THE ASIAN INSTITUTE OF MANAGEMENT

Executive Center for Life-Long Learning (EXCELL)

THE EMERGING WORLD OF WORK

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 WHAT CHANGES ARE HAPPENING
GLOBALLY

1. PRODIGIOUS GROWTH OF KNOWLEDGE, IN

ALL FIELDS, NEW EXPERIENCES, NEW
HORIZONS;

2. RESULTING DIFFERENT UNDERSTANDING OF

HOW WORLD WORKS, CONCEPT OF THE
POSSIBLE BY DIFFERENT PEOPLES;

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3. FASTER, OFTEN DISCONTINUOUS, CHANGES
IN OFTEN SYNERGYZING TECHNOLOGIES –
CONJOINING INFORMATION TECHNOLOGY,
COMPUTERS, TELECOMMUNICATIONS FAST
BECOMING THE BASE OF MOST
ORGANIZATIONAL WORK;

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4. A NEW GENERATION OF PEOPLE
CONCIOUS OF THEIR DIFFERENCES, OF
THEIR OWN INDIVIDUAL ASPIRATIONS
AND AWARE OF THEIR NEWFOUND
POWER;

5. NEW SET OF GLOBAL PROBLEMS &

CONCERNS – e.g., GLOBAL WARMING,
FRAGMENTIZING NATIONS,
SPECIALIZED INTEREST/CAUSE
ORIENTED GROUPS DESIRING TO BE
HEARD;

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5. AS A RESULT OF NUMBERS 3 & 4,
PEOPLE DEMAND FASTER REACTIONS
TO EMERGING CITIZEN DEMANDS,
MARKET REQUIREMENTS;

6. NEED FOR CONSTANTLY CHANGING

NEW WORK & OPERATING
ARRANGEMENTS – NIMBLENESS,
AGILITY IS THE ORDER OF THE ERA;

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Cont.

6. DEMAND FOR MORE LEANER, AGILE

ORGANIZATIONS TO RESPOND FAST TO
CONSTANT MARKET CHANGES;

a. MERGERS & ACQUISITIONS

b. DIVESTURES, SPIN OFFS &
CONSOLIDATIONS
c. VIRTUAL ORGANIZATIONS
e. REDUNDANCIES & DOWNSIZING
f. CONSTANT REORGANIZATION

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8. GLOBALIZATION, DEREGULATION,
“COMMONIZATION” [USE OF COMMON
STANDARDS EVEN IN INSTITUTIONS OF
LEARNING] WILL CONITNUOUSLY INCREASE

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9. CHANGING/BLURRING BOUNDARIES
AMONG SECTORS, INDUSTRIES,
BUSINESSES, RISE OF NEW,
UNFAMILIAR COMPETITION;

10. MORE INTER-SECTOR

COLLABORATION, e.g., INDUSTRY,
ACADEME, GOVERNMENT (e.g.,
SINGAPORE TRIPLE HELIX PROJECT)

11. EMERGENT CONSTANT

REDEFINITIONS OF SOCIETAL
RELATIONSHIPS & EXTRA
ORGANIZATIONAL LIABILITIES.
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12. INCREASING URBANIZATION;

13. ENHANCED ATTRACTION OF NON-

MANUAL, NON-AGRICULTURAL WORK
WITH CORRESPONDING MOVEMENT
AWAY FROM AGRICULTURE (e.g. FELDA
EXPERIENCE;

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 OTHER CAUSES OF CHANGES?

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 UNMISTAKABLE MESSAGE 1:

YESTERDAY’S SUCCESS IS
TODAY’S FAST FAILING METHOD
AND WILL BE TOMORROWS FAILURE.

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 UNMISTAKABLE MESSAGE 2:

THE INDIVIDUALS, ORGANIZATIONS

AND NATIONS WHO WILL SUCCEED
ARE THOSE WHO CAN LEARN THE
PATTERNS IN THE COMPLEXITY AND
LEARN TO TURN THE OPPORTUNITIES
INTO REALITIES FASTER THAN ANYONE
ELSE.

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USEFUL CONCEPTUAL HANDLES TO
UNDERSTAND WHAT IS HAPPENING

HUMANITY’S CHANGING MINDSETS

 PRE-MODERN

 MODERN

 POST-MODERN

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 HUMANITY’S CHANGING MINDSETS
 PRE-MODERN

Society characterized by all-encompassing

legitimacy of specific set of values that dictate
behavior in all spheres of life.
Characterized by lack of distinction between
family , business; division of labor influenced by
age, gender, and status, high position of custom
in the system of values, self-sufficiency,
preference to saving and accumulation of capital
instead of productive investment, relative
autarky.
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 HUMANITY’S CHANGING MINDSETS
 MODERN
Primarily concerned with principles such as
identity, unity, authority, and certainty
Period that starts after Middle Ages to the
Industrial Age (late 18th Century) encompassing
so-called Age of Enlightenment; ends, for many,
with Post-Industrial Age in late 20th Century.
For managerial models, philosophies and
practices, period from early to mid 1900s most
significant.
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 HUMANITY’S CHANGING MINDSETS
 MODERN

