| by admin | No comments

DISCOURSES; FINLAY TEXT ANALYSIS

Discourses Finlay Text Analysis 8

DISCOURSESFINLAY TEXT ANALYSIS

byStudent’s name

Code+course name

Universityname

City,State

DiscoursesFinlay Text Analysis

Responsiblemanagement of a business enterprise calls for the inclusion of avariety of factors and considerations. In terms of managementpractice, responsible management will include all the dynamics of themanagement practice and conventional management functions oforganizing, coordinating and planning. In addition, the use of modernapproaches of management has influenced the level of responsibilitythat managers take for their actions. Hilland Gareth (2012) argue that throughresponsibility in management, organizations are able to accept theconsequences of their actions and appreciate the role ofcommunication in the organizing function. This paper seeks to exploredifferent discourses as presented by and present alternativediscourses to the selected reading. In addition, this paper exploresthe change of understanding presented by the alternative discourses.

MainDiscourses

Thefirst major discourse by Finlay (2000) is the discussion of featuresof strategic goals and objectives and not their importance to theorganization. Finlay (2000) discusses the elements of objectives thatmake them critical parts of the strategic management practice of anorganization. In the presentation of the discourse, Finlay (2000)discusses the features of strategic goals that align anorganization’s practice to it pre-determined course of action. Inhis presentation, Finlay (2000) argues that an objective should notonly be measurable but should also relevant to the mission of theorganization. However, Finlay (2000) further illustrates that ofthese two features, the most critical feature in regard to theorganization is the relevance of goals and not the measurable aspect.In addition, the presentation of the discourse introduces thefeatures of strategic goals as determinants in the organization andnot in the performance of the management.

Another discourse presented by Finlay (2000) is the REMIT model ofthe characteristics of goals without introducing the reader to theconventional features model. In the discussion, the authorillustrates that the following

Letter

Characteristic

Explanation

R

Relevant

Direct relationship of the goal with the organization’s mission

E

Energizing

Achievable and a motivating target that involves stretching of organization’s resources

M

Measurable

Can be recognized and allocated tangible values

I

Insightful

Invokes the learning aspect to people in the organization

T

Timed

Illustrates when the goal should be achieved

Thediscourse is that the author does not include what is conventionallyconsidered as the features of goals. These are the features that thereader will have in mind before they contemplate on the ideasdiscussed by the author.

Thethird discourse presented by the author is in the discussion of thepro-active control. The author carefully compares the reactivecontrol with the pro-active control. However, Finlay (2000) takes thedifferences between reactive control and pro-active control as thebasis of the discussion and presentation of his arguments. Inaddition, the example provided by the author does not directly relateto the environment of management and business. It would confuse thereader who is not well versed with the element of cold and warmweather monitoring. The author further illustrates the differencebetween the reactive control and the pro-active control in all thediagrams instead of concentrating on the main features of thepro-active control. In addition, the author illustrates the elementsof the changes in the organization that are influenced by thecombination of reactive and pro-active elements of control (Finlay,2000). This may confuse the reader since the two types of control arediscussed as totally different elements of in the text.

AlternativesDiscourses

Thealternative presentation to the discourse of strategic goals statedabove is the discussion of the importance of strategic goals to themanagement performance and organizational success. In presenting thefeatures of good objectives, the author does not illustrate theimportance of the goals to the organization. The description of theorganizational features of strategic goals would not be significantto the management of organization’s resources if people in theorganization do not understand the importance of the goals (Robbins,2004). The discourse of the author is reflected in the introductionof the features of objectives especially on the REMIT model. Theunderstanding of the importance of strategic goals will not onlyintroduce the reader to the topic but also give the reader a need toexplore further arguments of the author.

The alternative to the model that the author presents in thediscourse is the SMART model of presenting the feature of a goodobjective. This would be illustrated as follows

Letter

Characteristic

Explanation

S

Specific

A goal should be defined and stated to the exact point of expected results

M

Measurable

A goal should be quantifiable in terms of the values that reflect on the expected results

A

Attainable

A level of the planned goal should be reachable by the organization on normal operations

R

Relevant

The outcomes of the goal should reflect on the organization’s overall expectations and long-term mission

T

Time-bound

There should be a specified time limit for the achievement of the goal

Thealternative model of the features of good objectives includes thecharacteristics of the relevance and that of measurable element. Itis worth noting that these are the main features of a goal as relatedto the organization (Finlay, 2000). However, the SMART model presentsa more comprehensive and conventional analysis of the features.

