Management Theories and Assumptions

Running head: MANAGEMENT THEORIES AND ASSUMPTIONS
MANAGEMENT THEORIES AND ASSUMPTIONS
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1MANAGEMENT THEORIES AND ASSUMPTIONS
Introduction
The management structure and the approaches that are applied by the managers assist in
enhancing the operations of a venture. The different aspects of change that are commenced by
the organizations are dependent on the smooth functioning of the systems in adherence to the
demand of the customers. Wang, Noe and Wang (2014) opined that the approaches that are
undertaken by the leaders assist the venture in improving the effectiveness of the different
operations. However, Wickert and Schaefer (2015) opined that there are certain assumptions
that are being subdued and disregard by the management personnel in adherence to the
behavioral and psychological perceptions. The challenges that are faced by the assumptions has
created a different meaning from that of a particular management theory. The delineation of the
different challenges that are encountered by the assumptions that are forwarded by the
management theory has affected the capabilities of the managers while developing the positive
workplace environment.
The purpose of undertaking the research is to identify the challenges that are faced by the
assumptions of the systems management theory. However, the contradictions between a
manager’s assumption and the assumptions that are forwarded by the theory might affect the
effect of the theoretical perspectives on the real life. The purpose for undertaking the research is
to identify the assumptions of the systems management theory and the manner in which they are
taken for granted by the managers of an organization.
Thesis statement: The research will delineate the contradictions in the assumptions of the leaders
and the systems theory and the manner in which it affected the management style.

2MANAGEMENT THEORIES AND ASSUMPTIONS
Discussion
The systems management theory focused at identifying the role of the managers in
developing integration and collaboration among the employees in a workforce with the purpose
of enhancing the systems and operations. In this relation, the major assumptions of the theory are
dependent on the effectiveness of the operations hat are undertaken by the organizations for
enhancing the efficiency. Lagoarde-Segot (2015) stated that the catastrophic modification that
are commenced by the organizations are dependent on the leadership structure and the manner in
which it refers to a particular theory. In this relation, the plication of the systems management
theory clearly demonstrated certain basic assumptions which helped the leaders in developing the
capabilities of the same.
The assumptions of the systems management theory is based on the integrated
functioning of the workforce. However, the basic assumptions that are being presented by the
theory are often negated by the approaches of the leaders which affects the collaborative and
integrative functioning of the systems with the purpose of achieving the goal. Leveson (2015)
opined that the changes in the perception of a leader challenges the capabilities of the same in
pursuing the assumptions that are forwarded by the theories. Assumptions of the leader like the
lack of trustworthiness among the workforce or the incapability of the workforce to keep the
confidentiality of the business situations might affect the communicability and the inclusiveness
of the same (Nambisan et al. 2017). Lack of suitable communication among the employees and
the managers might affect the capabilities of the same in maintaining the integrated functioning
of the systems. On the other hand, the lack of an integrated approach between the perception of

3MANAGEMENT THEORIES AND ASSUMPTIONS
the leader and the developments that are planned by the venture might affect the interests of the
venture.
De Boeck, Meyers and Dries (2018) stated that the different assumptions of a theory is
dependent on the efficiency of the management practices that might be undertaken by the leaders
with the purpose of enhancing the organizational operations. On the other hand, Painter-Morland
(2015) opined that the differences in the perception and intellectuality of the leaders challenge
the assumptions that are associated with the development of a management theory. In this
relation, the assumptions of the systems management theory is specifically based on the
collaborative functioning of the management with the workforce. The collaborative functioning
of the management with the workforce is dependent on the factors relating to mutual trust and
confidence along with respect for the positions that are held by the respective groups (Edwards et
al. 2015).
The different challenges that are created by the leaders to the assumptions of the systems
management theory are chiefly based on the psychological inclination towards authoritative
decision making. Griffith, Hammersley and Kadous (2015) stated that lack of engagement of
the stakeholders in the different practices that are being planned by the organization might affect
the potentials of the venture in improving the process or the output standards. Collings (2014)
noted that more than 76% of the leaders follow an authoritative leadership style which does not
aim at engaging the stakeholders’ consent in the different operations and decisions. It has
affected the capabilities of the organization sin maintaining the efficiency of the operations while
adhering to the common objectives of sustenance and performance. The different changes that
are undertaken by the organizations are dependent on the smooth functioning of the stakeholders
in adherence to the system designs (Kowalkowski et al. 2015). However, the lack of participation