The science-based management has its appeal to social scientists but managerial action in practice is guided more by organization, history experience, perceptions and perspectives. Most practicing managers have neither the time nor inclination to undertake analytical exercises or at least document their experiences of critical phases in organization life. External research, training and consulting agencies can aid the management in this task. But they will have their own problems of hindsight or foresight and the analytical tools they bring to their analysis may be inadequate, if no unreliable. The importance of the role of scientific management theories, concepts and practice, lies in further research and perfection of analytical tools and training methodologies.
The science-based management has its appeal to social scientists but managerial action in practice is guided more by organization, history experience, perceptions and perspectives. Most practicing managers have neither the time nor inclination to undertake analytical exercises or at least document their experiences of critical phases in organization life. External research, training and consulting agencies can aid the management in this task. But they will have their own problems of hindsight or foresight and the analytical tools they bring to their analysis may be inadequate, if no unreliable. The importance of the role of scientific management theories, concepts and practice, lies in further research and perfection of analytical tools and training methodologies.
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