澳洲供应链管理学论文代写：传统的权利管理
传统的权力和控制方法，使各种管理职能的成功实施。管理从过去几个世纪经历了系统的调查和获取知识的共同体内后，它被转化为一个组织的管理人员和其他员工学习正式的纪律（艾尔维森，2012）。相反，早期的管理方法，其次是权力的流向和控制的顶部到向下的格式已经改变，目前可以看出，员工更熟悉，并有更好的方法来执行他们的工作相比，经理甚至。因此，目前的管理者必须承认的事实，自上而下的权力和控制管理风格的传统方法是不适合目前的情况下，能够有效地管理自己的员工。
在传统的方法中，管理者被认为是权力和控制他们的下属。相反，今天的那些员工更有知识，可以有效地管理自己，所以需要权力和控制他们是有限的，甚至减少。因此，在当今时代的管理被看作是一个过程，在该过程中，每个利益相关者的组织可以从事一些权力和控制。早期的电源和控制是有限的管理人员只有随着时间的改变，在组织责任的权力和控制的划分方式的改变（穆林斯，2007）。按照传统的方法来管理组织在工业时代正式的层次结构遵循和角色的管理人员提供了所有的权力和控制和他们管辖其他员工通过规划和组织和控制他们的工作。由于这个原因，早期的管理被认为是一个自上而下的限制方法。
现代管理寻求组织的所有利益相关者，包括合作伙伴，供应商和客户之间的战略关系。在这种情况下，各方都是工作伙伴不能片面的活动与集中控制和电源之间的经理人（艾尔维森，2006）。
澳洲供应链管理学论文代写：传统的权利管理
The traditional approaches to power and control are enabling the successful implementation of various functions of management. Management since past few centuries had undergone systematic investigation and after acquiring a common body of knowledge, it was transformed into a formal discipline of study by managers and other employees of the organization (Alvesson, 2012). In contrast to the earlier managerial approaches that followed the principal of flow of power and control with top to down format has changed and at present it is seen that employees are more knowledgeable and have better ways of performing their jobs in comparison to the managers even. Thus, the present managers must acknowledge the fact that the traditional approach of top-down power and control management style is not appropriate for the employees of present scenario who are capable of managing themselves effectively.
In traditional approaches, the managers were considered as the authorities with power and control over their subordinates. In contrast to those employees of today are more knowledgeable and can effectively manage themselves so need for power and control over them is limited and even diminished. Thus, management in present times is seen as a process in which every stakeholder of the organization can be engaged with some power and control. Earlier the power and control was limited to mangers only but as the time changed the way in which power and control division with responsibility in the organizations has changed (Mullins, 2007). According to traditional approaches for managing the organization in the industrial –age formal hierarchies were followed and the roles of managers were provided with all the power and control and they governed other employees through planning and organizing and with control over their work. Due to this reason, earlier management was considered as a top-down restricted approach.
The contemporary management seeks strategic relationships between all the stakeholders of the organization including partners, suppliers and customers. In this situation where all the parties are working as partners cannot be a one-sided activity with centralized control and power among the managers (Alvesson, 2006).