The in an organization; In older days, a manager

Theworkplace is changed over a past decade; Companies have become more global andworkforce is diverse; It is no secret that managers in 21st centuryhas changed drastically compared to the management practices by the industrialrevolution of the 21th century; While the last century saw the art ofmanagement formalized in to scientific theories and concept; one of the famouson being Frederick Winslow Taylor’s The Principles of Scientific Management (1911);Company have become more technology based and more challenging that would havebeen unimaginable in the 20th century; And the way it Change issomething we tend not to plan for; We just deal with it when it becomesinevitable; (Kamp, 1999);Sowhat is really happening? And what are the challenges of being a 21stcentury manager? Is it the changing workplace or the changing mindset? Theemerging challenges for manager will set a new agenda for company and humanresources; And therefore it is more focused on business impacts and developmentneeds on being a 21st manager;Amanager is a person who needs to obtain a quality of a leader and a boss;Moreover being a combination of boss and a leader is not as easy as it seemsnot in this 21st century where there is diverse group of peopleworking in an organization; In older days, a manager used to supervise the teamand project assigned to him, but currently people changed their views about amanager duty; Nowadays, a manager needs to work according to the expectedresult along with the employee satisfaction in the workplace; In addition amanager needs to adopt with the changing technology which is happeningworldwide; Open source software (Nairn, january 2006)(Pritchett , 1998), since 1983 the work force in the united states added morethan 25 million computers, and the number of cellular telephone subscriberjumped from zero in 1983 to 16 million by the end of 1993; In 1993, More than19 people carried pagers, and close to 12 billion messages were left in voicemailboxes;The challenges for managers of 21stcentury are revolving around coming to understand fully how global businesspractices has evolved-based on advances use of technology as well as theability to connect with others and to be contacted by others, almost anywhereand anytime; According to  Mr;Pritchett, Thetruly successful managers and leaders of the next century will be determined bynot by what they know but by how fast they can learn; They will becharacterized not by how they can access information, but by how they canaccess the most relevant information and differentiate it from theexponentially multiplying masses of non-relevant information;Majormanagerial challenges for 21st century are changing market forces,employee issues, time Boundaries and leadership competencies; Changing Market forcesMarketforces have changed in organization at a macroeconomic level, and these forceswill demand more from our organizations and our leader; For these purposes,market forces can be viewed as the cumulative effects of the behaviour andwants of those in the market either demanding or supplying a good or service;Hence, these forces include increasing globalization as well as the creation ofincreasingly massive multinational organization through mergers and takeovers;Being more precise, offering products or services in a variety of countries andcultures, increases the size of market to be served;       Technology has great impact for reducing the cost of reachingthis different geographically dispersed market; At the same time organizationstruggle with increasing open and free markets, they will have to content withan older work force that will find it difficult to stay of change a supply oflabour is more diverse, and individual workers must possess a greater degree oftechnical expertise to be successful; At absolute minimum companies must beable to accommodate diversity; So this can lead to major challenges for amanager since they need to collaborate with all the changing market forces; In1971, Toffler alerted readers to the implication of rapid advances intechnology in general and industrial technology in particular (Toffler, 1971);As mentioned, improvement in production technology was critical aspects of oursociety as it industrialized; and technological innovation is now acceptedwithout question; Because in this modern times what is old can rapidly becomewhat is new;EmployeeissuesManagershave a thought of employee issues involve relationship with the staff of anorganization; In 21st century, these people issues are increasinglyestablishing themselves at centre stage; With their increased complexity andglobalization, organizations are demanding skills and abilities from theirleaders that are only beginning to be understood; In this competitive edge,managers are not concerned about the organization but also fulfil the needs ofemployee as well; Managers need to balance employee needs and also be able tosatisfy customer needs; Thus this is quite harder to achieve since employee cangain better knowledge in coming years and customers are even smarter onchoosing the products; Managers need to work more efficiently in the comingyears; In addition, as the workforce is more diverse, they should be able toaccept individual differences in the workplace and to look at them as a sourceof creative energy and productivity; Managers must become more effectiveadministrator in uncertain environment; The true test of the manager will behis or her track record in increasing fluid political, economic and socialtimes;(Drucker, 1968);TimeBoundariesManagershardly get time to spend their time with family and friends; There will be lotsof conference calls, emails, calls; It can be received through emails, phones,and other networking sites; So, manager has time constraint; This destroys themodel that company pays an employee; May be, managers get 95% of the salary forworking in office but the other 5% is not paid since it has been worked fromhome; So you really can’t manage on time served very well any more; So, thetraditional fences between work time and home time are falling down; Workingparents needs to hers their kids only at the evening; This also destroys the sociallife and engaged in more professional life;LeadershipCompetenciesStrategicfocus and vision, coupled with a practical sense of when to be flexible andadaptable, will be most critical for survival; An ability to manage