In the 21st century, would people management come first, rather than system management?
In this post management needs radical change.
1. Work has shifted from semi-skilled to knowledge work
2. The organization needs the commitment of the workforce
3. The customer takes charge
4. The system stopped delivery
Does our world need a fresh start with a radically different kind of management?
How are we educating our front line managers, our middle managers and Chief Executive Officers?
In this Bad management theories are destroying good management practices by S. Ghoshal
Our theories and ideas have done much to strengthen the management practices that we are all now so loudly condemning.
If we really wish to reinstitute ethical or moral concerns in the practice of management, we have to first reinstitute them in our mainstream theory. If we wish our students to contribute to building what Warren Bennis (2000) has described as “delightful organizations,” we will have to teach them the theories that describe how they can do so. In spite of all the individual and institutional pressures that drive us to paradigmatic conformity, as both researchers and teachers we have to define and adopt a different path” (pg 13) Bad management theories are destroying good management practices.
The challenge to management theory is never new, and it could be dated back to the 80s and 90s when Total Quality Management was considered and adopted by some of the most innovative companies in the western world.
In this TQM’s Challenge to Management Theory and Practice by R. Grant, R. Shani, R. Krishnan
Attempting to foster quality management improvement in production operations and the lower echelons of the organization while maintaining conventional top-down strategic planning, financial control systems, and active asset management inevitably creates conflict.
The theory underlying TQM and the economic model of the firm are inherently incompatible.
Western managers have traditionally prided themselves on being a pragmatic, eclectic, and open-minded, but the conflicts between these philosophies suggest that managers and their companies will increasingly need to choose, implicitly if not explicitly, to which school they belong.
Faced with such rapid changes, how would managers respond to needs of stakeholders, their internal employees, and the customers? It is crucial to look for some collective wisdom through our social networking and networked learning. Is it about time to go for those radical changes in management practice?