There are numerous ways of looking at the concept of management and the processes within it. An evaluation of the technical aspects of the subject matter is one of the methods of evaluating management as a concept. Indeed, reaching technical efficiency is one of the goals of management, which are pursued by excelling in the use of various tools for enhancing staff’s performance, product quality, and other aspects of a firm’s functioning (Chouinard & Milley 2015). However, defining management as a technical activity would be a mistake since it includes a vast range of disparities that make it favor certain audiences while neglecting others.
Socioeconomic disparities can be regarded as the prime example of management being non-neutral as a technological activity. Indeed, the balance of powers is often disrupted in management. Indeed, due to the absence of equality at the cultural and economic levels, terming management as neutral is impossible. Management currently sees people as assets that can be coordinated successfully and used for the purposes related to production, quality assurance, or any other stage of product or service design. Therefore, calling management technically neutral would be a mistake (Mohn 2016). Quite the contrary, the technical aspects of management restrict the range of strategies that a manager can use in an organizational environment and make one focus on organizational processes as opposed to the factors that inhibit them.
In addition, it could be argued that viewing management as a purely technical activity only exacerbates the problem of inequity within it. Indeed, a closer look at the phenomenon will allow seeing that management involves primarily normalizing social inequities (Starr 2016). Therefore, defining it as a technical phenomenon cannot be seen as correct. Management is defined largely by its socioeconomic interactions, which cannot be regulated technically and, thus, should not be reduced to a mere analysis of technical concerns. Instead, management needs to be deemed as a multifaceted phenomenon that demands an appropriate set of strategies varying in their scope and effect. Consequently, management is far from being a technical activity (Bramwell et al. 2016). Instead, it embraces a wide array of sociocultural dilemmas and economic inequities. Thus, the phenomenon has to be recognized and treated as such, with a heavy emphasis placed on the active promotion of equity and equality. Consequently, a shift in the balance of relationships within management can be expected with the following development of positive dynamics and the creation of additional opportunities for its disadvantaged stakeholders.
Reference List
Bramwell, B, Higham, J, Lane, B & Miller, G 2016, ‘Advocacy or neutrality? Disseminating research findings and driving change toward sustainable tourism in a fast changing world’, Journal of Sustainable Tourism, vol. 24, no. 1, pp. 317-334.
Chouinard, JA & Milley, P 2015, ‘From new public management to new political governance: implications for evaluation’, Canadian Journal of Program Evaluation, vol. 30, no. 1, pp. 1–22
Mohn, K 2016, ‘Resource revenue management and wealth neutrality in Norway’, Energy Policy, vol. 96, pp. 446-457.
Starr, RA 2016, ‘Net neutrality: on mobile broadband carriers and the open Internet, the commercially reasonable network management standard, and the need for greater protection of the open Internet’, Journal of Business & Technology Law, vol. 11, pp. 89-107.