multiplepoints of view simultaneously will differentiate the best managers; To keep thehigh level goals in sight while managing and tracking day to day success; tounderstand equally the points of view and needs of the customer and of theorganization; to be able to empathize with all the stakeholders in order todevelop people, foster productive change and keep the spirit of the enterpriselevel; The evolving nature of business conducted by organization will also callfor a fundamentally different kind of leader; So, managers should be able todemonstrate flexibility and empathy, while remaining true to core values of theorganization and finding ways to circumvent unpredictable impediments; Thesewill be people who are inspirational; technologically savvy but not prone togetting lost in details; Those who can take organization to the next level areknown to be great leaders; So this can be a fierce competition among theleaders;Whatare the managerial skills that are needed in the future in order to tackle allthe forces that have become major challenges in 21st century? Whichalso includes values and behaviour such as curiosity, caring, confidence, andcourage that often accompany the learning of the skills? There are variousskills that are required to enhance the knowledge and learning power in thiscompetitive edge; To become an excellent manager on must be able to have allthe skills which involve global, technical, leadership, communication skill tobe as productive as they can; Simply managerial skills are the knowledge andability of the individuals in a managerial position to fulfil specific tasksand activities; Some of the skills that every managers needs in 21stcentury is explained below:Learningand innovation skills:Criticalthinking and problem solvingDavidA; Garvin of the Harvard Business Review told the New York Times, “I thinkthere’s a feeling that that people need to sharpen their thinking skills,whether it’s questioning assumptions or looking at problems for multiple pointsof view;” There is one aspect of critical thinking that is vital in today’sleader; managing ambiguity; The speed of business, intertwined as it is withglobal factors and complex supply chains, dictates that you will never know allthe variables; Therefore, managers need to get comfortable with operating in anenvironment where change is constant and rapid decisions are required; In a growingworld of uncertainty one thing is certain; manager will need sharp criticalthinker who can size up the situation, realize the potential where others maynot;Communicationand Collaboration “Ifyou can’t explain it simply, you don’t understand it well enough”; AlbertEinstein; Whether the audience is an entire organization or a singleindividual, effective communication requires bringing together different pointsof view and relaying information without losing clarity or focus; Effectivecommunication must include listening skill; You can see that this is true inany meeting where everyone is talking and no one is listening; Are these typesof meetings effective? According to Sonya Hamlin (2006), the author of “How totalk so people listen, “the world is composed of carious personality types, allof which affect how a person listen”; Hence a manager needs to know how tolisten and give an appropriate opinion accordingly; Gone are days where inearly people used to just listen to managers; Now the communication must belogical to make it effective; In addition, Collaboration allows team members tocome together on a common platform and work towards the achievement of a commonby thinking, brainstorming, and offering various perspectives to providesolution;Informationtechnology skillTheworld runs today on various information technologies; It has become a necessityand not an option; An information system is a component which can increasecompetitiveness and gain better information for operational excellence;According to Ein-Dor and Segev (1978), an information system becomes managementinformation system when it is applied and improved by managers; In order togain maximum benefits from your company’s information system, managers need toexploit all its capacities; Today, the main focus of companies is to stayglobally competitive by leveraging the capabilities of modern information andcommunication technologies; The modern managers require more and more technicalskills, companies are looking for employee who will help manage and operatevarious information based tools;Leadershipand responsibility21stcentury managers should welcome diverse workgroups and lead from the heart,align vision with passion and unite people; A manager should be able to takeresponsibility of all the success and failure of the organizations; He alsoshould be able to recruit smarter and more creative people; And also do nottake the blame approach and ultimately take responsibility for everything thathappens in the organization; When necessary, hold people accountable to thevision and their individual responsibilities; They should be driven by purpose,not ego, power or money;Inconclusion, the leadership and management needs of today’s successful companieshave changed; In today’s more volatile, uncertain and ambiguous, businessbattlefield, decentralized control and leadership through network of people atall levels is imperative to success; Top managers need to confirm havingmindfulness as an integral part of their routine to be highly functional; Themanagers of 21st century must be able to understand his tools andresources, including employee potentials and effectively manage them in orderto lead the team towards success, achieve goals and beyond;  References A;Stumf, M; D; (1999); 21st Century Leadership: Redefining Management Education: Educating Managers in the Modern Era; Third Quarter 1999 ; Baldoni, J; (2010, January 20); Harvard Business Review ; Retrieved from https://hbr;org/2010/01/how-leaders-should-think-criti Drucker, P; (1968); The age of Discontinuity; Newyork: Harvard University Press; Hamlin, S; (2006); How to talk so people listen; Newyork: HarperCollins Publication; Harper Toffler, A; (1971); Future Shock; Newyork; Kamp, D; (1999); 21st century manager; In D; Kamp, 21st century manager (p; 400); london: kogan page limited; Nairn, J; n; (january 2006); the manager of 21st century; 2020 Vision ; Phillip Ein Dor, E; (1978); Management information system; Lexington Books;  

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