Aviation Spare parts supply chain management optimisation at Cathay Case Study

Aviation Spare parts supply chain management optimisation at Cathay - Case Study Example An efficient cost reducing solution to the problem of supply chain management optimisation has been suggested from a new perspective based on integer linear programming formulation by introducing a new algorithm to the rotable part, which can be applied to the whole inventory. For this purpose, calculation has been made through Viscalc application with iterative probability computation to prove the worth of the solution in reducing cost of inventory. Report findings point to the need of changing obsolete technology used through Ultramain and update it through currently available dynamic applications, as Ultramain was acquired for handling technical log process and for general maintenance management only. Based on the integer linear programming, the significance of the optimisation of the inventory, particularly of T category rotable parts like engine of the aircraft, is shown to be very crucial to attain. The subject of logistics and supply chain management has attained significant importance due to globalisation of business functions. No industry can manage to achieve cost efficiency and high performance levels without investing specialist resources to leverage from better supply chain management functions. Likewise, significance of supply chain management theories and their application in aviation business of Cathay Pacific Airways Limited, one of the topmost successful business stories in the airways industry, has been felt by the management of Cathay Pacific, as derived from the case study. Cathay Pacific Airways Limited stands on a high pedestal in the matter of performance and customer patronage among the world’s leading airlines. It is a financially sound commercial airline. Cathay Pacific has successfully been voted â€Å"Airline of the Year† organised by Skytrax Research in 2005 and awarded â€Å"Airline of the Year† in 2006 by the Air Transport World magazine. For maintaining its profit

Progression in Knowledge Essay Example | Topics and Well Written Essays - 500 words

Progression in Knowledge - Essay Example Currently, I am a student with a double major in international relations with a concentration in Europe and French. My perspective in life gradually changed and significantly broadened as I matured in age. My aspiration in life was not confined anymore to merely attain personal success in life but I came to the realization as I understand my role in society as part of the next generation. But as to be expected in life, there are many hindrances along the way. As an international student, the fluctuating currency rates contribute to the difficulty in supporting my education. We are not a wealthy family and tuition fees are arduous on my parents. With no other source of paying for a summer study abroad, it is indeed very difficult. But even though financial matters pose a hindrance to my goals, I am determined to make the extra effort as this step forms a major component of my course. This is the very reason why I appeal to the generosity of this institution to grant me a scholarship. I trust that a university such as this will esteem and recognize efforts coming from promising pupils. I am aware that there are many applicants requesting for this opportunity. Despite this, I am settled to take my chance as this will pave a way for me as an international student. I am aware that being a student in this institution carries with it a great responsibility and requires utmost devotion and determination. It is my aspiration to gain knowledge and expertise in this university to better myself, to be able to provide for my family in the future and be an asset to the community. I view this as another challenge to improve my personality.

Grading and Recommendation Assessment Assignment

Grading and Recommendation Assessment - Assignment Example This could be measured through the utilization of trial and error process wherein the practice is tried and tested as to how much it could attest to the needed specifications of a particular need to which the evidence based practice has been basically made for. After the trial and error procedure, the weaknesses and the strengths of the process shall be identified. Likely, the strengths would depend on how the stakeholders responded to the program or the process applied through the use of the evidence-based practice. If the participants responded well with lesser level of error occurrences, then the practice tried and tested could be noted to have a strong implicative effect on the things that it is supposed to have direct changes on. Meanwhile, even though it has been proven strong, it should still be measured and identified with the possible weaknesses it has. Through this, the specification of the needed advancement could still be recognized as part of its possible improvement in the future. If these procedures are specifically carried on, it could be expected that the upcoming GRADE system could be well assured to have a better effect in approving or disapproving evidenced based practices that are used for the specific

