The Future of Management
The future of management is both exciting and perplexing. It is quiteclear that management is relying much more on technology for all four ofthe management functions: planning, organizing, leading, and controlling.Organizations have become leaner in the past few years, and so, managershave taken on more of the four functions than they might have had beforedownsizing and corporate reorganization. One expert noted, "Under the oldmodel of management, managers were viewed as a separate part of theorganization's workforce, a mere link between the executives who make thedecisions and the laborers who carry out the work. But in the new model,managers both make decisions and do work themselves" (Wagner, 2002). Thistrend will probably continue in the future as companies struggle to make abigger profit with fewer workers. With the growth of multi-national globalcorporations, the future of management will certainly entail understand thecustoms and social pressures of at least one foreign country, perhaps more. Managers must not only lead their people, they must be able to predictoutcomes, organize the work force and the production, and control theproduct's delivery and performance. All of these fun
However, their subordinates may not understand the systems behindwhat they do, but they often understand the problems inherent in thesystems much better than their managers, and managers must remain open andflexible with their subordinates, rather than simply blindly controllingand organizing their output and their professional lives. One expert noted, "Managers very oftenunderstand systems better than their subordinates do" (Bobic & Davis,2003). An expert inmanagement noted, "The role of the manager as merely an overseer of workersis an artifact of the Industrial Age paradigm, no longer appropriate to theKnowledge Age" (Wagner, 2002). In conclusion, managers of the future will certainly face morechallenges in all four functions of management than managers face today. There will be increasing competition from global markets, so planning andorganization will be crucial in the success of any organization. Managers must deal with these new optionsand be open to them if they are going to continue to motivate and controltheir workforce effectively. As one management consultant noted, "Leaders ofthe future will have traits that scare the upper level managers of today. They will need to be open to more work in more areas than they may haveinitially anticipated, and they will have to be open to blurred linesbetween the workforce, middle management, and executive management. If a manager is excellent at organizing and planning, butdoes not understand the first thing about motivating his Indian workforce,then he or she will probably not succeed as a manger in a multi-nationalcompany. It is clear that in the future, managers must learn to be moreflexible. Inaddition, the workforce and their needs will continue to evolve, andmanagers will need to evolve with the needs of their employees. Today's workers are not content to simply put in their time atwork effectively. ctions require notonly knowledge about the company and the product, but also knowledge aboutthe workforce. Consultant Damiano went on to predict, In the year 2025, we can expect to commonly refer to business as a digital enterprise, management students will be taught Boolean logic, and complex systems theory as fundamental techniques, globalization will be a cliche, the barriers between customers and companies will be decreasing, and information capacity will be the standard by which capable managers will be measured (Damiano, 2003).
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