Challenges faced by management

Challenges faced by management

• 1.
  CHALLENGES OF MANAGEMENT PRESENTED BY,AGLAIA
• 2.
  CHALLENGES FACED BYMANAGEMENT!  The changing economic world is throwing new challenges to the managers.  The management concepts and practices are shaping ‘tomorrow’s history’.  A number of changes are taking place which are influencing the work of managers.
• 3.
  GLOBALIZATION  Most ofthe countries are opening their borders to foreign products as well as foreign producers.  The companies of developed countries are entering foreign countries by opening manufacturing facilities there.  Management can license or franchise to another firm the right to use its brand name, technology or product specifications.
• 4.
   Managements ofglobal companies are adjusting their organizational structures as per the requirements of situations.  The managers are being taught to be global in approach.  Generally, the executives from concerned countries are given the responsibilities for running the subsidiaries.
• 5.
  WORK FORCE DIVERSITY Some managers feel that diversity can be asset because it brings a broad range of viewpoints and problem solving skills to the company.  It also gives a powerful competitive advantage.  The challenge for management is to make their organizations more accommodating to diverse groups of people addressing different lifestyles, family needs and work styles.
• 6.
   Managers willhave to shift their philosophy from treating everyone alike to recognizing difference and responding to those differences in ways that will ensure employee retention and greater productivity.
• 7.
  STIMULATING INNOVATION ANDCHANGE  The managements of multinational and transnational companies have to study the legal-political and cultural environment of the host country and device managerial practices and policies.
• 8.
  TOTAL QUALITY MANAGEMENT Total quality management is the mobilization of the whole organization to achieve quality continuously, economically and in entirety.  Quality cannot be improved through production process only but possible through an improvement in purchasing, marketing, after sale service and many other factors.  Total quality can be achieved with the co-ordination of various aspects related to purchase, production, sales etc.
• 9.
   In Atkinson’sviews, total quality is a strategic approach to producing the best product and service possible through constant innovation.  Total quality control is an effort in which everyone and every function of the organization participates.  Every management has to take care of total quality management otherwise its products will not find place in present competitive world.
• 10.
  EMPOWERMENT AND TEAMS: The workers at present are considered more knowledgeable and are relied to complete their work in a better way. Sometimes workers are considered to be performing better than even their managers.  Managers now recognize that they can often improve quality, productivity and employee commitment by redesigning jobs and letting individual workers and work teams make job- related decisions. This is called empowering employees.
• 11.
   Many organizationshave achieved better results by empowering employees and allowing them to plan and execute their work.  Human resource theorists have been criticizing over specializing of employees and stifling their capabilities.  Hallmark, AT & T, Motorola have successfully tried this method.
• 12.
  DOWNSIZING:  The downsizingor reduction in force has been going on in the last some years.  Every company is restructuring its organization and laying off those employees who are no more required.  Downsizing does not mean that work has been reduced in the organization.  In fact work has increased and reduced number of work force is doing up this work.
• 13.
   Managerial layoffscreate problems for the organization.  Those who leave do not feel good and have resentment against the management, those who remain in service also become a worried lot.  They are uncertain about their future and do not involve themselves whole heartedly in the work.  The work productivity and quality may suffer until employees again feel secure about their jobs.
• 14.
  CONTINGENT WORKERS  Theseare part-time, temporary or freelance employees.  Some labor experts contend that contingent workers make up 13 percent of the work force, while others say that the figure is as high as 30 per cent.  The percentage of contingent workers is increasing every day.  The companies have started downsizing their work force, some of these employees try to get part-time jobs to earn their living.
• 15.
   The corporationsare also of the view that the employment of a contingent employee does not bring much of financial liabilities as compared to regular permanent employees.  Managers have an additional responsibility to see that contingent workers are treated properly at work place.  The managers have to keep the whole work force motivated and creatively involved in work.
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