...Journal of Management Studies 50:2 March 2013 doi: 10.1111/joms.12008 Commodifying the Commodifiers: The Impact of Procurement on Management Knowledge Joe O’Mahoney, Stefan Heusinkveld and Christopher Wright Cardiff University; VU University, Amsterdam; University of Sydney ABSTRACT Current conceptualizations of the commodification of management knowledge prioritize the agency of knowledge producers, such as consultancies, but downplay the role of other actors such as intermediaries. Using a qualitative multi-method study of the role of procurement in sourcing consultancy knowledge, we demonstrate how intermediaries also commodify management knowledge, thereby limiting the exchange value of that knowledge. Through our analysis we develop a more sophisticated model of the processes and consequences of knowledge commodification. This model clarifies and extends prior research by highlighting the role of commensuration, comparison and valuation, as well as the related tactics that consultants and client managers use to resist procurement’s attempts to commodify management knowledge. Keywords: commodification, consumers, intermediaries, management consultancies, management knowledge, procurement INTRODUCTION The growth of the management knowledge industry over the last 50 years has resulted in increased research attention paid to the activities and impact of knowledge producers such as business schools, management gurus, publishers, and consultancies (see, e.g. Abrahamson...
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...Abstract: Professionalism and bureaucracy tend to be understood as incompatible systems of work organization, represented by the ideals of collegiality and autonomy versus control and supervision. I present a historical case study from early 20th century Norway examining the potential clash between efforts made toward professionalization and bureaucratization in industry. Based on my findings, I argue that there is neither an inherent conflict between professionalism and bureaucracy nor static national trajectories at the level of professional versus bureaucratic work organization. Keywords: professionalism; bureaucracy; engineers; engineering; history; transnational Pål Nygaard Centre for the Study of Professions, Oslo and Akershus University College of Applied Scineces Contact: Department of Innovation and Economic Organisation, Handelshøyskolen BI, 0442 Oslo, Norway Pal.Nygaard@ bi.no Page 11 For a long time, theories on professions brought forth the contention of an inherent conflict between professionalism and bureaucracy, contributing to a division between the sociology of professions and organizations. During the past decade, various scholars have contested both the argument of conflict and the fruitfulness of division (Bourgeault, Hirschkorn, & Sainsaulieu, 2011; Muzio & Kirkpatrick, 2011; Evetts, 2010). Recent trends toward organizing the work of professions in large organizations and stronger monitoring of professions seem to have been major impulses underlying this shift...
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...Student Self-administered case study Organization structure changes at Body Shop 45-60 Case duration (Min): Organizational Behaviour (OB) Organization structure and design Worldwide Case summary: There are many work tasks to be done in a large organization and consequently the work must be divided up and allocated. In this case we consider what is meant by organization structure and design; consider why it is necessary to structure human resources, discuss how we should set about this enormous challenge and ask how we can make efficient and effective use of human resources in order to attain goals and derive a sustainable competitive advantage. In particular we consider issues associated with bureaucracy and hierarchy. Body Shop grew and with it came particular design challenges. Learning objectives: Define and discuss the nature of organization design. Outline the main structural choices available to organizations. Explain the limitations of the organizational chart in describing activity within an organization. Case problem: What is organizational structure and why do large organizations need continually to consider the designs of their organization? What may be the consequences of a good or bad design for a specific organization? Personal Products Company Body Shop www.thebodyshop.com Founded in 1976 by Anita Roddick, The Body Shop International plc, known as The Body Shop, has 2,400 stores in 61 countries, and is the second largest cosmetic franchise in the world...
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...Organizational Behavior – Consultancy Report Group 18 DISCLAIMER This material is based upon work supported by Caixa Geral de Depósitos (CGD), Banco Português de Investimento (BPI) and Banco Bilbao Vizcaya Argentaria (BBVA). Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of the Companies, their employees or their administrations. 2 Organizational Behavior – Consultancy Report Group 18 Table of Contents Executive Summary 1. Introduction 2. Organizational Context 3. Theoretical Background 4. Methodology 4.1 Procedures 4.2 Sample 5. Analysis 5.1. Limitations 5.2. The variables 5.3. ANOVA 5.3.1. Effects of Age 5.3.2. Effects of Gender 5.3.3. Effects of Education Level 5.4. Model 5.4.1. Person-Organizational Fit and Ethical Leadership 5.4.2. Person-Organizational Fit and Ethical Environment 5.4.3. Person-Organizational Fit and Political Skills 5.4.4. Person-Organizational Fit and Human Resources 5.4.5. Person-Organizational Fit and Ethical Behaviour 5.4.6. Ethical Environment and Trust in Employees 5.4.7. Ethical Environment and Voice 6. Conclusions and Recommendations References Appendix 4 5 6 7 8 8 8 11 11 12 12 13 13 14 14 15 16 17 17 18 18 20 21 24 25 3 Organizational Behavior – Consultancy Report Group 18 Executive Summary The aim of this consultancy report is to provide advice and recommendations to the companies involved in this sector (banking) in order to improve their performances, based...
