Emerging trends in management [compatibility mode]

1. Dr. Harry CD
[email protected]


Research Interests include
Globally distributed teams / Virtual teams
Behavioral patterns of distributed teams
Software teams (WGX, TMX, LMX)
Cross culture
Loyola School of Management, September 15, 2012

2. Part 1-The world in its form – Global Management

Part 2-Trends in Management

Emerging Trends in Management
-2012 by Dr.Harry CD
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3. World on the edge
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2012 by Dr.Harry CD 3

4. In recent times, a series of mass protests
are gripping notably UK, Spain, Italy,
Greece, Egypt, Israel, India and numerous
other countries around the world.
My considered opinion is that this is the outcome of
accumulated anger stoked up by perennial poverty, depriva tion,
disparity, exclusion and marginalization in societies.

The outburst is overtly directed against the persons in po wer for
their misrule, corruption, nepotism, arrogance and denial to
provide for the minimum.

The unprecedented riots across England are found to be
caused by the "social selfishness" of the "insulated haves.. . and
their regular denigration of the poor."
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2012 by Dr.Harry CD 4

5. Changing Management Scenario
Current trends include managers that manage the work and not
the people.

Work is more predictable than people.

Rather than trying to manage people so strictly, managers are
living in the light and kindness with employees as they are real
people; their own neighbors.

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6. Contemporary Management styles
1. Micro and Macro management
2. Virtual and Open source management
3. Globally distributed management
4. Global and International Management
5. Business ecosystems –Networked Management
6. Green Management
7. Smart Management
8. Sustainability management
International and Global Management is
concerned with the techniques and
practices that are involved in directing and
controlling international organisations.
Green management measures such as
certified environmental management
systems (EMS) or tools like life cycle
assessment activities are considered to
improve corporate environmental
performance directly by mandating
companies to introduce environmental
goals and management structures as
well as programs to achieve them
2(Coglianese and Nash, 2001;
Johnstone, 2001)
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7. S.M.A.R.T. Management includes
(specific, measurable, achievable, realistic,
and time-based.) methods of
implementation
Sustainable management takes the
concepts from sustainability and
synthesizes them with the concepts of
management. Sustainability has three
branches: the environment, the needs of
present and future generations, and the
economy
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8. The micro-manager keeps you under scrutiny, questioning your moves.
S/he gives advice on your work whether or not you think it's necessary. At
times you don't feel trusted. You may appreciate his/her concerns when
needed, but also think s/he doubts your capabilities when you're doing a
capable job.

Pro: They're there when you don't need them
Con: They're there when you do need them

They engage the lowest frequency emotion,
FEAR, in the workplace. Fear ----> frustration -
----> Depression ---->Sabotage ---->
Accidents ----->or Lack of Productivity. Too
much micromanagement can cost a company
its best and brightest.
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9. The macro-manager is the opposite: S/he may be absent often, leaving
you to make all/most of the decisions, s/he isn't abundant with advice, but
expects a certain level of competency, whether or not the few directions
given are completely understood.

His/her absenteeism be a relief for awhile, but his/her lack of direction can
come across as detached and apathetic, and may be frustrating when
you're left with even the responsibilities s/he should be making.

Pro: They aren't there when you don't need them
Con: They aren't there when you do need them

Emerging Trends in Management -
2012 by Dr.Harry CD
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10. New trend in management propose the presence of three
psychological states that could result in a highly motivated and
productive worker.

The worker must experience:
1. Meaningfulness or significance of their job
2. Responsibility for outcomes
3. Feedback on the work performed

Wise management never underestimates people's pride and
dignity for work. Recognition goes a long way. When the
environment is happy, work translates to play. Mone y matters but
that's not all there is.
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11. Emerging Trends in Management -
2012 by Dr.Harry CD
Name of
Organization
Total
revenue FY
2010 (In
USD-Billion)

Employees
strength
Geographical
locations
(Countries)
Overall
number of
offices

TCS 8.26 198000 42 200
Infosys 6.35 133560 30 63
Wipro 6.0 100000 70 100
HCL
Technologies
5.9 80000 31 60 IBM 100 426751 170 ___
Gap Gemini --- 110000 40 136
Ness 0.5 6900 18 36

