Strategic Management Critically evaluate the contribution the paper Literature review

Strategic Management Critically evaluate the contribution the paper makes to the knowledge base on strategic management in org - Literature review Example Research findings reveal that specific and challenging, but achievable, goals are firmly connected to task performance and motivation but only a few are studied concerning the value of goal setting to complex organisations. According to Bassett (1993), studies on goal setting have usually included small teams of workers or large organisations. One of the current studies on the applicability of goal setting theory to complex organisations, and which is the focus of this critical review, is Francesco Ceresia’s A Model of Goal-Dynamics in Technology-based Organisations. The author uses four major theoretical paradigms, namely, (1) goal setting, (2) management by objective practices (MbO), (3) workers’ motivation, and (4) organisational performance. The objective of the study is to create a systems dynamics (SD) model that will demonstrate the relationships between goal setting processes, product sales dynamics, workers’ motivation or commitment, and managing of the processes of goal setting. The researcher uses an imaginary Commercial Department (Alpha s.r.l.) to illustrate the reliability and validity of its causal loop diagram, or SD model in determining the correlation among the four theoretical paradigms aforementioned. ... A General Review of the Theoretical Perspectives in Ceresia’s Study In order to accurately, critically analyse Ceresia’s study, it is important to discuss first the different theoretical perspectives that have influenced the development of the study’s objectives and focus. These theories elaborate the fundamental principles that guide the product sales and organizational performance of Beta s.r.l. Since each of these perspectives embodies some relevant assumptions concerning the appropriate structure for systems dynamics, employee, and management, an idea of the principles underlying them is highly useful. Goal Setting for Task Performance Goal setting generate more improved outcomes than failure to set goals. Nevertheless, the explanations are multifaceted. Difficult goals and several controllers and intermediaries should be established before better task performance occurs (Katzell & Yankelovich 1975). However, performance is not a fixed term. Furthermore, perf ormance is not the goal in itself. Sooner or later, workers should be rewarded or recognised for efficient performance if the organisation wants them to stay dedicated to their task and to the organisation, as well (Sengupta 2006). Employee satisfaction is linked to dedication and commitment. If goals are difficult, the enabling controllers are existent, and the intermediaries are functioning, task performance will be efficient and productive on any component the goal identifies as vital, such as quality, quantity, and so on (Curtis 1994). Three fundamental forms of ‘specific’ outcome measures can be applied to assess task performance in the work setting. These three are used in Ceresia’s study (Meyers, Riccucci & Lurie 2001): (1) units of