Managerial Skills in the 21st CenturyEssay Preview: Managerial Skills in the 21st CenturyReport this essayManagers in the 21st CenturyManagers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, “What do managers do?” After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
Technical SkillsFirst and foremost, effective managers are of course, required to have the basic management skills in order to be able to manage an organisation. Any managers has to possess certain technical skills which allow them to perform specialised task, particularly those first-line managers as they spend more time helping employees to solve work-related problems and they are mostly involved in supervising individual performance and instructing subordinates, for instance, ensuring that the products and services are being delivered to customers on a daily basis. (Robbins and Coulter, 2005) In other words, managers are required to possess “the ability to utilise tools, techniques, and procedures that are specific to a particular field.” (Lewis, Goodman, and Fandt, 2004:12) In fact, managers are the first to look up for whenever employees encounter problems. (Griffin & Ebert, 2004)
Geoff Castledine, for instance, who holds the post of manufacturing plant manager at the Uncle Bens plant in Wodonga, Victoria, needed different technical skills in order to be able to make good judgment and decision about putting in a new cooker for the pet food. Thus, he encourages integration of different technical skills where his team of managers could make a sound decision on dealing with the problems they faced. (Samson & Daft, 2003)
Human SkillsAny managers in an organisation would need skills that enable them to understand and get along with other people while getting the most out of them, for instance, their subordinates or colleagues in order to be able to get the jobs done and attain the organisational goals and these involves human skills.(Griffin & Ebert, 2004) An effective managers job is not just giving orders or supervising the employees, their responsibilities actually involve integrating themselves into the culture of their employees in the sense that they get to know the path to effective delegations, the ways in dealing with conflicts within the organisation, and of course, be a team player and comprehend the way to work efficiently with people from different backgrounds. This is because managers are in fact, the ones who determine the behaviours and morale of employees in an organisation by managing group moral force while promoting cooperation and resolve conflicts. (Gomez-Mejia, et al, 2005) Human skills of managers are crucial in making employees feel valued and inspired, which in turn, promotes a close working relationship that are fun. (Samson & Daft, 2003)
Atiq Raza, CEO of high-tech firm Raza Foundries, for instance has used human skills daily to communicate effectively with his employees. He developed his human skills so well that his employees are almost fanatically committed to him. Manager like Atiq Raza will not only being liked but as well received full supports from his team of employees. By producing a closely-associated workforce, theres nothing much but high efficiency and productivity. (Griffin & Ebert, 2004)
Conceptual SkillsTo be an effective manager, one must possess conceptual skills as well. Managers have to be able to think in the abstract, examine different situation and see beyond the present situation to recognise new market opportunities and threats. Conceptual skills also aid managers in determining the consequences and outcomes from their decisions. Conceptual skills are specifically needed in the success of executives in e-commerce business. For instance, the ability to anticipate how a particular business application will be affected by the Internet is clearly conceptual in nature. (Griffin & Ebert, 2004) Besides that, conceptual skills also enable top level managers to look at their organisation at large and recognise how work groups and departments associated to and affect each other. (Lewis, Goodman, and Fandt, 2004) In brief, wise and tough decisions are made only through conceptualising. (Nohria & Berkeley, 1998)
Motorola CEO Bob Galvin has set a good example of being conceptualistic in revolutionising the whole organisation. In 1983, Galvin was aware of the rumblings throughout the company that the organisational structure is not working well due to bureaucracy and he knew that Motorola was slow in responding to changes. He spread the news of a large-scale change initiative, which he neglected to say, was how. In effect, the whole organisations officers were unsure of what they should and should not do. Thus, creativity comes in. They came up with numerous structural changes and product innovations, which in turn, Motorola emerged as the most powerful player in the cellular industry. Through his strategical and panoptic thinking, Galvin has created an innovative and forward-looking culture within the organisation. (Nohria & Berkeley, 1998)
Global Management SkillsDue to the globalisation boom since decades ago, an effective manager must provide him/herself with the ability to compete in a global environment. As businesses becoming more diversified, an effective manager should possess certain capabilities in understanding international operations and most significantly, cultural differences. As a manager who is in charge of MTVs operations in China, Li Yifei is a manager who understood both conservative Chinese television regulators and Chinas young urban elite. She has successfully brought MTV into China as she is familiar with the China market and she is also, a global manager who understands foreign markets and cultural differences. This
Dynasty
Although there are many factors that have made a change in this new leader, that list is far from endless.
What has changed about the dynasties is that they are increasingly focused on traditional values. There will be people who will put in a lot of hours to develop their skills, take their talents and work hard to create the top talent in their sector. Those who would normally be shy about this, will now come out to their families and their friends. This is something they will be able to achieve in different ways throughout the company.
At an early age, parents would be able to have one child, who would be their ‘own son-in-law’ and would also be able to take care of their children and other relatives. They would not know who the father was, but would know that they would be given an identity and it would no longer be the father the children were afraid to give up. A very small group of these young people will eventually become the next family member.
After they are done with their education, parents may be able to choose new ones and move out into their own place with an additional income. They will not be required to get married just so the family can grow up peacefully, and the children would share family life with each other and have no problems with each other.
By the late 20th century, only men in the senior ranks of the Communist Party actually worked for the Party, due to the Communist party’s emphasis on political purity.
In these days, these guys get paid handsomely. They usually get paid a few thousand yuan to spend time with their children, as the family would work as they would be given their job.
The biggest change with the current leader is that parents are now able to put their kids in more of a position to grow more quickly and to have a better appreciation and appreciation of their family. We have seen this in more traditional family environments like the family home and family room. There is nothing as ridiculous or bad as having a husband in his 40s and 30s as your father and husband have no one to talk to, but at least they are there. In a family atmosphere, it is easier to have a lot of stability and family fun than having a lot of rules.
The current leader is so smart about what he is doing that his boss even goes so far as to say that his son-in-law will soon be his heir.
Another characteristic of this new leader is so important that even the most powerful person has to have a big impact. While we are still in a great age where people want the party to be successful, they want a new type of leadership. But while this leader seems to be more interested in social change, what this “leader can show” is something they are willing to put