" The working population will be more diverse. Changing expectations of work and the impact of new technologies will require managers and leaders to develop a range of skills that focus on emotional and spiritual intelligence,judgment and the ability to stimulate creative thinking to improve productivity."
Among the recommendations to leaders and managers are the needs to focus on individual employees and their need when developing technologies; make organizations more human; and motivate people creatively.
" A greater degree of emotional intelligence will be required by managers,so that they can understand how people work and their likely reactions to change. They will also benefit from having the humility to accept that they are not always the one appropriate ideas".
According to Cloke and Goldsmith :Managers are the dinosaurs of our modern ecology. The age of management is finally to a close. Cloke and Goldsmith suggest that the ever extending reach of globalization,continuously rising productivity,growing complexity of information, expanded sensitivity of the environment and swelling pace of technological innovation are all increasing the demand for alternative organizational practices. They contend that management is an idea whose time is up. Organizations that do not recognize the need to share power and responsibility with all their workers will lose them. The most significant trends in the theory and history of management are the decline of hierarchical ,bureaucratic , autocratic management and the expansion of collaborative self management and organizational democracy.
Hamel maintains that the environment facing the 21st century businesses is more volatile than ever and questions how tomorrow's successful companies will be organized and managed. These new realities call for a new organizational and managerial capabilities.
While the familiar tools and methods of modern management were invented to solve the problems of control and efficiency in large scale organizations, we can envisage management as serving a more general objective: multiplying human accomplishment. In a sense , the goal of management is to first amplify and then aggregate human effort -to get more out of individuals than one might expect by providing them with the appropriate tools,incentives,and working conditions,and to compound those efforts that allow human beings to achieve individually.
There is much written today about changes in the workforce and new approaches to management. It is interesting to note, however,the ideas on the nature of managerial behavior put forward over seventy years ago by Mary Parker Follet. Her thinking was based on concern for social, evolutionary progress , and the organization and management of people for effective performance and the fuller life. Follett envisioned the successful operation of groups, and management responsibility diffused through the organization and not just concentrated at top of hierarchy. One of her notable contributions was emphasis on the situational approach as one of the main forces in influencing the manager-subordinate relationship through the depersonalizing of orders and obeying the "law of the situation".
Parker suggests that Follet's ideas on human relations in the workforce foreshadowed the state of things to come and continue to offer managers in the new century fresh food of thought. Her proposals for best management practice have not only reflected much of what is portrayed as new today but offer managers fresh insight into task of leadership and management.
The fact that management ultimately depends on an understanding of human nature, I suggest it goes much further than that. In the first place , good management depends on the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent, which provides the greatest challenge to managers.
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