Information on Technology Companies
Source:
Harry CD, 2012, OCB of distributed teams: A study on t he mediating effect of organizational justice in softwa re organizations
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12. Electronics
Companies
Countries Operating
in
Flextronics 30
Sony 183
Canon 44
LG 40
Samsung 100
Automobile
Companies
Countries Operating
in
Ford 70
GM 157
Toyota 28
Benz & BMW 35 & 150 respectively
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13. Trends in Management
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14. The 5 Most Prominent Management Trends of the 21st century –
Working Knowledge - the Harvard Business School publication
Globalization

The melting of barriers among nations and their increasing
interconnectedness, accelerated by technology, has led to a change in
the world order that has had a profound impact on global business. The
emergence of nations such as India and China has replaced the era of
unquestioned dominance of the Western countries or any one particular
region, paving the way for a flattened business arena where developments
in one part of the other are certain to have a spirali ng impact. Perhaps the
best evidence of this is the recent financial crisis.

Technology

If the current wave of globalization has been the drivin g force behind the
most far-reaching and powerful changes in business, then information
technology has indisputably been the facilitator.

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15. Sustainability and Corporate Social Responsibility

For business to be sustainable, and even profitable, our planet has to be
sustainable - this realization has hit businesses perhaps th e hardest in
recent times. HBS Dean Nitin Nohria feels that in the coming decade, we
are likely to see a lot of focus directed towards applying management
principles to solutions of complex social issues such as environmental
sustainability, energy security, access to healthcare etc. This will also
underline the need for increased interdisciplinary int eraction and influence
on business management.

The Study of Psychology

Speaking of interdisciplinary influences on business, the study of human
psychology - probing into cognition, motivation, behavior and
performance - has become a key pillar of organizational management.
From employee management to customer satisfaction and social
engagement, satisfaction of business objectives requires effe ctive analysis
of both individual and institutional psychology.

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16. Business Ecosystems

Professor Carlyss Y. Baldwin feels that one of the most n otable trends in
management has been the rise of business ecosystems - defined as
groups of firms which together provide complex products and related
services to meet end-to- end requirements of users across the value
chain. The integration between media, technology and tele communication
firms would be an apt contemporary example.
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17. The Latest Trends in Business

1. Shareholder Value as a Strategy.
2. IT as a Utility. The cloud.
3. The Customer Chorus. Brought to you by
social networking.
4. Enterprise Risk Management. None too
soon.
5. The Creative Organization. Innovation
matters.
6. Open Source. Community resources
beyond software.
7. Going Private. SOX workaround.
8. Behavioral Economics. Freakonomics,
anyone?
9. High Potentials. Nurture, nurture, nurture.
10. Competing on Analytics. Well beyond the
gut level.
11. Reverse Innovation. R&D closer to global
markets.
12. Sustainability. Green is good.


“Unless you are networking, you will soon be
not working” Dr Denis Waitley
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18. ENABLERS

Challenges at work

Environment conducive to continuous learning

Recognition for work done

High degree of autonomy

Free flow of information / Communication

Timely feedback

Opportunities to exercise initiative and
creativity
Opportunities for expansion of sphere of
expertise
High pay and perks, ESOPs

Creating a ‘Communal Culture’ – Striking
balance between an individualistic task focus
and a social club.


Sub contract and fragmented projects

Insecurities and threats due to rapid pace of
change in area of expertise
Ambiguity and uncertainty in software
organisation.
Role of Politics.

Difficulty to have face to face contact with the
customer to clarify project requirements.
Lack of human touch and care

Dearth of management expertise at middle and
top management level
INHIBITORS




Some Enablers and Inhibitors affecting Performance in Indian Software Industry
¨

Core competency

¨
Innate goodness

¨
Adapting to changes rapidly

¨
Positive Attitude

¨
Enhanced quality of work

¨
Team Spirit and teamwork


¨
Alienation and burnout

¨
Attrition

¨
Selfishness

¨
Unaccountability

¨
Loss of trust

Performance
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19. Emerging Trends in Management -
2012 by Dr.Harry CD
- Is viewing the world solely through one’s own eyes and
perspectives.

