope is only the social environment and not the technological environment. Davidson, Simon, Woods, and Griffin (2009) however note that technology has impacted the social environment which has bounced back on organizational management. They suggest that that the interaction of management theories and social environment should not be treated as if it occurs in space. The learning organization approach focuses on the ability of the organisation adapting to changes in the social environment.
This entails aligning business processes and marketing ideal to the new ways and perceptions in society. This approach differs from the traditional approach to management in that it is centered on problem-solving rather than achieving efficiency in business processes. In this respect, therefore, all stakeholders in an organization strive to identify problems beforehand and come up with amicable solutions to them.
“ The learning organization promotes communication and collaboration so that everyone is engaged in identifying and solving problems” (Daft 2009, p. 31). This, therefore, results in the cyclical pattern in which the firm is able to pre-empt problems before they impact negatively on the firm. Therefore, this approach forms the basis of the modern management theories that are heavily influenced by social forces in the environment. Learning in an organization takes place in a social context (Jarvis, Holford, and Griffin 2008). Research shows that tacit knowledge in an organization is shared and spread through the organization via social channels.
Knowledge sharing platforms such as brainstorming and departmental meetings tend to share and discuss explicit knowledge. However, such meetings do not explore the implicit knowledge held by individual employees either knowingly or unknowingly. The nature and perception of sharing knowledge among employees is basically a function of the social context and their cultural background. It is, therefore, the role of the organization to create a convenient social environment that matches with the socio-cultural background of the employees in order to induce learning and information sharing as the basis of the learning organization theory.
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