Business Email Essay Example | Topics and Well Written Essays - 500 words

Business Email - Essay Example Following are the primary positive aspects of this alignment for any form of business organization: 1. Source of competitive edge – Any corporation that implements the latest technology in its business processes such as marketing, production, sales, operations and etc. has more chances of enhancing its performance in the respective market. When both IT and business strategies move in the same direction, there is high probability that the top most IT components are used in the business operations. Every stakeholder from employees to end-consumer is satisfied with the company and its operations. 2. Value-added offerings – When IT strategy is considered as an integral part of the business plan, the core competence of the company can be strategically developed. The businesses can reap the benefits of availing the opportunities of employing the up-to-date technology for boosting their performance in the long-run. It ensures that the business plan is well-integrated and synchronized by efficiently managing the company’s resources. 3. Communication enhancement and synergy – When there is harmonization in IT and business strategies, everyone has clarity about the course of action that has to be pursued for successful attainment of the vision. There is even precision about the plan that has to be followed and everyone can make a better and well-informed decision after assessment of available resources. IT can help a business in availing the opportunities that are unexploited in the market and deliver unlimited business benefits. For instance, IT system such as SAP or Oracle can help an organization in keeping track of its business operations every second; these systems ensure that every aspect of the company is properly covered and monitored so that its performance becomes efficient and progresses at an accelerating

Grading and Recommendation Assessment Assignment

Grading and Recommendation Assessment - Assignment Example This could be measured through the utilization of trial and error process wherein the practice is tried and tested as to how much it could attest to the needed specifications of a particular need to which the evidence based practice has been basically made for. After the trial and error procedure, the weaknesses and the strengths of the process shall be identified. Likely, the strengths would depend on how the stakeholders responded to the program or the process applied through the use of the evidence-based practice. If the participants responded well with lesser level of error occurrences, then the practice tried and tested could be noted to have a strong implicative effect on the things that it is supposed to have direct changes on. Meanwhile, even though it has been proven strong, it should still be measured and identified with the possible weaknesses it has. Through this, the specification of the needed advancement could still be recognized as part of its possible improvement in the future. If these procedures are specifically carried on, it could be expected that the upcoming GRADE system could be well assured to have a better effect in approving or disapproving evidenced based practices that are used for the specific