–Is not recognizing that others have different ways of li ving
and working.

–Is a significant obstacle for managers working in a global
business world.

–Is falling into the trap of ignoring others’ value s and
customs and rigidly applying an attitude of “ours i s better
than theirs” to foreign cultures.
Red tapeism / Protectionism
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20. Emerging Trends in Management -
2012 by Dr.Harry CD
Emerging challenges
• Coping with the sudden appearance of new competitors
•Acknowledging cultural, political, and economic dif ferences
•Dealing with increased uncertainty, fear, and anxie ty
•Adapting to changes in the global environment
•Avoiding parochialism
Adopting a Global Perspective
Ethnocentric Attitude
The parochialistic belief that the best work approaches and
practices are those of the home country.
Polycentric Attitude
The view that the managers in the host country know the best
work approaches and practices for running their business.
Geocentric Attitude
A world-oriented view that focuses on using the best approaches
and people from around the globe




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21. Emerging Trends in Management -
2012 by Dr.Harry CD
Political Regrouping for Business
The European Union (EU) A unified economic and trade entity
Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands,
Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and Sw eden

North American Free Trade Agreement (NAFTA) Eliminated barriers to free trade
(tariffs, import licensing requirements, and customs user fees) United States, Canada,
and Mexico

U.S.-Central America Free Trade Agreement (CAFTA) Free Trade Area of the Americas

Southern Cone Common Market (Mercosur)

Association of Southeast Asian Nations ( ASEAN) Trading alliance of 10 Southeast Asian
Nations

African Union

South Asian Association for Regional Cooperation ( SARRC)





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22. Emerging Trends in Management -
2012 by Dr.Harry CD
World Trade Organization (WTO)

•Evolved from the General Agreement on Tariffs and Trade (GATT)
in 1995.
•Functions as the only global organization dealing with the rules
of trade among nations.
•Has 149 member nations and 32 observer governments.
•Monitors and promotes world trade







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23. Emerging Trends in Management -
2012 by Dr.Harry CD
The way IT industry is identified
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24. Emerging Trends in Management -
2012 by Dr.Harry CD
Managing in a Global Environment

The Legal Environment
Stability or instability of legal and political systems
Legal procedures are established and followed
Fair and honest elections held on a regular basis
Differences in the laws of various nations
Effects on business activities
Effects on delivery of products and services

The Economic Environment
- Economic Systems
- Free market economy - An economy in which resources are primari ly owned
and controlled by the private sector.
- Planned economy - An economy in which all economic decisions are planne d
by a central government.
- Monetary and Financial Factors
•Currency exchange rates
•Inflation rates
•Diverse tax policies
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25. Emerging Trends in Management -
2012 by Dr.Harry CD
The Cultural Environment – Localisation of culture

Is the values and attitudes shared by individuals from a specific count ry that
shape their behavior and their beliefs about what is important.
May have more influence on an organization than the organization culture.


Challenges and Risks
•Giving in to a culture of collaboration
•Avoiding protectionism
•Openness associated race, colour and culture
•Accepting leadership styles and management approaches

Risks
aLoss of investments in unstable economic environment
aIncreased terrorism
aEconomic interdependence



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26. What Are Americans Like
Americans are very informal.

Americans are direct.
Americans are competitive.

Americans are achievers.
Americans are independent and individualistic.

Americans are questioners.

Americans dislike silence.

Americans value punctuality.

Americans value cleanliness.
Sources: Based on M. Ernest (ed.), Predeparture Orientation Handbook: For Foreign Students and Scholars Planning to Study in the
United States (Washington, DC: U.S. Information Agency, Bureau o f Cultural Affairs, 1984), pp. 103–05; A. Bennett, “American Culture Is
Often a Puzzle for Foreign Managers in the U.S.,” Wall Street Journal, February 12, 1986, p. 29; “Don’t Think Our Way’s the Only Way,”
The Pryor Report, February 1988, p. 9; and B.J. Wattenberg, “The At titudes behind American Exceptionalism,” U.S. News & World
Report, August 7, 1989, p. 25.

27. Contacts: [email protected]

[phone] Thank you
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2012 by Dr.Harry CD 27