Emerging trends in management & Management’s new paradigms

DINESH PANT
FAR WESTERN UNIVERSITY

Abstract
Management is a social discipline that deals with people's and human institutions'
behavior and is thus subject to constant change. Management is dynamic, evolving
over time and across economic cycles. Due to the rapid development of science and
technology, globalization, and communication system, there has been development of
various new perspectives in management. Because of the rapid development of
science and technology, globalization, and communication systems, various new
perspectives in management have emerged. Business process re-engineering, total
quality management, strategic management, and standardization are examples of
emerging management trends. Similarly, the transformation is linked to building a
new level of consciousness, it has seen it important to understand different paradigms
for being able to observe different situations in business. The new paradigms includes
command and control, predict and control, business autonomy with high
empowerment, and purpose driven with wholeness market.

Emerging trends in management & Management’s new paradigms

Every theory relies on some fundamental assumptions about the reality upon which it
is based. Our management theories have been around for at least 50 years, while our
realities have changed dynamically. As a result, it is critical to make old assumptions
explicit and replace them with current realities. Management is a social discipline that
deals with the behavior of people and human institutions and is thus subject to
constant change.

Nature and issues of different emerging trends in management with research

agendas and appears

Management is not static; rather, it evolves over time and across economic cycles. In
the age of globalization, the dynamic nature of management has changed and
established a new emerging trend. Such emerging management trends include
business process re-engineering, total quality management, strategic management, and
standardization.
1. Business process re-engineering

BPR is the fundamental rethinking and radical redesign of business processes in order
to achieve dramatic improvements in critical modern performance measures such as
cost, quality, service, and speed. A process engineer will examine the research
agenda's activities to be performed and how they can be engineered to invest the
fewest resources while yielding the greatest returns. The researcher employs process
re-engineering to significantly improve key processes that impact their variables.
Reengineering business processes can reduce costs and cycle time while improving
quality.

2. Total Quality Management

TQM is a management philosophy that aims to integrate all organizational functions

(such as marketing, finance, design, engineering, and production, customer service,
and so on) in order to focus on meeting customer needs and organizational objectives.
The management can drive and direct the plan to form a research, deploy, support,
and participate in research activities, and check the literature reviews on the required
matter before acting, communicating, and revising to improve quality management.

3. Quality Circles

 A quality circle is a small self-governing group of employees, with or without

supervisors, who meet on a regular basis to identify, analyze, and solve quality and
other workplace problems. Members of a particular circle should, in general, be from
the same work area or perform similar work, so that the problems they choose are
familiar to all of them. The ideal group size is six to eight members who work
together to improve and develop the organization. A member of the quality group is
also required to conduct research in the related field.

4. Benchmarking

Benchmarking is the process of comparing the performance of a company's product,

services, or processes to those of other businesses that are regarded as the best in the
industry. It entails looking outward (beyond a specific business, organization,
industry, region, or country) to examine how others achieve their performance levels
and to comprehend the processes they employ. Benchmarking is used to identify
internal opportunities for improvement. The researcher can implement changes that
will yield significant improvements and provide the conclusion by reviewing the
literature that allows research agendas to be possible and then comparing the results.

5. Strategic Management

Strategic management is all about identifying and describing the strategies that
managers can use to improve performance and gain a competitive advantage for their
organization. Strategic management can also be defined as a set of decisions and
actions taken by a manager that determine the outcome of the firm's performance.
Strategic management is a continuous process that evaluates and controls the business
and industries in which an organization is involved; evaluates its competitors and sets
goals and strategies to meet all existing and potential competitors; and then re-
evaluates strategies on a regular basis to determine how they have been implemented
and whether they have been successful or whether they need to be replaced.

Paradigms of management

1. Command and control

The core beliefs is that there is clear separation of thinking and doing. The resources
has limited capacity and needs to be tightly controlled for getting results and
efficiency. Organizations shall be run as machines with detailed blueprints, strong
processes, clear work orders and continuous management control of the operations.
There must be strong heroic leadership style which focus on high IQ skills and logic.
There is also strong hierarchy in operational model. Ranks and titles have high
importance and information flow top-down. Strategy is created and decisions done by
management in the hierarchy. This is used often in chaotic situations and crisis. This
paradigm often used in military operations which brings short-term results in
challenging situations and high efficiency in executing known repeatable processes at
scale. It was used in 20th century industrial revolution.

2. Predict and control

In this paradigms, it is believed that individuals are driven by extrinsic motivation.

Targets and incentives are central elements. All operations and functions shall have
incentives and clear targets which will stimulate the business. Competition is the key
measure for short-term success. High IQ is essential for being able to design and
implement target settings and structures effectively. This paradigms is transactional
approach. In this paradigms, lower level are waiting for the expectations coming from
above. There is higher level of freedom (compared to Command & Control) to
operate within own territory for achieving targets received. It is governance based on
continuous KPI follow-up. This paradigms has “Results or Out” mindset. People are
replaced with new people in case results not achieved. It is longer term perspective
compared to Command & Control. Works are in stable business situations and
environment are enabling growth and scalability. It is used often for managing a mix
of different independent business without synergies. It is mostly used for portfolio
management.

3. Business autonomy with high empowerment

This paradigms believes that the results come with high autonomy and
team/individual empowerment. There is high level transparency and shared business
mindset used for enabling organizational empowerment. Organization is perceived as
a system and not as a rigid structure. Competition is perceived as positive challenge
and opportunity to benchmark long-term success. This paradigms need to be able to
lead without titles or ranks. There is high IQ essential for being able to inspire
individuals and leading the mental state and co-operation in the system. Leaders need
to understand how the system works and work as “enabler” for value creation within
the system. Various leadership styles required on situational basis. Strong leadership
is required from time to time, but servant leadership style playing an essential role.
This paradigms is more about relationships and value creation rather than
transactions. The operational model is to create high transparency and shared
consciousness into whole organization and foster co-operation between the
autonomous teams within the system. This paradigms is highly adaptive network of
autonomous teams works better in VUCA (Volatile, Uncertain, Complex, and
Ambiguous) environment. It enables individuals and teams to master their operations
and get a higher feeling of inspiration, inclusion and fulfillment. There is high
autonomy and agility make the organization more resilient to changing business
environment.

4: Purpose driven with wholeness mindset

Everything starts from higher purpose of organizations existence. Concept of
competition and business is irrelevant in this paradigms. It aims for wholeness where
body, soul and mind are integrated. Leaders must be willing to surrender their power
to the group. It requires humility, courage and highest level of trust. This paradigms
ensure self-organizing teams with high equality. Projects are done with self-staffing
without formal project managers. It is fully decentralized decision making with shift
from external to internal mindset. It is often transparent or even self-set salaries. It
believes in equal profit sharing. Some examples are globally in various industries, for
example Buurtzorg in Netherlands healthcare sector. Paradoxically has resulted in
great business results without specific focus on business metrics.

Conclusions

All the described four paradigms have their pros and cons generating benefits in
different situations. All of them are also always somehow present in every
organization’s operations. Since the transformation is linked to building a new level
of consciousness, we have seen it important to understand different paradigms for
being able to observe different situations in business. This understanding forms a
common terminology and enables the organization to self-reflect and more
consciously transform their operations into desired direction.
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