Leadership characteristics of a successful entrepreneur Essay Example for Free

Leadership characteristics of a successful entrepreneur Essay Successful entrepreneurs are specialized types of leaders that have a definite set of leadership characteristics that make them good at what they domotivate people. Successful entrepreneurs are usually very focused in their vision and are immersed in making their venture successful. A good entrepreneur uses a dynamic and charismatic approach to motivate their employees to feel the same sort of feelings of success that he or she feels towards the ultimate success of the business. Howard Shultz, the founder of Starbucks Corporation, uses a dynamic leadership style, charismatic personality and vision to propel Starbucks as the premiere specialty coffee house in America, and is well on the way to becoming the global name for specialty coffee houses. Entrepreneurs, by the very nature of the definition, are self-starters that are highly motivated to make their business successful. Most people that start their own business do so because they have the personal drive to put their own ideas into a business venture. It takes a very motivated individual with personal convictions to make a business become a profitable and successful business. Obviously, if a person has enough gumption to take the steps to start their own business, then they are, by nature, very motivated individuals that want to make their project succeed. People who are not highly motivated will not become entrepreneurs or will more than likely fail if they try to make a half-hearted attempt to start their own business. To make a business succeed requires a vision of where the company should be after a specific time period. All entrepreneurs know in their mind what they would like their business to be in one year or five years or ten years. Successful entrepreneurs have a focused vision of what steps need to be taken to make their business succeed. The very best entrepreneurs are not only motivated themselves, but are able to spread their motivation to others through a charismatic leadership approach. People that become successful entrepreneurs have the ability to make those around them get excited about the business, just like they are. If the people that work in a company are motivated to work towards making the company a success, then the company has a much better chance of becoming successful. All entrepreneurs are excited about their own business, but not  all of them can get the people that work for them just as excited. A dynamic entrepreneur is able to motivate others to want to produce a better product or service because they provide the employees with motivation and direction. Motivation is probably the single most important factor that an entrepreneur can provide to their employees, but creating a shared vision for all to work for is almost equally important. People will work harder for a company that has ideals and principles that they also believe in and share. Successful entrepreneurs are able to create a vision for the company; they provide a goal or ideal that employees and the public in general can relate to. By having a vision or ideal that the company is striving for, each employee feels that they are performing a vital function that eventually leads to the final goal. Employees will work hard to achieve a goal if they feel that a goal is worthwhile or somehow makes the world a better place. Companies usually state these in mission statements, with variations for whatever the company holds as an ideal, such as environmentalism or community service. Howard Shultz, founder of Starbucks, is a very motivated individual that has a vision of what he would like Starbucks to become. The fact that Shultz coordinated 150 new Starbucks openings between 1987 and 1992 shows that he was very motivated to make Starbucks a national and eventually international success. Shultzs vision for Starbucks has facilitated the opening of over 3,300 stores worldwide and Starbucks continues to grow at an extremely rapid pace. Along with charisma and motivation, Howard Shultz possesses many leadership attributes, which make him a very successful leader and motivator. Shultz knows how to make people feel like they are doing something important. Selling coffee is not a vital function that is needed for life, but Shultz has made selling coffee seem important to those that work for Starbucks. Shultz created a policy that Starbucks will only purchase organically grown coffee beans. This one policy makes Starbucks seem like they are performing a service to the world by creating a market for coffee beans that arent responsible for damaging the environment. Environmentalists and even non-environmentalists agree that this is a good thingeven noble. The  people that sell the Starbucks product feel a sense of pride for doing something for the environment. Starbucks also does other things that have the same effect, but on different populations. Starbucks has a program that builds schools, community centers, etc, in the communities that Starbucks buys its coffee beans from. This type of activity appeals especially to socially conscious people that get reward from knowing that Starbucks is giving something back to the community from which the coffee beans are taken. Another program, called the Urban Coffee Opportunities, offers inner city entrepreneurs an opportunity to bring a Starbucks to an inner city neighborhood in the hopes that a Starbucks business can spark financial growth and future business opportunities for inner city areas. This program also appeals to the socially conscious and creates a sense that Starbucks really cares about people and their communities. These programs are definitely good ideas and greatly enrich the lives of the people that they touch, but also serve as a basis to motivate employees as well as customers of Starbucks, which creates a better product and more sales for Starbucks. References http://h18004.www1.hp.com/products/customer_stories/starbucks.html; Accessed 10 Feb. 2004 http://www.starbucks.com/; Accessed 10 Feb. 2004

