MMM132
Pfeffer & Veiga: Putting People First for Organisational Success
Introduction
In the practice of management, managers are attempting to achieve the better business performance, by using diverse methods, such as outsourcing, expansion, as well as focusing on research & design and so forth, Pfeffer and Veiga (1999) in their article pointed out most managers had overlooked the role of people in the business success. Pfeffer and Veiga (1999) were convinced that people should rank top in the list of business assets, which would motivate the higher commitment, involvement and performance. After using this strategy, organisational success could be easily accessible for most of the businesses, which is common sense in the management theory. This essay is critically analysing and discussing the several practices from the theory of Pfeffer and Veiga, via referring to and comparing to the classic theories of management, such as the Henri Fayol’s management principles and scientific management of Frederick Taylor. In addition, the theories of Mary Parker Follett and the aspiration management of David McClelland are also studied, to support the several practices of successful organisations.
Main ideas of Pfeffer and Veiga
Pfeffer and Veiga (1999) argued that even though more and more researches were indicating that people-centred strategy would be the key to the better performance of any organisation, most managers in practice chose the opposite way to look for success, while ignoring that people were the one of the most significant assets of any business. Pfeffer and Veiga (1999) used the example of the company of Apple to prove that without putting people first, other management strategies could not cultivate the long-term business success, despite the technical innovation and sound customer service. Pfeffer and Veiga (1999) further stated that managers should concentrate their effort on heightening the employee commitment and involvement, as the valid and solid basis
Introduction
In the practice of management, managers are attempting to achieve the better business performance, by using diverse methods, such as outsourcing, expansion, as well as focusing on research & design and so forth, Pfeffer and Veiga (1999) in their article pointed out most managers had overlooked the role of people in the business success. Pfeffer and Veiga (1999) were convinced that people should rank top in the list of business assets, which would motivate the higher commitment, involvement and performance. After using this strategy, organisational success could be easily accessible for most of the businesses, which is common sense in the management theory. This essay is critically analysing and discussing the several practices from the theory of Pfeffer and Veiga, via referring to and comparing to the classic theories of management, such as the Henri Fayol’s management principles and scientific management of Frederick Taylor. In addition, the theories of Mary Parker Follett and the aspiration management of David McClelland are also studied, to support the several practices of successful organisations.
Main ideas of Pfeffer and Veiga
Pfeffer and Veiga (1999) argued that even though more and more researches were indicating that people-centred strategy would be the key to the better performance of any organisation, most managers in practice chose the opposite way to look for success, while ignoring that people were the one of the most significant assets of any business. Pfeffer and Veiga (1999) used the example of the company of Apple to prove that without putting people first, other management strategies could not cultivate the long-term business success, despite the technical innovation and sound customer service. Pfeffer and Veiga (1999) further stated that managers should concentrate their effort on heightening the employee commitment and involvement, as the valid and solid basis