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workplace is changed over a past decade; Companies have become more global and
workforce is diverse; It is no secret that managers in 21st century
has changed drastically compared to the management practices by the industrial
revolution of the 21th century; While the last century saw the art of
management formalized in to scientific theories and concept; one of the famous
on being Frederick Winslow Taylor’s The Principles of Scientific Management (1911);
Company have become more technology based and more challenging that would have
been unimaginable in the 20th century; And the way it Change is
something we tend not to plan for; We just deal with it when it becomes
inevitable; (Kamp, 1999);So
what is really happening? And what are the challenges of being a 21st
century manager? Is it the changing workplace or the changing mindset? The
emerging challenges for manager will set a new agenda for company and human
resources; And therefore it is more focused on business impacts and development
needs on being a 21st manager;

manager is a person who needs to obtain a quality of a leader and a boss;
Moreover being a combination of boss and a leader is not as easy as it seems
not in this 21st century where there is diverse group of people
working in an organization; In older days, a manager used to supervise the team
and project assigned to him, but currently people changed their views about a
manager duty; Nowadays, a manager needs to work according to the expected
result along with the employee satisfaction in the workplace; In addition a
manager needs to adopt with the changing technology which is happening
worldwide; Open source software (Nairn, january 2006)(Pritchett &
associates, 1998), since 1983 the work force in the united states added more
than 25 million computers, and the number of cellular telephone subscriber
jumped from zero in 1983 to 16 million by the end of 1993; In 1993, More than
19 people carried pagers, and close to 12 billion messages were left in voice

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 challenges for managers of 21st
century are revolving around coming to understand fully how global business
practices has evolved-based on advances use of technology as well as the
ability to connect with others and to be contacted by others, almost anywhere
and anytime; According to  Mr;Pritchett, The
truly successful managers and leaders of the next century will be determined by
not by what they know but by how fast they can learn; They will be
characterized not by how they can access information, but by how they can
access the most relevant information and differentiate it from the
exponentially multiplying masses of non-relevant information;

managerial challenges for 21st century are changing market forces,
employee issues, time Boundaries and leadership competencies;

 Changing Market forces

forces have changed in organization at a macroeconomic level, and these forces
will demand more from our organizations and our leader; For these purposes,
market forces can be viewed as the cumulative effects of the behaviour and
wants of those in the market either demanding or supplying a good or service;
Hence, these forces include increasing globalization as well as the creation of
increasingly massive multinational organization through mergers and takeovers;
Being more precise, offering products or services in a variety of countries and
cultures, increases the size of market to be served;       Technology has great impact for reducing the cost of reaching
this different geographically dispersed market; At the same time organization
struggle with increasing open and free markets, they will have to content with
an older work force that will find it difficult to stay of change a supply of
labour is more diverse, and individual workers must possess a greater degree of
technical expertise to be successful; At absolute minimum companies must be
able to accommodate diversity; So this can lead to major challenges for a
manager since they need to collaborate with all the changing market forces; In
1971, Toffler alerted readers to the implication of rapid advances in
technology in general and industrial technology in particular (Toffler, 1971);
As mentioned, improvement in production technology was critical aspects of our
society as it industrialized; and technological innovation is now accepted
without question; Because in this modern times what is old can rapidly become
what is new;


have a thought of employee issues involve relationship with the staff of an
organization; In 21st century, these people issues are increasingly
establishing themselves at centre stage; With their increased complexity and
globalization, organizations are demanding skills and abilities from their
leaders that are only beginning to be understood; In this competitive edge,
managers are not concerned about the organization but also fulfil the needs of
employee as well; Managers need to balance employee needs and also be able to
satisfy customer needs; Thus this is quite harder to achieve since employee can
gain better knowledge in coming years and customers are even smarter on
choosing the products; Managers need to work more efficiently in the coming
years; In addition, as the workforce is more diverse, they should be able to
accept individual differences in the workplace and to look at them as a source
of creative energy and productivity; Managers must become more effective
administrator in uncertain environment; The true test of the manager will be
his or her track record in increasing fluid political, economic and social
times;(Drucker, 1968);


hardly get time to spend their time with family and friends; There will be lots
of conference calls, emails, calls; It can be received through emails, phones,
and other networking sites; So, manager has time constraint; This destroys the
model that company pays an employee; May be, managers get 95% of the salary for
working in office but the other 5% is not paid since it has been worked from
home; So you really can’t manage on time served very well any more; So, the
traditional fences between work time and home time are falling down; Working
parents needs to hers their kids only at the evening; This also destroys the social
life and engaged in more professional life;