Critical Management Studies (CMS) Debate on Power

Critical Management Studies (CMS) Debate on Power The rate of change within contemporary business environment has intensified over the last few decades, which in turn have resulted in significant strategic implications for organisations of all types. According to Ford et al (2010), critical management studies (CMS) has been an important radically different development to mainstream management theory that offers alternative thinking to the management of contemporary organisations. Drawing upon Wickert Schaefer (2015), it is noted that CMS is based on critically appraising and sceptically analysing the contemporary management practices that are based on profit maximisation rather than social and ecological sustainability. The proponents of CMS have argued that although there has been improvement within management literature away from the explicit organisational characteristics towards implicit factors, however the underlying factor that dictates allocation of resources within organisation remains creation of value for the firm (King Learmonth, 2014). It is argued that due to this underlying managerial power in shaping the organisational behaviour therefore the contemporary management studies should be critically appraised for their links with social injustice and environmental degradation (Bergstrom et al, 2009). The review of CMS as an alternative to the mainstream management theories and practices has pointed out the importance of power and its distribution across the different actors related with the organisations (Alvesson, 2010). According to Ford et al (2010), CMS highlights the prevailing power structures that dominate contemporary organisations and their management, which in turn results in systemic decline in moral obligations concerning people and ecology that should be justified from the lens of profitability. The aim of this report is to critically explore the critical management studies (CMS) debate concerning power. In order to achieve this aim, the report has used multiple schools of thoughts from proponents and critics of CMS to provide a balanced review of literature. The report has used inverted funnel approach in critically appraising the literature concerning role of power within CMS. Power has been defined in a number of ways within the management literature due to the degree of influence from its origins in a number of other disciplines. According to Ailon (2006), due to the diversity of definitions, it can be suggested that power suffers from tautological issue within management literature. However, the review of the popular definitions have noted that there is a high degree of overlap within them and therefore understanding the underlying basics can result in better development of the topic (Bachrach Baratz, 1962). The very basic definition of power has been developed by Dahl in 1957, which encapsulates that A has power on B to the extent that he can get B to do something that B would not otherwise do. Although it is a very basic definition that focuses on the negativity of power, however it provides the basis understanding of the concept. This is the reason that Brown et al (2010) has pointed out that this definition has become the basis of more elaborated c onceptualisation of the topic of power within the context of management studies. The review of the literature has pointed out that traditionally power was seen to be arising from explicit organisational factors within managerial theories, however proponents of CMS have pointed out that there are implicit organisational factors that can be the source of such power. According to Ailon (2006), power is seen as the influence of any set of individuals inside or outside of the organisation that can have implications on the people within the organisation. Therefore, it is argued that individuals within organisations have a number of actionable options when faced with any particular decision, however due to the explicit and implicit power structures within the organisation, they tend to conform to undertaking certain actions in comparison with others. Drawing upon Brown Lewis (2011), power is the concept that would influence the actions of individuals that they would not have undertaken in the absence of such power. Power has remained explicitly or implicitly at the heart of a number of management theories and practices that have been developed and reported within the popular management literature. According to Ford et al (2010), management literature has evolved over the decades in the light of the changing macro and micro business environment, where the focus has remained on the development and sustainability of the competitive advantage of the businesses. It is suggested that as management has emerged as a value within contemporary businesses, there has been significant private and public power attached to it that has attracted attention from CMS (Ahonen et al, 2014). It is suggested that as management has been elevated to a powerful position, the overall criticism and scepticism with the current system has become concentrated on the topic. The research has pointed out that traditional management literature has focused on the creation of value for the shareholders of the businesses. According to King Learmonth (2014), this highlights the fact that shareholders have the explicit power to shape the overall long term organisational strategy and organisational behaviour within any given situation. However, it is suggested that such a view of the business has received sharp criticism from a number of areas, where conserving human rights and ecological destruction took centre stage. Drawing upon Erkama (2010), in order to overcome these criticisms, the management literature evolved into arguing that organisations should focus on the value creation for the stakeholders of the firm. Although, stakeholder focus apparently highlights that the demands for a variety of actors that have interest or are influenced by the business are included within managerial decision making (Tadajewski et al, 2011). However, it is noted that there is a high degree of diversity and multiplicity of demands from the stakeholders of the business and therefore their prioritisation is undertaken. The prioritisation of the stakeholders and their demands are undertaken within the context