THE WAYS IN WHICH MANAGERIAL ROLE HAS CHANGED IN THE 21ST CENTURY Globalization and advances in technology has brought changes to the business environment and the world as we know it today. Consequently, the nature of work has changed and it has brought on new challenges for managers (French et al, 2008). There is therefore the need to examine the ways the role of managers has evolved as a result of these changes. The role of managers is primarily to guide organisations towards the accomplishment of its goals. Certo and Certo (2009) identified four major activities that mangers use in achieving organisational goals. These are planning, organising, influencing and controlling. The way managerial role has changed with be assessed based on this four activities.
Planning refers to objectives and goal setting. Traditionally, planning has been concentrated at the top with employees been told what the next strategy is. The changing nature of work implies that managers and employees plan and execute decisions together (Bouchikhi and Kimberly, 2000 cited in Mullins, 2011). Employees’ views are now being taken into consideration in taking operational decisions. Managers have to plan in an uncertain world as such they have to be proactive and know how to manage risks.
Organising involves creating structures and the division of labour. Managers would have to constantly restructure their organisations in line with changes in the business environment and their strategy. There is the need for proper delegation of authority. Advances in technology have brought about the trend towards ‘virtuality’ which removes some aspect of the borders and design of the traditional organisation by carrying business operations with the use of information technology (Certo and Certo, 2009). Managers have to be able to organise work and find efficient ways of communicating within this virtual environment.
Influencing has to do with creating enthusiasm in people and inspiring employees...
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