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...Index ChapterNo. | Topic | Page No. | 1 | Organizations Profile | 2-22 | 2 | Literature Review 2.1 Objective s of the study 2.2 Scope of the study 2.3 Human Resource Management2.4 HRM Environment in India2.5 Recruitment | 23242425-293031-40 | 3 | 3.1 Research Methodology3.2 Data Analysis and Data Interpretation | 41-4344-59 | 4 | 4.1 Findings4.2 Limitations4.3 Suggestions4.4 Conclusion | 60606161 | 5 | Reference | 62 | 6 | Bibliography | 62 | 7 | Appendix Copy of Questionnaire | 63 | ORGANIZATIONS PROFILE "TALENT SOURCE - Recruitment Consultant” We have an excellent track record of providing appreciable service to reputed companies in India and Overseas. Our administration office is located at a strategic location in the heart of the commercial capital of India, Mumbai. We have an efficient organizational setup and satisfying service. Management Our organization is replete with highly qualified and experienced personnel with expertise of high caliber in recruitment of manpower. WE are located at actual locations all over India and keep track of all categories of skilled personnel. Why Talent Source Each time we've tried to find, along with our clients, the most suitable solutions for their personnel' needs and we're proud to say that we've never...
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...Information System..........................................4 5. Environmental and Industrial Analysis.....................................................4 6. Recommended Information Systems for a Medium Sized Accountancy and Management Consultancy Firm........................................................5 6.1. Management Information System.............................................................5 6.2. Decision Support System..........................................................................6 6.3. Knowledge Management System..............................................................6 6.4. Transaction Support System.....................................................................6 6. Evaluation of Organizational, Technical and Management Aspects of the Information Systems Used........................................................................6 7. Successful Implementation of Information Systems...................................7 8. Security Threats Faced By The Consultancy Firm......................................8 9. Recommendations to Control Security Threats Faced By The Consultancy...
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...Assignment on ACT-201 Role of “ICAB” and “ICMAB” in Accounting Development of Bangladesh Submitted for: Netai Kumar Saha Lecturer Dept. of B.B.A East West University Submitted by: Md. Saim Ur Rahman Id: 2013-1-10-130 ACT-201 Sec-04 Submission Date: 29th March, 2015 Plot No-A/2, Main Road, JahuruIslam City Aftabnagar, Dhaka-1212, Bangladesh. ICAB The Institute of Chartered Accountants of Bangladesh (ICAB) is the national professional accountancy body in Bangladesh. It is the sole organization in Bangladesh with the right to award the Chartered Accountant designation. It has around 1,400 members. The Institute of Chartered Accountants of Bangladesh (ICAB) is the National Professional Accounting Body of Bangladesh established under the Bangladesh Chartered Accountants Order 1973 (Presidential Order No. 2 of 1973). Top of Form Bottom of Form Establishment: The Institute of Chartered Accountants of Bangladesh (ICAB) is the National Professional Accounting Body of Bangladesh established under the Bangladesh Chartered Accountants Order 1973 (Presidential Order No. 2 of 1973). ICAB's Administrative Ministry: The Ministry of Commerce, Government of the People's Republic of Bangladesh is the administrative Ministry of ICAB. ICAB's Vision: To meet the ever-changing global economic demands dominated by WTO regime, the ICAB is fast becoming a body of professionals whose expert services will be highly sought after- - To anticipate, meet and exceed the rising...