focus and vision, coupled with a practical sense of when to be flexible and
adaptable, will be most critical for survival; An ability to manage multiple
points of view simultaneously will differentiate the best managers; To keep the
high level goals in sight while managing and tracking day to day success; to
understand equally the points of view and needs of the customer and of the
organization; to be able to empathize with all the stakeholders in order to
develop people, foster productive change and keep the spirit of the enterprise
level; The evolving nature of business conducted by organization will also call
for a fundamentally different kind of leader; So, managers should be able to
demonstrate flexibility and empathy, while remaining true to core values of the
organization and finding ways to circumvent unpredictable impediments; These
will be people who are inspirational; technologically savvy but not prone to
getting lost in details; Those who can take organization to the next level are
known to be great leaders; So this can be a fierce competition among the

are the managerial skills that are needed in the future in order to tackle all
the forces that have become major challenges in 21st century? Which
also includes values and behaviour such as curiosity, caring, confidence, and
courage that often accompany the learning of the skills? There are various
skills that are required to enhance the knowledge and learning power in this
competitive edge; To become an excellent manager on must be able to have all
the skills which involve global, technical, leadership, communication skill to
be as productive as they can; Simply managerial skills are the knowledge and
ability of the individuals in a managerial position to fulfil specific tasks
and activities; Some of the skills that every managers needs in 21st
century is explained below:

and innovation skills:

thinking and problem solving

A; Garvin of the Harvard Business Review told the New York Times, “I think
there’s a feeling that that people need to sharpen their thinking skills,
whether it’s questioning assumptions or looking at problems for multiple points
of view;” There is one aspect of critical thinking that is vital in today’s
leader; managing ambiguity; The speed of business, intertwined as it is with
global factors and complex supply chains, dictates that you will never know all
the variables; Therefore, managers need to get comfortable with operating in an
environment where change is constant and rapid decisions are required; In a growing
world of uncertainty one thing is certain; manager will need sharp critical
thinker who can size up the situation, realize the potential where others may

and Collaboration

you can’t explain it simply, you don’t understand it well enough”; Albert
Einstein; Whether the audience is an entire organization or a single
individual, effective communication requires bringing together different points
of view and relaying information without losing clarity or focus; Effective
communication must include listening skill; You can see that this is true in
any meeting where everyone is talking and no one is listening; Are these types
of meetings effective? According to Sonya Hamlin (2006), the author of “How to
talk so people listen, “the world is composed of carious personality types, all
of which affect how a person listen”; Hence a manager needs to know how to
listen and give an appropriate opinion accordingly; Gone are days where in
early people used to just listen to managers; Now the communication must be
logical to make it effective; In addition, Collaboration allows team members to
come together on a common platform and work towards the achievement of a common
by thinking, brainstorming, and offering various perspectives to provide

technology skill

world runs today on various information technologies; It has become a necessity
and not an option; An information system is a component which can increase
competitiveness and gain better information for operational excellence;
According to Ein-Dor and Segev (1978), an information system becomes management
information system when it is applied and improved by managers; In order to
gain maximum benefits from your company’s information system, managers need to
exploit all its capacities; Today, the main focus of companies is to stay
globally competitive by leveraging the capabilities of modern information and
communication technologies; The modern managers require more and more technical
skills, companies are looking for employee who will help manage and operate
various information based tools;

and responsibility

century managers should welcome diverse workgroups and lead from the heart,
align vision with passion and unite people; A manager should be able to take
responsibility of all the success and failure of the organizations; He also
should be able to recruit smarter and more creative people; And also do not
take the blame approach and ultimately take responsibility for everything that
happens in the organization; When necessary, hold people accountable to the
vision and their individual responsibilities; They should be driven by purpose,
not ego, power or money;

conclusion, the leadership and management needs of today’s successful companies
have changed; In today’s more volatile, uncertain and ambiguous, business
battlefield, decentralized control and leadership through network of people at
all levels is imperative to success; Top managers need to confirm having
mindfulness as an integral part of their routine to be highly functional; The
managers of 21st century must be able to understand his tools and
resources, including employee potentials and effectively manage them in order
to lead the team towards success, achieve goals and beyond;



A;Stumf, M; D; (1999); 21st Century
Leadership: Redefining Management Education: Educating Managers in the Modern
Era; Third Quarter 1999 ;
Baldoni, J; (2010, January 20); Harvard Business Review ;
Retrieved from https://hbr;org/2010/01/how-leaders-should-think-criti
Drucker, P; (1968); The age of Discontinuity; Newyork: Harvard University Press;
Hamlin, S; (2006); How to talk so people listen; Newyork: HarperCollins
Harper Toffler, A; (1971); Future Shock; Newyork;
Kamp, D; (1999); 21st century manager; In D; Kamp, 21st
century manager (p; 400); london: kogan page limited;
Nairn, J; n; (january 2006); the manager of 21st century; 2020
Vision ;
Phillip Ein Dor, E; (1978); Management information
system; Lexington Books;

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