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Challenges For Management in 21st Century Report
Challenges For Management in 21st Century Report
Introduction
The concept of management has been evolving for almost a century and is based on a
complex mixture of assumptions and paradigms that were formed as reactions to the
emerged challenges.
To analyze these dimensions, it is important to define new realities and conditions under
which business issues are formed (Drucker 2). Specific attention should also be given to
evaluation of current policies and strategies that company and organizations adopt to
deal with these challenges.
The transition in management and leadership skills correlate with such aspects as
competition, leadership styles, teamwork, and diversity that have a potent impact on
social, economic, and democratic realities. However, these issues do not derive from
political tensions.
On the contrary, although they deal with politics, their underpinnings are more
associated with free market, as well as how it affects the emerging economies (Drucker
3). The origin of management issues is debated and developed, but their resolutions
take place predominantly within business organization through analysis of individual
knowledge.
In its turn, received experience has a direct influence on human resources that continue
change management paradigms.
So far, management dealt with theory and practice that identity right ways of managing,
as well as right approaches to controlling employment.
Practical issues were connected with technical insurance, internal development, legacy,
and ecology of management and enterprise (Drucker 3). Currently, these assumptions
have become absolute in front of the challenges introduced in the new century.
The second purpose lies in defining what strategies, models, and approaches should be
implemented to face management challenges in the 21 st century.
Most of the resources found (Raskin 25, Drucker 3, Wilmot and Paish 384) discuss the
challenge of the globalization that poses serious problems for development. Some
researchers are dedicated to the analysis of human resources management as the main
underpinning of successful performance within an organization, should it be for profit or
not.
In addition, the data collection has also involved consideration of practical and
theoretical implications for management, as well as how these implications and
recommendations help alleviate management challenges in the 21 st century.
All these approaches will allow for quantitative statistics of qualitative information and
will provide a better picture of new management paradigms. In other words, the
collected data will shed light on the frequency of the discussed topics, as well as on the
contexts within which these topics are discussed.
Findings
To define the new realities and paradigms of the new century, reference to the past
should be made. The previous century has left rich ancestry of challenges and
conditions under which management issues had been shaping.
In this respect, Raskin focuses on such issues as management and market distribution,
outcomes of automation, job flexibility, and consideration of the role of government in
private and public sector formation, as well as recruitment policies (25-30).
To begin with, the author argues, “the magnitude of the nation’s problems will cause us
to seek democratic solutions based on the reestablishment of a foundation of trust in the
adaptability of our institutions and the integrity of our leaders” (Raskin 27).
Adding flexibility, therefore, should be the main principle prevailing the 21 st century.
However, job opportunities were too narrow to stand the political pressure in the post-
war are because the central role in managing resources was held by the government.
Finally, the previous century gave rise to the development of effective social schemes
that could improve the retention culture and introduce the optimal pension age for the
employees. Today, the world is more focused on establishing beneficial opportunities
for younger generation.
Although, today’s business activities are more focused on overcoming and adjusting to
change, which is possible through integration of risk management schemes. What is
more important is that similar models should be practiced by the government so as to
face challenges in a timely manner.
The ability of the government to handle risks and contingencies will have a potent
impact on the future of development of various organizations. Governmental approach
to managing resources and people can set a mode of introducing new paradigms to
both profit and non-profit organizations.
In this respect, Wilmot and Paish argue, “risk can be considered as a function of change
and risk management may thus be described as a technique for coping with the effects
of change” (384). The necessity to consider risk management as the basic of
management strategies is identified by an intensive competition on the global arena.
As it has been mentioned before, the government should implement risk management
modes to regulate cost-effectiveness. More importantly, the new century’s
establishments have invented new frameworks that advance strategic cost
management as well.
In this respect, Kumar and Kumar insist on the necessity to introduce effective strategic
cost management which lies in effective control of quality management, employee
management, business process reengineering, and continuous improvement (118).
This new type of management is more congruent with the realities of the new
millennium because it identifies wider boundaries of action, as well as reopens the
previously existing limits.
In this respect, Crossan and Fernando justify the ideas represented in Drucker’s
research. They agree that any organization, should it be profitable or not, must work on
encouraging value-creating activities. These strategies contribute greatly to dealing
effectively with real-to-life, dynamic situations.
Despite the type of organization, human capital stands at the core of successful
management. With regard to existing global context, diversity comes to the forth
because it identifies new trends in constructing management issues in the 21 st century.
Hence, Egerová emphasizes, “this phenomenon has always existed in the human
society, be it age, gender, race, ethnicity, mental and physical abilities, sex orientation
or any other qualities” (5), Therefore, managers should realize that their organization
could fail to sustain a competitive advantage unless they take into consideration the
diversity issues, which is also important of economic success.
The researcher also notes that the organization that strives to be successful should “…
develop heterogeneous teams in which employees are represented regardless of their
personality differences and with respect to the rules concerning equal employment
opportunities” (Egerová 6).
Interpretation of Data
In-depth analysis of collected data and findings reveals a number of interesting and
important conclusions and implications. To begin with, management should be regarded
as a discipline and practice that surpasses the previously existed theoretical and
empirical boundaries.
Further, management issues should be considered and discussed to build a strong and
consistent network through which conceptual frameworks of various organizations could
be formed.
In other words, organizations should not be limited to a single rule of administrating and
distributing resources within the employed environment. Rather, they should be more
concerned with the strategies that would permit manager to face and adjust to
challenges emerging in the new century.
All these aspects are valid with regard to the rapid globalization process that triggers
technological advancement and creation of new communication channels. As a result,
the role of economy and government is enormous provided management strategies and
approaches deal with political issues.
Finally, management challenges in the 21 st century are closely connected with human
resource management. Human factor plays an important role in defining the patterns,
ideologies, and strategic directions of both profit and non-profit organizations and,
therefore, it is important for these establishments to work out efficient social and bonus
mechanism for employees.
Conclusion
The analysis of management challenges in the 21 st century has revealed significant
changes in considering pattern, approaches, and modes by means of which various
organization control business and non-business activities.
It has also been defined that management should not be concerned with business
activities only because its strategies can be applied to other spheres including
education, public administration, and church establishments.
Numerous research studies and theoretical analysis have provided a realistic vision of
evident shifts in the world economy, as well as changes to the practice of management.
Much attention has been given to the globalization process that triggered culturally
diverse environments and presented a new image of how an organization should be
managed.
Works Cited
Crossan, Mary and Olivera Fernando. “Cross-Enterprise Leadership: A New Approach
for the 21St Century.” Ivey Business Journal 70.5 (2006): 1-7. Print.
Wilmot, Tom, and Tony Paish. “Need For Risk Management By Governments: A
Challenge For The 21St Century.” Geneva Papers On Risk & Insurance – Issues &
Practice 24.3 (1999): 383. Print.