of their ability to achieve profitability for the business. The proponents of CMS have argued that even with the evolution within management literature, the overall managerial decisions are the function of power of shareholders and profitability of the firms. CMS have pointed out that although there is an emergence within management literature regarding importance of human resources, environmental management and corporate citizenship; however all of these aspects are driven out of their links with the profitability and shareholder wealth creation (Mccabe, 2000). It is argued that although there is the perception of increased independence of decision making of the individual human resources, however the power of shareholders dictate the overall acceptable set of decisions while eliminating decisions that would be undertaken by managers in the absence of such an influencing power. Similarly, it is suggested that corporate social responsibility has gained importance in contemporary management literature, however only the areas that can be linked with profitability and creation of positive perception of the business are focused (King Learmonth, 2014). According to Contu Willmott (2003), the companies would self-report the positive community and environmental behaviour to gain a positive perception from the customers and other influencing stakeholders. Despite the fact that large multinational corporations have developed detailed corporate social responsibility plans, there remains disjointed implementation of these plans across the national boundaries based on their impact on the profitability of the businesses (Wickert Schaefer, 2015). Therefore, the countries with stricter legislation and higher understanding of the issues by the customers have a better implementation of CSR policies by the firm in comparison with developed economies. This is the reason, it can be argued that both explicit and implicit power within contemporary organisations dictate the organisational behaviour. There is a great deal of management literature that has focused on the use of organisational structure to achieve the strategic goals of the organisation. According to Alvesson Willmott (2012), traditional management literature has pointed out the use of hierarchal structures, where the power of strategic decision making is concentrated at the top, which is then distributed and diffused through the rest of the organisational structure. The proponents of CMS have argued that such use of structure essentially focuses on the use of autocratic leadership to keep the employees aligned towards achieving the long term goals of the firm. It is suggested that the overall long term goal is divided into isolated goals for different value adding functions of the business, which are then further divided for each individual. As the individual employees are allocated their particular tasks within the hierarchal structure, therefore they are unable to exercise power that can influence the overall o utcome of the organisation. The managerial literature has however evolved over the decades towards the recommendation of flatter and team based organisational structures. According to Ford et al (2010), with the increased competition and industries moving into the mature stages of their lifecycles, it is important for businesses to rely on the human resources for the differentiation of their products and services. The use of team based structures is expected to bring higher level of innovation and creativity within the products and services of the business. The proponents of CMS have argued that even though there is a degree of freedom allowed to the employees in a team based organisational structure, however there is implicit power influencing their decisions so that the outcome can maximise the value creation for the organisation (King Learmonth, 2014). It is suggested that business use this type of power to control the outcome from the organisational teams. The process and culture or monitoring and motivati ng the employees is geared towards limiting overall options available to the employees of the organisation. The concept of personal identity and organisational culture in influencing the behaviour of individuals, groups and organisations has been discussed within CMS. According to Erkama (2010), identity is a set of reflexive narratives that are derived from participation in competing discourses and related experiences. The concept of work identity has been highlighted as the individual or group representation towards being productive for the organisation. According to Tadajewski et al (2011), it can be argued that the overall identity of individuals at work can be determined from their ability and motivation to achieve the organisational objectives. The contemporary management literature has played a pivotal role in developing the work identity as achieving the overall long term goals of the business, which are in turn dictated by profitability. This has been exemplified by the analysis of identity of lawyers. According to Mccabe (2000), lawyers have self-identification of guardians of societal ethics and as trustees of the ethical profession, where they would defend the rights of individuals and other legal institutions. However, at the same time, their work dictates them to develop the identity to be distinctive in offering solutions to their customers that would minimise their liability and minimising the rights of others to achieve competitive positioning for their businesses. Drawing upon Contu Willmott (2003), at individual level lawyers have the identity crisis to offer competitive solutions that would solely benefit their customers while ignoring the implications of their advises on other economic actors. At firm level, lawyers are operating as competitive businesses that are intrinsically motivated through profitability and growth in business. Therefore, these aspects suggest that the contemporary management litera ture promotes the development of identities within professionals that would inhibit their natural decision making towards profitability and creation of value for shareholders. Similarly, it is noted that organisational culture has been promoted as an important managerial tool available for effective and efficient management outcomes. Organisational culture is defined as shared values, beliefs