Essays on Workplace Management Dynamics Literature review

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The paper “ Workplace Management Dynamics” is an intriguing example of the literature review on management. The textbook titled “ The Sociology of Work” by Keith outlines a number of models, concepts, and theories on the dynamics between management and employees. Among the presented concepts, models, and theories, they provide a thorough description of this relationship remarkably accurately. The dynamics between the management and employees of a given organization is a diverse subject to extraordinarily many issues that govern the activities of the given organization. Some of the theories relevant to the relationships between employees and management as espoused in the book include Coercion Theory, Contingency Theories, Rational Choice Theory, and the Organizational Culture Concept (Keith 2005, p.

110-150). This paper discusses the mentioned theories and concepts applying them in how they explain the dynamics between management and employees. From the book “ The Sociology of Work” by Keith, Coercion's theory has been well explained with its emergence detailed and its application in the work outlined. The theory is argued to have emerged from behavioral perspectives that are normally maintained in the relationships between individuals through positive reinforcement or other forms of rewards (Keith 2005, p.

110-150). In applying the same to the dynamics between management and employees the theory espouses that conflict arises between the two subjects especially when rewards do not exist (Barry 2003, p. 53 – 62). Definitions of coercion provided in the argument by Keith give a proper explanation where he argues that there are situations in which coercion is steadfast and of the necessity for the successful existence of good relations between the two subjects. Coercion has been used by the management of many organizations as a strategy to control behavior in employees where the later do not conform to the standards expected in a given organization (Gareth 1997, p.



Barry, E 2003, The theory and practice of workplace learning in the adoption of integrated pest management by tropical fruit growers in Thailand, Journal of Workplace Learning, Vol. 15(2), p. 53 – 62

Black, R 2003, Organizational Culture: Creating the Influence Needed for Strategic Success, London, UK, p. 67-89

Cummings, T & Worley, C 2005, Organization Development and Change, 8th Ed., Thomson South-Western, USA, p. 45-76

Elmer, H 1999, Spirituality in the workplace, Journal of Organizational Change Management, Vol. 12(4), p. 280 – 292

Gareth, M 1997, Images of Organization, Thousand Oaks, CA: Sage Publications, p. 256-65

Jessica, L and Angeline, C 2009, Workplace learning: the roles of knowledge accessibility and management, Journal of Workplace Learning, Vol. 21(4), p. 347 – 364

Keith, G 2005, the Sociology of Work: Introduction, Polity Press: Cambridge, p. 110-150

Klaus-Peter, S 2005, learning in complex organizations as practicing and reflecting: A model development and application from a theory of practice perspective, Journal of Workplace Learning, Vol. 17(8), pp.493 – 507

Michael, A 2002, Choice Theory: A Very Short Introduction, Oxford, p. 98-105

Papa, M 2008, Organizational Communication Perspectives and Trends (4th Ed.), Sage Publications, p. 78-82

Roderick, M 2000, Social Partnership at Work: Workplace Relations in Post-unification Germany, Employee Relations, 22(4), p. 423 – 428

Tony, M 2009, Interpersonal influence in the workplace: influencing behavior and 360-degree assessments, Industrial and Commercial Training, Vol. 41(5), p. 258 – 269

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