Application of Critical Management Studies for Organisational Analysis

Application of Critical Management Studies for Organisational Analysis This report aims to use Critical Management Studies (CMS) concepts and ideas to explore specific aspects of organisational working and analyse the working of a specific business firm. CMS provides a variety of alternatives to conventional management theory that offer radically diverse perspectives and aim to transform traditional management approaches. It is essentially rooted in strong scepticism on the moral defensibility and standing, as well as on the ecological and social sustainability, of prevalent types of organisational and management structures (Adler, 2006, p 1). CMS, it is important to understand, does not focus either on the inadequate or poor management practices of specific business firms or on the personal feelings of individual organisational executives and managers (Adler, 2006, p 1). It essentially deals with the widespread social injustice and the extreme environmental negativity of mainstream economic and social structures and systems that are served and replica ted by traditional managers and conventional business organisations (Adler, 2006, p 1). In the contemporary context, CMS deals with a broad range of management issues like strategy, accounting, marketing, international relations, information systems and international business (Lazonick & Sullivan, 2000, p 13). Whilst its approach is based in broad scepticism of existing management theories, practices and structures, it focuses on pivotal, rather than marginal issues. It aims to illustrate how conventional management beliefs and practices are not just nourished by, but also serve to support and sustain disruptive, troublesome, conflict ridden, and essentially destructive contemporary structures and patterns (Sim & Van Loon, 2005, p 9). It goes on to provide alternative solutions and illustrates that the replication of such systems is not inevitable, necessary or unavoidable, but is actually dependent upon managerial thoughts and processes and therefore essentially changeable (Sim & V an Loon, 2005, p 9). Influenced by the work of numerous thinkers like Weber, Hegel and Foucault, CMS has also been shaped by a number of contemporary developments that stretch beyond the realm of academic theory and philosophical or social thought (Adler, 2006, p 5) Many established critiques of the essential aspects of modern day capitalism have been marginalised by the fall and disintegration of the left from the 1970s (Hassard, et al, 2001, p 339). The growth and development of fresh social movements has provided different critical perspectives on the function of modern day business enterprise (Alvarez, et al, 1998, p 17). The growth of the European community and the astonishing rise of China and India, as well as other emerging economies, have helped in placing dominant Anglo-American business values and models in relative positions for purposes of comparison and assessment (Ibarra-Colado, 2006, p 463). CMS is a very broad area of thought, theory and practice. The report takes u p (a) the application of CMS to a Call Centre in India, (b) Weber’s exposition of bureaucracy and (c) Transformational Leadership, with reference to Weber’s work on leadership, for study and analysis. 2.0. Application of CMS to Indian Call Centre The phenomenon of workplace bullying has for long attracted significant attention in mainstream management literature and is looked upon with concern by HR managers and organisational experts. This report deals with the application of CMS to the case study on Indian Call Centres, prepared by D’Cruz and Noronha in 2010. The two researchers conducted a phenomenological inquiry of working experiences of employees in international call centres in Bangalore and Mumbai in India and uncovered new ground in organisational etiological roles in workplace bullying. The case is considered as read and is thus not described in greater detail here.