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...directly working within IT segment, indirectly operate with IT. Hall (1976) holds the view that the degree and qualifications hold no value in case if a reputable job isn’t grabbed afterward. After completing my bachelors in Management Studies and masters in Business Administration, the career that I have chosen is Management Consulting. Being a Management Consultant, has several benefits. Firstly, it offers good salary packages and high prospects to travel. Secondly, it offers opportunity to operate with top management of client’s organization. Lastly, the task never gets boring for the reason that it involves switching from one project to other and thus, provides opportunity to get hold of huge experience in distinct industries. Further, taking the above discussion into consideration this particular paper first highlights the job requirement of management consultant at Accenture. It also includes a thorough outline about the responsibilities and roles related to the position of Management Consultant. This is followed by providing a deep insight of my educational background, skills and abilities and also, mirrors the level to which my skills match with the required skills of the job profile. Lastly, the paper puts forward my personal development plan. Job Responsibilities of Management Consultant At the time when organizations face an issue which they can’t solve easily or they don’t hold the proficiency needed to plan their own path, then they generally look for the...
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...Case Study : SIRIM BERHAD Marketing Mix, Marketing Strategies and the Tools Prepared by : Mazlina Manshor ID No : 2011566665 ACKNOWLEDGEMENT First of all, I would like to give the greatest thanks to Allah S.W.T. For His granted, I am able to complete the individual task which is case study within the specified time. And my million thanks goes to our respected Marketing Management lecturer, Dr. Wan Kalthom binti Yahya for all the knowledge, attention, and times that she had given and spent with me. I also would like to thank my classmates which help me in giving their opinion in order to ensure that this individual project is success. Lastly, I also would like to thank the person who is directly or indirectly involves in the preparation of this individual project. Thank you so much for the support. EXECUTIVE SUMMARY In this case study, discussion will be all about SIRIM Berhad which consists of product and services on certification, testing and inspection within the context of marketing. It involves the background of the company including company vision and mission, the marketing mix of the company and the marketing strategies concept. In other words, how the marketing mix roles design and implement the effective marketing strategies in SIRIM Berhad. The marketing tools that currently used by SIRIM Berhad also will be discussed. Finally, the recommendations and conclusions about whether the roles of marketing mix plays in designing and implementing...
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...Personal Development Plan By Nidhi Shukla | Carlow University EXECUTIVE SUMMARY Combining business school education, professional/personal development training, and self-education along with life experiences has directed me toward beginning a career as a business analyst and later on being an entrepreneur. I have been taking classes and exploring various business opportunities as well. I am an MBA student at Carlow University. I have masters in Physics and English from India and during the course of my graduation, and have also studied various art mediums to explore creative talents. I have decided to combine those strengths and interests into my career path. Now that graduation is closer it is time to formulate and begin executing a plan for the next 5 to 10 years of my life. INTRODUCTION During my education and my career as a high school teacher, I have learnt that leadership is a critical management skill and an ability to motivate a group of people toward a common goal. These items help to develop a person’s skills as a leader. Personal Development Planning is useful in this regard as it is a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development. The benefits of PDP are numerous. PDP processes are designed to improve the capacity of individuals to understand what and how they are learning, and to review, plan and take responsibility...
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...An organization needs to have training programmes to achieve certain objectives that the company needs to progress in the direction to reach the company’s goals that it has set. The training has to be systematic so that it will be effective. The purpose of a systematic approach to training and development is to access if the training and development has met the training objectives. The other purpose is also to determine if the organization managed to get their return on investment in the training and development. Training and development is linked very closely to the performance in an organization and it is through this process that the company will be able to meet the current or future manpower needs. In an event that there is a gap in the performance of the employees and the organization goals, that is where training will be needed. The organizational needs that will cause the management to conduct training include skill shortages due to ageing population, employees performing poorly, company decide to produce new products, apply new technology, or design new jobs because these changes tend to require new skills. At times the company maybe prompted by outside forces, such as customer requests or legal requirements. The first phase is the training needs assessment phase. In this phase, the training objectives are established. This beginning phase is very important, as it is in this phase that we access what is the direction or mission of the training programmes. In this...
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...complex economic, supervisory, as well as financial processes for multinationals, legal firms and state governments across the globe. The company believes that any important insights depends on working hard, respecting details, as well as follow the principles. When the clients face massive challenges, then Brattle group works hard to give clear and independent answers, while being transparent, as the truths are better than giving them false comforts that are created from opinions that cannot survive scrutiny. The truth is provided using relentless pursuit of professionalism, as well as quality analysis. The company was established in 199 under five principles that adhere to integrity and excellent performance in economic and financial consultancy. In 1995 the company merged with Incentives Research to become stronger through the merged expertise in the energy sector, where it opened an office in Cambridge (Phillips et al., 2011). According to Zhu (2006, the company has managed to expand throughout America and Europe serving more than 300 people, where it started by establishing an office in Washington DC with concentration in regulation, public policies and antitrust laws. The firm entered the Europe market in 1997, followed by the opening an office in San Francisco in 2002 to move nearer to the litigation and utility customers established on West coast in Pacific states. In 2009, the company expanded to Madrid and Rome, and...
