Management of the Future
Probably the one word most affecting the future of management is"technology." Clearly, technology and its many uses will drasticallyaffect how managers communicate, plan, organize, lead, and control theirorganizations. As one expert notes, "Management and technology areentwined in one view, as most business processes have a technologyconnection, augmenting tool, or are inherently based on the technology"(Damiano, 2003). Many of the everyday functions of management may becomeautomated, freeing up the manager for more complex organizational tasks,including planning and organizing a global workforce. In addition, manymanagers of the future may have traits that are far different from the There is quite a difference between management and leadership,although most effective and successful managers are also excellent leadersand motivators. Management entails the planning, organizing, leading, andcontrolling of the organization or a part of the organization. Thisincludes planning for the future, organizing and controlling staff andproduction, and leading the staff forward through change and newtechnologies. Management is concerned with the day-to-day operations and
Planning andorganizing will take on significant roles in future management, whileleading and controlling may play less important roles, or be taken over byother staff in the organization. In the past, organizations have been far more stable than they are today,and it seems likely that organizations of the future will continue to befar less stable and far more volatile. Managers must plan for the highest quality output fromtheir staff to maintain and increase their share in the marketplace, forhigh quality goods and services will be the wave of the future, perhapspartly as a backlash to many substandard goods and services that are oftenproduced in foreign countries for export to the U. But in the new model, managers both make decisions and do work themselves"(Wagner, 2002). One expertnoted, "Under the old model of management, managers were viewed as aseparate part of the organization's workforce, a mere link between theexecutives who make the decisions and the laborers who carry out the work. Oneexpert noted, "Managers very often understand systems better than theirsubordinates do" (Bobic & Davis, 2003), and this understanding could bringnew demands to managers of the future. Today, managers are certainly concerned with the quality of the productsthey produce, but in the future, societal demands for higher qualityproducts and services will push quality as the prime motivator for purchaseand consumption. Good leaders are not afraid to hire andmentor strong managers, and good leaders can motivate their staff to becomemore productive, innovative, and futuristic. This does not mean only productionand organizational pressure, but additional pressure to recognize ever-evolving new technologies, continued education during their careers, andlearning new techniques to deal with a continuously growing globalworkforce. Thus, managers have taken on additional functions than they mighthave done before downsizing and corporate reorganization. New technologies will certainly allowmanagers to plan and organize more quickly and efficiently. The manager who refuses to embrace new ideas andtechnologies will have no place in management functions of the future,while the manager who wholeheartedly embraces change will findopportunities for advancement and success in the organization. One expert writes, "The four functions of management must beexpanded and leadership should become a modifier, and not be a generalquality" (Damiano, 2003).
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