Loyola School of Management, September 15, 2012

Dr. Harry CD
harrycd2011@gmail.com
Research Interests include
Globally distributed teams / Virtual teams
Behavioral patterns of distributed teams
Software teams (WGX, TMX, LMX)
Cross culture
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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World on the edge

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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, deprivation,
disparity, exclusion and marginalization in societies.

The outburst is overtly directed against the persons in power 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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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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 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 Green management measures such as
certified environmental management
International and Global Management is systems (EMS) or tools like life cycle
concerned with the techniques and assessment activities are considered to
improve corporate environmental
practices that are involved in directing and
performance directly by mandating
controlling international organisations. 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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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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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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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

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2012 by Dr.Harry CD
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. Money matters but
that's not all there is.

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Information on Technology Companies
Emerging Trends in Management -
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Name of Total Employees Geographical Overall
Organization revenue FY strength locations number of
2010 (In offices
USD-Billion) (Countries)

TCS 8.26 198000 42 200

Infosys 6.35 133560 30 63

Wipro 6.0 100000 70 100

HCL 5.9 80000 31 60

Technologies

IBM 100 426751 170 ___

Gap Gemini --- 110000 40 136

Ness 0.5 6900 18 36

Source:
Harry CD, 2012, OCB of distributed teams: A study on the mediating effect of organizational justice in software organizations
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Electronics Countries Operating
Companies in
Flextronics 30
Sony 183
Canon 44
LG 40
Samsung 100

Automobile Countries Operating

Companies in
Ford 70
GM 157
Toyota 28
Benz & BMW 35 & 150 respectively
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Trends in Management

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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 spiraling impact. Perhaps the
best evidence of this is the recent financial crisis.

Technology

If the current wave of globalization has been the driving force behind the
most far-reaching and powerful changes in business, then information
technology has indisputably been the facilitator.
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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 the 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 interaction 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 effective analysis
of both individual and institutional psychology. Emerging Trends in Management -
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Business Ecosystems

Professor Carlyss Y. Baldwin feels that one of the most notable 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 telecommunication
firms would be an apt contemporary example.

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The Latest Trends in Business
“Unless you are networking, you will soon be
not working” Dr Denis Waitley
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. Emerging Trends in Management -
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 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 ♦ Core competency
High pay and perks, ESOPs ♦ Innate goodness
Creating a ‘Communal Culture’ – Striking
♦ Adapting to changes rapidly
balance between an individualistic task focus
and a social club. ♦ Positive Attitude
♦ Enhanced quality of work
Performance ♦ Team Spirit and teamwork

Sub contract and fragmented projects

Insecurities and threats due to rapid pace of
change in area of expertise ♦ Alienation and burnout
Ambiguity and uncertainty in software ♦ Attrition
organisation. ♦ Selfishness
Role of Politics.
♦ Unaccountability
Difficulty to have face to face contact with the
customer to clarify project requirements. ♦ Loss of trust
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

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Red tapeism / Protectionism

- Is viewing the world solely through one’s own eyes and

perspectives.

–Is not recognizing that others have different ways of living

and working.

–Is a significant obstacle for managers working in a global

business world.
–Is falling into the trap of ignoring others’ values and
customs and rigidly applying an attitude of “ours is better
than theirs” to foreign cultures.

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Emerging challenges

• Coping with the sudden appearance of new competitors

• Acknowledging cultural, political, and economic differences
• Dealing with increased uncertainty, fear, and anxiety
• 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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 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 Sweden

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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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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The way IT industry is identified

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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 primarily owned
and controlled by the private sector.
- Planned economy - An economy in which all economic decisions are planned
by a central government.
- Monetary and Financial Factors
•Currency exchange rates
•Inflation rates
•Diverse tax policies Emerging Trends in Management -
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The Cultural Environment – Localisation of culture

Is the values and attitudes shared by individuals from a specific country 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
Loss of investments in unstable economic environment
Increased terrorism
Economic interdependence
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 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 of 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 Attitudes behind American Exceptionalism,” U.S. News & World
Report, August 7, 1989, p. 25.
Thank you

Contacts:
harrycd2011@gmail.com
+91 9845713736

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