and assumptions that are shared across the organisation that have implications on the combined behaviour of the individuals (King Learmonth, 2014). The proponents of CMS have argued that management literature uses organisational culture to ensure that all the employees of the business would behave in a very similar manner. The organisations with a strong organisational culture would ensure that the employees would undertake their decisions that would result in the short and long term profitability of the business. The focus on organisational culture would also suggest that human resources become dispensable as the new recruits are likely to continue making decisions required to achieve corporate success. The review of CMS literature has noted that the contemporary organisations use routine activities to use disciplinary power to achieve high degree of conformance from their employees. According to Wickert Schaefer (2015), disciplinary power uses processes of comparison and standardisation of individual performance, which determines their compensation and other motivational factors. The individuals that create higher value for the shareholders of the businesses are likely to receive a higher overall cooperative compensation and other motivational factors than their peers. On the other hand, the actions and behaviours of individuals that are not focused on creation of wealth for the shareholders receive lower overall compensation and motivation. This critical gap developed through the processes used within an organisation is therefore used to induce disciplinary power among the individuals. It is suggested that management literature apparently allows for the individuals to have high degree of independence in undertaking decisions that they seem fit for the situation, however due to the disciplinary power they are likely to make similar types of decisions. According to Ailon (2006), the use of organisational processes to shift the burden to decision making from the top management towards individual employees of the business are likely to be the source of disciplinary power. The discipline is enforced through the consistent use of monitoring and surveillance of the individual actions, behaviour and attitude, which are judged as their performance. The research within management literature has pointed out that power within contemporary organisations is embedded in the overall authoritative structure, culture and process of the organisation. According to the proponents of CMS, traditionally organisations had a hierarchal structure where the power was explicitly concentrated at the top (Brown et al, 2010). It is however noted that contemporary management literature has led to the development of team based matrix style structure, where different levels of management are jointly present in strategic and tactical decisions. However, drawing upon Ailon (2006), despite the apparent devaluation of power, there remains a strict guideline within tasks allocated to these teams regarding the overall long and short term objectives of the organisation. Therefore, although there is increased overall degree of decision making among the individuals within organisations, there remains overall pressure to conform among the managers to develop ide as that can become the source of sustainable competitive advantage. This is the reason that CMS literature has pointed out that organisations are structured based on processes and systems that are likely to use the power of shareholders to direct the decision making of the managers and the employees of the organisation. The use of explicit and implicit power within contemporary management literature has been accepted as the source of achieving the long term goals of the organisations. According to Brown et al (2010), the long term organisational goals can be perceived as adding value to the shareholders of the organisation, which can be seen as profitability for commercial organisation. It is suggested that the power in extrinsic or intrinsic forms should be present within the organisation so that it can direct the energies, motivations, skills and competencies of the employees and other resources of the firm to achieve the long term aim and objectives of the organisations. CMS has argued that mainstream management literature present a number of reasons for the use of power within the context of the organisations. There is a group of managerial theories that argue that in the absence of the power, the individuals of the organisation will do negative things. According to Ailon (2006), CMS has pointed out that mainstream literature has suggested that negative employee and individual behaviour can be seen from its normative or moral meanings. In the normative meaning, the individual would conduct actions that would negatively impact profitability of the business. On the other hand, moral meanings suggest that the individual would conduct actions that would be deemed immoral within the society, which in turn would also deteriorate organisational perception. Therefore, both of these cases justify the development of structures, processes and systems that would minimise such individual actions. There are two types of theories within contemporary management that have used this perspective, which include: (a) economically based management theories; and (b) psychological and social based management theo ries. The economically based management theories have argued that individuals are inherently focused on maximising their personal outcomes from any action. This is the reason, according to Theory X and Y, there is a group of individuals that are lazy and lack the motivation to work till their full potential (Bachrach Baratz, 1962). Taylorism has therefore suggested that businesses should develop profit maximisation routines and systems. It is further noted that Agency Theory and Transaction Cost Economics are important theories that have resulted in the use of power to direct employees of the organisations to achieve their desired outcomes (Alvesson, 2010). The psychological and social management theories have pointed out individuals are easily misguided and therefore can lead to immoral behaviour and actions if not directed by the management and organisation. According to Ford et al (2010), the theories that fall within this domain highlight that the