Movements of Management

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“Movements of Management”

There is need to know the movements of management in a firm in order to have well analyzed and synthesized workflows that will increase efficiency while improving the investor portfolios with increased transparency, accountability and labor productivity. It introduces sequences and scientific processes to management improving the output of the firm through best practices by the insiders (Gershon, 2).

To achieve such competence, the process of management is streamlined through a number of managerial impetuses that positively affect the processes within the firm hence impacting positively on the investors. To achieve such, the management has to take note of different weaknesses and strengths in SWOT analysis to arrive at a number of best practices that can be used to create a functional system within the management movement to increase efficiency (Scheiber, 14). The standardization of best practices aims at elimination of wastage of resources like time and money through synthesis and analysis of work ethics. This is complemented by empiricism, logic and rationality of the insiders to help raise the firm’s position hence increasing the investors’ portfolios.

Knowing the movements of management within the firm helps in realizing the loose points within the system that are often embodied within traditions and cultures of the firm that are preserved for the sake in protection social statuses of certain workers or given stereotypes( Gershon, 12). When these areas are identified, personal production is transformed into mass production with personal competences and skills pooled to create one holistic production unit.

When cultures and traditions are broken, there is creation of an atmosphere that allows knowledge transfer among the workers and this is then relayed to the processes, tools and documentation hence increasing efficiency while reducing costs in time and resources.

To achieve such milestones, it is imperative that the movements of management within a firm are scrutinized and interrogated in order to establish, reject and correct traditional tendencies and beliefs within the chains of production (Scheiber, 22). The changes effected should be considerate of the factors of production and should aim at quality instead of quantity, for instance, while it is obvious that workers working longer shifts produce more, workers who have breaks or shorter shifts produce better quality. Their relative production in quantity also surpasses that of the former group.

The empirical methodologies used in determination and establishment of efficient procedures help firms to avoid perpetuation of the established traditional methods through application of operations research and management, logistics and business process management. The application of these practices leads to high managerial control over processes and the factors of production (Gershon, 15). Closer monitoring of the workers and the production process in the detail-oriented management leads to desirable traits and practices from the insiders.

The practices of the insiders directly impact on the investor through a cause and effect reaction in the chained production models that are widely used. If there is lack of efficiency in the production processes, the cost of production rises as the quantity and quality of production falls. This leads to loss of revenue for the investors. Similarly, when the insiders use considerably better methods and practices, the process of production becomes cheaper with a rise in revenue for the investors (Gershon, 13).

Workers conduct both in duties and personal conduct also impact on the firm through implications on the brand. Negative implications affect the investors due to the negative PR generated. The movements of management therefore need to streamline worker conduct too through introduction of codes of conduct and professional ethics that should be closely observed. The close monitoring should however be considered to avoid creation of tension and reduction of self expression since it decreases the innovation and motivation of the workers (Scheiber, 19).

Works Cited

Gershon, Richard. Telecommunications Management: Industry Structures and Planning

Strategies, Mahwah, NJ, USA: Lawrence Erlbaum Associates, 2001

Scheiber, Lukas. Next Taylorism: A Calculus of Knowledge Work, Frankfurt am Main, BRD:

Peter Lang. 2012