Management Challenges for the St 21 Century

6974 WordsJul 23, 201128 Pages
MANAGEMENT CHALLENGES FOR THE ST 21 CENTURY The Central Management Issues of Tomorrow PETER F. DRUCKER SUMMARIES.COM is a concentrated business information service. Every week, subscribers are e-mailed a concise summary of a different business book. Each summary is about 8 pages long and contains the stripped-down essential ideas from the entire book in a time-saving format. By investing less than one hour per week in these summaries, subscribers gain a working knowledge of the top business titles. Subscriptions are available on a monthly or yearly basis. Further information is available at http://www.summaries.com. Management Challenges For The 21st Century - Page 1 MAIN IDEA Business management is currently in the middle of a…show more content…
Supporting Ideas A paradigm is a basic assumption about reality. Therefore, paradigms determine what is considered to be a "fact", and what can be disregarded with impunity. Prior to the 1980s, the following management paradigms held: 1. Only businesses are concerned with management philosophies and practices. 2. There is only one right way to manage people. 3. There is only one correct organizational structure. 4. Managers focus solely on internal issues. Since the 1980s, however, the paradigm, the underlying assumptions of management has changed considerably. The old paradigms have actually become obstacles, and they must be replaced. The new emerging paradigms of management are: 1. Management practice does not just apply to businesses. It is valuable in any and all organizations. At the beginning of the last century, almost everyone was engaged in economic activities to survive. In the next century, however, more and more people will move into nonprofit social activities. It is in this area that systematic, principle-based management can produce impressive results. 2. There is no "right" or "wrong" organizational structure. The object is to develop a structure that fits the task. History has shown there is no "right" or "wrong" way to structure an organization. Instead, the structure should be viewed simply as a tool for enhancing productivity -- and whatever enhances productivity and builds on strengths
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