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...Bright Tech Consultancy Limited Case Study Report Figgie International Date: 11 August 2012 Prepared by: Student Name: Cheng Piu Keung Student No.: 3173465 Subject: GSBS6120 Managing Organisational Change DBA – HKMA - Hong Kong - 2012 Executive Summary This report summarizes the background information of Figgie International and identify the major problems in relation to the change initiative happened in Figgie International, explaining where and how the change initiative can be improved. The major problems are as following: • Poor Planning, Organizing and Project Management Skills • Objective - Unclear and Unrealistic • Mistrust and Inexperience of the Consultants • Conflicts between Consultants and Internal Staff • Power Balance Upset and No Authority Delegation to Employee • Resistance to Change • Poor Communication Channels • Insufficient Control and Evaluation • Poor Leadership • Poor Recruitment • Cost Reduction Strategy Limit Business Development in Long Term • Pleasing Culture The recommendations to address the major problems and concerns are as following: • Building Up the Proper Steps (Six Steps to Effective Change) for Change Management • SMART Objective • Identify Qualified Consultant • Reduce Conflicts and Political Behaviour • Reduce Change Resistance • Building up Two Ways Communication • Control and Evaluation • Leadership and Form a Powerful Coalition • Motivation ...
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...2 MICE 1 Residential FT15 INDUCTION MIGE 1 M.Finance 1 Negotiation Skills Workshop 17.30 - 20.00 FT EVE Syllabus Week Nov-15 sun 01-Nov mon 02-Nov tues 3-Nov wed 04-Nov Week 15 thurs 05-Nov sat 7-Nov sun 8-Nov mon 9-Nov Career Development Careers Appts /Private Study M.People 5 MIGE 5 M.Finance 5 Language Classes 2pm 5pm MICE 5 PD Consultancy Hours & Careers One to Ones afternoon wed 11-Nov thurs 12-Nov fri 13-Nov sat 14-Nov sun 15-Nov Strat Mgt 5 M.People 6 MIGE 6 Careers Appts /Private Study M.People 7 FT EVE MIGE 7 M.Finance 6 PD Consultancy Hours & Careers One to Ones afternoon sun mon tues 30-Nov 01-Dec wed 2-Dec wed 9-Dec MICE 7 Strat Mgt 6 M.People 8 fri 4-Dec sat 5-Dec sun 6-Dec mon 7-Dec M.People 3 Careers Appts /Private Study sun 25-Oct mon 26-Oct tues 27-Oct MIGE 3 M.Finance 3 Week 14 wed thurs 28-Oct 29-Oct fri 30-Oct sat 31-Oct Career Insight Breakfast webinar: Amazon China 8.00 - 9.00 MICE 3 Strat Mgt 3 M.People 4 Careers Appts /Private Study Language Classes 2pm - 5pm PD Coffee Morning 10.30 am...
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...Session 2: Organizations over time Explaining Development and Change in Organizations * Van de Ven &Poole (1995) * Change: empirical observation of difference in form, quality, or state over time in an organisational entity (may be an individual’s job, a work group, an organisational strategy, a program, a product, or the overall organisation). * Development: change process * Process theory: how and why an organisational entity changes and develops * 4 basic theories explaining change processes in organisations: *Imminent=bevorstehend Teleology: * assumes that the entity in purposeful and adaptive * needs creativity Dialectical: * e.g. acquisitions: two firms have different “theses” and need to find antithesis * e.g. multinational firm: international and national HQ “compete” * there is no assurance that dialectical conflicts produce creative syntheses * the desired synthesis creates win-win situation * either the maintenance of actual thesis or its replacement with the antithesis creates win-lose * in terms of organisational change: * maintenance of status quo stability * replacement with antithesis or synthesis change Evolution: * Variation: Change from current routines and competencies (intentional & blind) * Selection: Elimination of certain types of variations (external & internal selection) * Retention: Selected variations are preserved, duplicated, reproduced * e.g....
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