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  • Alicaway Terrence James Bsam3a Organization

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    The document discusses the concept of management in the current business era. It notes that while hierarchical management structures worked well in the industrial era, they may no longer be suitable given today's volatile business environment. It suggests that technology companies will be early adopters of post-hierarchical models as they deal with uncertainty. Unless companies disrupt their own industries, they risk being disrupted by other more innovative organizations. In summary, the document questions if traditional management structures are still effective, argues new models may be needed, and says disruptors will have an advantage over non-disruptors.

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    The document discusses the concept of management in the current business era. It notes that while hierarchical management structures worked well in the industrial era, they may no longer be suitable given today's volatile business environment. It suggests that technology companies will be early adopters of post-hierarchical models as they deal with uncertainty. Unless companies disrupt their own industries, they risk being disrupted by other more innovative organizations. In summary, the document questions if traditional management structures are still effective, argues new models may be needed, and says disruptors will have an advantage over non-disruptors.

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    © All Rights Reserved
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    3 views2 pages

    Alicaway Terrence James Bsam3a Organization

    Uploaded by

    kirktripole97
    The document discusses the concept of management in the current business era. It notes that while hierarchical management structures worked well in the industrial era, they may no longer be suitable given today's volatile business environment. It suggests that technology companies will be early adopters of post-hierarchical models as they deal with uncertainty. Unless companies disrupt their own industries, they risk being disrupted by other more innovative organizations. In summary, the document questions if traditional management structures are still effective, argues new models may be needed, and says disruptors will have an advantage over non-disruptors.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    Download as docx, pdf, or txt
    of 2

    Name: Terrence James M. Alicaway Date: Nov.

    20, 2020

    Course & Year Level: BSAM-3A

    Subject: Organiation and Management Small Business

    Era Management

    l. Summary

    Selmer isn’t an academic or a professional in administration theory; he is the CEO of

    a successful industrial company. But possibly it is time we redefine the term “manager”,

    and question whether or not the thinking of “management” as it was inherited from the industrial

    era, has outlived its usefulness. 5 billion people, and by using no skill would I

    expect, tons less advocate, that those who are employed nowadays will transition into a

    management-free structure in the near or even medium term. The extensive majority of work

    involving human labor is nevertheless quality carried out in a usual organizational structure. In a

    world of VUCA (volatility, uncertainty, complexity and ambiguity), it is the tech unicorns that will

    be the early adopters of a post-hierarchical model. Dealing with uncertainty is

    the variety one venture and, as the cliché goes, it’s the variety one chance too. If

    your enterprise isn’t the disruptor, it’s a clear signal that it’s about to be disrupted.

    The backside line is that the hierarchical administration mode is no longer acceptable for the

    challenges of the current economy. The popularity quo are frequently blanketed through the

    vocabulary of business: directors direct, presidents preside, and managers manage.


    ll. Insights

    As I scan the article this text are base on however they are going progress to improve it

    and management and manage the worker on their business. During a business there's an in

    operation officer corporate executive business executive} WHO is Selmer isn’t a tutorial or

    associate knowledgeable in management theory; he’s the chief operating officer of a successful

    industrial company. But perhaps it is time we tend to tend to redefine the term “manager”, and

    question whether or not or not the thought of “management “because it had been transmissible

    from the economic era, has outlived its utility.

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