Thealternative presentation in relation to the pro-active controls wouldbe the discussion of the topic in isolation of the reactive controls.This is because the use of comparison in the introductory sections ofthe text on the topic may create the undesired impact on in relationto the reader. The understanding of the elements of pro-activecontrol should not be pegged by the understanding of the reactivecontrol. Instead, the understanding of the reactive control should beinvoked to complement the understanding of the elements of pro-activecontrol through comparison (Hill&amp Gareth, 2012).Therefore the alternative is to follow the understanding of thepro-active controls with the forms of pro-active strategic control,then the types of pro-active control. In addition, the importance ofpro-active controls would be good additional information that willhelp the reader to understand and appreciate the whole topic instrategic management.

Changein Understanding

Thesealternatives will change the understanding of each and every ideologyand topics discussed by the author. The change in the understandingcreated by the alternative discourses will be reflected on the levelof information discussed and the extent of comparison done with anyrelated topics (Fox &amp Fox, 2004). In entirety, the alternativediscourses will be more comprehensive on the ideas and topicspresented. However, the discourses will not change the understandingof the author in the main discourses illustrated above. Instead, thealternative presentation will just enhance the level and extent ofunderstanding of the author’s content (Fox &amp Fox, 2004).

Inrelation to the strategic goals and objectives, the alternative ofintroducing their importance will create a wide base of knowledge inrelation to the topic. This is because the understanding of the needfor strategic goals will be helpful to the reader in the decision ofwhether to explore the topic further. Williamsonet al(2013) argues that understanding the application of the goals helpsemployees to adopt an open mind while implementing the goals. Asrecommended by Minaudo (2010), the definition of strategic objectivesis an important element in managing goals. Therefore, itincorporation in the alternative presentation will change theunderstanding of the reader on the topic. It is after these twointroductory parties that the features of good strategic goals andobjectives will be explored.

Inrelation to the definition and presentation of the features ofstrategic goals, the use of SMART model will introduce a wide scopein understanding the topic. What is presented by the author throughREMIT model will be included in the alternative SMART model. Thismeans that the expanded scope will be the most appropriate contentstructure for the reader. The SMART model illustrates the need forspecificity of a goal that is not included in the REMIT model. Thisis an important change since a goal needs to be defined to the mostspecific point. Sabrautzki(2010)argues that a more specific goal reflects more significantly on theprocess of implementation than the general goals that don notobligate the implementers.

Inaddition, the inclusion of attainable feature of a good goal presentsa different element of strategic goals. A goal should be attainablefor the implementers to be able to understand the elements of thegoal and be able to achieve it (Sabrautzki,2010).This feature will limit the planners from setting very high goalsthat cannot be achieved by the implementers.

Finally,the alternative of discussion pro-active control as an independenttopic from reactive control will introduce a change in theunderstanding of the section. It will change the understanding ofpro-active control as an element of strategic management away fromreactive control (Williamsonet al, 2013).This separate understanding will present a chance for the reader tocompare pro-active control with reactive control on his or her ownwithout the author’s input. However, to complement the reader insuch a comparison, this alternative discourse will include a sectionof comparing the features of the two just as the author haspresented. Therefore, the reader will understand pro-active controlas a strategic management tool and not as an alternative to reactivecontrol.

Conclusion

Inthe presentation of the management function, discussion of the roleof goals and strategic objectives as well as control is important inunderstanding an organization’s mission. In discussing thesedynamics, the author presents various discourses in the text that ifnot clarified may confuse the reader in the quest to understand thearguments. The author presents the discourse by focusing hisdiscussion on the features of strategic goals instead of theimportance of strategic goals in the introduction of the text. Inaddition, the author uses the REMIT model instead of the SMART modelin the presentation of features of goals in the presentation of hisarguments on the topic. Finally, the author does not comprehensivelyillustrate the pro-active controls independent of reactive controlswhich may confuse the reader. However, the alternative presentationof the ideas discussed leads to a change in the understanding of themanagement issues discussed.

References

Hill,C., &amp Gareth R., 2012, StrategicManagement Theory: An Integrated Approach,

CengageLearning, South Western

Finlay,P., (2000), Strategic Management: AnIntroduction to Business and Corporate

Strategy.Pearson Education, New York.

Fox,J., &amp Fox, R. (2004). OrganizationalDiscourse:A Language-ideology-powerPerspective.Greenwood Publishing GroupMinaudo,M. (2010). Objectives,Performance, and Organizational Goals in the UnitedStatesArmy.ProQuest Publishers, United States

Robbins,S. (2004). Organizational Behavior -Concepts, Controversies, Applications.4th

Ed.Prentice Hall, New York.

Sabrautzki,S. (2010). Strategies, Mission,Vision, Goals. GRIN Verlag

Williamson,D. et al. (2013). StrategicManagement and Business Analysis.Routledge, New

York.