0 0 1 In this article I want to first give an overview of how managers have been functioning in classical organizations, then look at how their environments have changed and the impact that this has had on them and their ability to respond to their environment. Lastly I want to look at the new, developing role which requires managers to be responsive to this changing environment and to develop adaptive changes.
1. Failure of Traditional Management
In many organizations, managers have been taught to carry out the classical functions of management – planning, organizing, leading and evaluation. Yet any observer of human behavior would have to conclude that by and large this has not happened. Many managers have not understood their roles nor carried out their management functions at all well – particularly planning and evaluating. Probably leadership in many cases has been entirely lacking.
One of the major issues that I have with classical management theory and practice is that it is based on outmoded views of human behavior. It assumes also that we live in a stable unchanging environment which can be predicted with accuracy so that the organization can appropriately respond.
This model of management also assumes that the most competent, the very best performers and the most creative thinkers become managers. And we know that is not true! Many people achieve management positions for a diverse range reasons including those of talent, politics, age, experience or just being there at the right time.
As training for many managers is limited or non-existent, it follows that managers will tend to manage as they themselves were managed. Power and authority become important along with the trappings of office. The higher you rise, the greater the trappings!
So managers become people watchers rather than process facilitators. Unfortunately,