Essay on Practices Of Managing Cultures With Soft Domination

1497 Words Jun 8th, 2016 6 Pages
Practices of managing cultures in post-bureaucratic organisations have led management to adopt a form of soft domination. Therefore managing cultures with soft power can be unethical, but there is also an ethical perspective to this dilemma. To support this view, in the first section Brewis (2007), Igo and Skitmore (2006) Karrenman and Alvesson (2004) and Mckenna, Lorenzo and Bridgman (2010) articles were assessed, which expresses the idea of management in post-bureaucratic organisations using soft power arising with the discovery of theory Y. In the second section, ideas were drawn from Brewis (2007), Karrenman and Alvesson (2004), Mckenna, Lorenzo and Bridgman (2010) and Wray-Bliss (2003), which discusses the serious issue concerning the unethical use of culture as a form of soft domination. However, it is questionable if managing culture is ultimately an unethical practice, as it can depend on the type of culture within an organisation, as alluded to by Carroll (2008) and Igo and Skitmore (2006) in the third section. Drawing upon Stubbs and Cocklin (2008) and Wray-Bliss (2007) in the fourth section, the strong link between culture and sustainability is considered to show that managing culture can also be argued as an ethical practice. In the fifth section, managing culture can be deemed ethical if the organisation adopts an “ethical culture,” as suggested by Brewis (2007), Kaptein (2009), Sinclair (1993) and Wray-Bliss (2007).

In the post-bureaucratic era there has been…

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