organisational way is the only moral way for the individuals to conform. The review of the theories that fall within this domain, it is suggested that individuals can have diverse set of moral understanding of the issues and therefore if they are allowed to make judgements based on their understanding then the overall response of the organisation is likely to be very weak. This is the reason that it is argued that development of systematic organisational mechanism to inhibit personal judgement of morality has been undertaken within mainstream management literature. The organisational cultural theories were developed to develop and strengthen a group wide system of values, beliefs and assum ptions that can lead to conforming attitude from the individual employees (King Learmonth, 2014). There is another school of thought within the management literature that has suggested that if the power is absent to make employees conform to organisational values and goals, then it is likely that employees would make the business work for them. According to Bergstrom et al (2009), individuals are focused at maximising outcomes for themselves, therefore in the absence of any power, it is likely that the employees would misuse the organisational resources to maximise their personal outcomes. This has been exhibited through the examples of managerial greed that has resulted in the demise of large corporations like Enron. Therefore, it is argued that power in some form is likely to exist within organisations due to the resources that they have acquired or developed over time. Either the power can be from organisation acting on the employee or vice versa. CMS has pointed out that organisational power should not be perceived as something that would result in negative or selfish outcomes by the employees. According to Bergstrom et al (2009), power is everywhere within the organisation, however some actors have pervasive power and rest have subtle power. This is the reason that it is argued that power within organisations should be viewed from a critical standpoint, where all diverse areas of power and its origination should be analysed. It is suggested that the diverse stakeholders, actors and institutions surrounding the organisations have different types and levels of power, which should be balanced to achieve effective and efficient results for social and environmental sustainability along with profitability of the businesses. Drawing upon Tadajewski et al (2011), it is suggested that processes should be in place for the counter balance of power among the different groups of actors surrounding the contemporary organisation. In the light of above discussion of the debate regarding power within the context of critical management studies (CMS), it can be concluded that contemporary mainstream management literature is based on the use of explicit and implicit power structures to achieve long term strategic objectives of the organisations. The report has pointed out that traditionally management literature has shown a high degree of power concentration within shareholders of the business, however despite its apparent diffusion, there remain high degree of influence on individual behaviour due to implicit organisational power structures and cultures. The discussion has highlighted that power has been used within mainstream management literature through explicit and implicit means through organisational structure, identity, culture, discipline and conformance. It is suggested that the contemporary management literature fosters behaviour of the individuals that is shaped by the power of shareholders and profita bility. The review of the mainstream management literature has pointed out that the main reason that is highlighted for using organisational power is that without its presence, the individual employee would resort to negative actions both economically and morally.   It is noted within the report that CMS have argued the presence of power across the organisation and its diverse stakeholders, however has suggested that power should be balanced through the deployment of effective and efficient processes and systems. References   Alvesson, M. (Ed.). (2010). Classics in critical management studies. Edward Elgar. Alvesson, M., Willmott, H. (2012). Making sense of management: A critical introduction. Sage. AHONEN, P., TIENARI, J., MERILÄINEN, S. and PULLEN, A., (2014). Hidden contexts and invisible power relations: A Foucauldian reading of diversity research. Human Relations, 67(3), pp.263-286. AILON, G., (2006). What B Would Otherwise Do: A Critique of Conceptualizations of Power in Organizational Theory. Organization, 13(6), pp. 771-800. BROWN, A.D., KORNBERGER, M., CLEGG, S.R. and CARTER, C., (2010). Invisible walls and silent hierarchies: A case study of power relations in an architecture firm. Human Relations,63(4), pp. 525-549. BROWN, A.D. and LEWIS, M.A., 2011. Identities, Discipline and Routines. Organization Studies,32(7), pp. 871-895. BACHRACH, P. and BARATZ, M.S., (1962). The Two Faces of Power. American Political Science Review, 56, pp. 947-952. BERGSTRÃÆ'-M, O., HASSELBLADH, H. and KÄRREMAN, D., (2009). Organizing disciplinary power in a knowledge organization. Scandinavian Journal of Management, 25(2), pp. 178-190. CONTU, A. and WILLMOTT, H., (2003). Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory. Organization Science, 14(3), pp. 283-296. ERKAMA, N., (2010). Power and resistance in a multinational organization: Discursive struggles over organizational restructuring. Scandinavian Journal of Management, 26(2), pp. 151-165. Ford, J., Harding, N., Learmonth, M. (2010). Who is it that would make business schools more critical? Critical reflections on critical management studies. British Journal of Management, 21(s1), s71-s81. King, D., Learmonth, M. (2014). Can critical management studies ever be practical? A case study in engaged scholarship. Human Relations MCCABE, D., (2000). Factory Innovations and Management Machinations: The Productive and Repressive Relations of Power. Journal of Management Studies, 37(7), pp. 931-953. Tadajewski, M., Maclaran, P., Parsons, E. (Eds.). (2011). Key concepts in critical management studies. Sage.# Wickert, C., Schaefer, S. M. (2015). Towards a progressive understanding of performativity in critical management studies. Human Relations, 68(1), 107-130.