The changing paradigm of management

This article will introduce a number of important concepts and describe the changing nature of management. High performance requires the efficient and effective use of organizational resources through the four management functions of planning, organizing, leading and controlling. To perform the four functions, mangers need three skills: conceptual, human, and technical.

Two characteristics of managerial work:

1. Managerial activities involving variety, fragmentation, and brevity and managers performing much work at an unrelenting pace

2. Managers are expected to perform activities associated with ten roles of monitor , disseminator, and speaks person; the interpersonal roles of figurehead, leader, and liaison; and decisional roles of entrepreneur, disturbance handler, resources allocator, and negotiator.

These management characteristics apply to small business, entrepreneurial start-ups, and nonprofit organizations as they do in large corporations. In addition, they are being applied in a new workplace and rapidly changing world. In the new work place, work flow freely and flexibly to encourage speed and adaptation, and empowered employees, are expected to seize opportunities and solve problems. The work place is organized around networks rather than vertical hierarchies, and work is often virtual. These changing characteristics have resulted from forces such as advances in technology and e-business, globalization, increased diversity, and a growing emphasis on change and speed over stability and efficiency. Managers need new skills and competencies in the environment. Leadership is dispersed and empowering. Customer relationships are critical, and teams that work directly with customers do most work. In the new work place, managers focus on building relationships, which may include customers, partners, and suppliers. In addition, they strive to build learning capability throughout the organization. An emerging need is for leadership during crises and unexpected events. Managers in crises should stay calm, be visible, put people before business, tell the truth, and know when to get back to business. Human skills become critical during times of turbulence and crisis.