Most critical aspects of Modernist viewpoint

 The World as a machine model

 The ultimate “knowability” of everything
 The reliance on science & the scientific method
 An optimistic view of persons yet a centrist-
elitist view of humanity

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 HUMANITY’S CHANGING MINDSETS

 POST-MODERN
Postmodernists tend to have evolving
philosophy based on changes experienced in
an evolving environment.
Their beliefs, practices are personal; not identified
with particular establishment or special group.
They hold few “absolute” truths; nothing is
absolutely true or false but depends on the
context.
Traditional authority seen as false and corrupted.
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•Disillusionment with modernism - Postmodernists rue the unfulfilled promises of science, technology, government, and religion.

HUMANITY’S CHANGING MINDSETS

 POST-MODERN
Post-modernists disillusioned with Modern
Age and the “unfulfilled promises” of science,
technology, government and religion.

Post-modernists embrace Globalization, many

claiming that national boundaries hinder human
communication. Nationalism, they believe, causes
wars. They often propose internationalism and
uniting separate countries.

MAGLopez, MARA BMP 2011 18

 POST-MODERN

MODERN

PRE-MODERN

THE OVERLAPS AND TENSIONS OF SEVERAL MINDSETS

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THESE CHANGES HAS
MOST CRITICAL EFFECTS IN THE
DEVELOPMENTS OF
MANAGEMENT & LEADERSHIP
THEORY AND PRACTICE

THESE CHANGES HAS

MOST CRITICAL EFFECTS IN THE
DEVELOPMENTS OF PEOPLES’
DESIRED WORLD VIEW

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MANAGERS, ALSO SEEN AS
LEADERS,

 WHO POSSESSED SUPERIOR

EXPERIENCE AND KNOWLEDGE

 SEEN AS WISER

 DESERVED BEING HEEDED,

FOLLOWED

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Therefore, it was the manager’s/leader’s
work to do the following:

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 CONSTANTLY
CHANGING
CONTEXT

MEANINGFUL GOALS / OBJECTIVES

CONTRIBUTION COMMITMENT
MANAGER

WORK
WORK GROUP

COMPETENCE
CONSTANTLY
CHANGING
CONTEXT
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Evolution of thinking on Management & Leadership

TYPE THEORIES*

SITUATIONAL THEORIES

CONTINGENCY THEORIES

TRAIT THEORIES

GREAT MAN THEORY

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 LAISSEZ FAIRE
DEMOCRATIC
PARTICIPATIVE
CONSULTATIVE
AUTOCRATIC

Friedman Model, Circa 1960s

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 GROUP
IV III II I MATURITY
LEVELS
HIGH LOW

HIGH

PARTICIPATING COACHING
RELATIONSHIP
ORIENTATION

DELEGATING DIRECTING
LOW
LOW TASK ORIENTATION HIGH

Self Directed Other Directed

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 BLANCHARD AND HERSHEY
SITUATIONAL “LEADERSHIP” THEORY:
MOST WIDELY KNOWN, MOST PROMOTED

MANAGER’S BEHAVIOR, ACTIONS DEPENDS ON

“GROUP MATURITY”

GROUP MATURITY MEANS KNOWING WHAT TO DO,

DOING THESE COMPETENTLY, EFFICIENTLY

GROUP MATURITY MEANS BEING ABLE TO WORK

EFFECTIVELY AS A GROUP/TEAM

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 JOSEPH C. ROST* & UNIVERSITY OF SAN DIEGO
CENTER FOR LEADERSHIP STUDIES, 1980-90

MANY COMMON FEATURES

BUT

LEADERSHIP MANAGEMENT

NOT THE SAME

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• BOTH ARE GROUP RELATIONSHIPS
INVOLVING GOAL ATTAINMENT

• BOTH INVOLVE ELEMENTS OF

TRANSACTIONS AND TRANSFORMATION

• BOTH INVOLVE PERSONS WHO SHOW THE

WAY AND PEOPLE WHO FOLLOW

BUT…

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 MANAGEMENT

1. AUTHORITY BASED RELATIONSHIP

2. ONE MANAGER (SUPERIOR) AND AT LEAST ONE

EMPLOYEE (SUBORDINATE)

3. PRE-DETERMINED WELL-LAID OUT TERMS OF

REFERENCE FOR COORDINATED ACTION

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4. PRODUCE A GOOD OR A SERVICE
AT COSTS THAT LETS ORGANIZATION

5. TRADE THESE IN VALUE ADDING

EXCHANGES

6. WORK FOR INCREMENTAL CHANGES

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 LEADERSHIP
1. INFLUENCE BASED RELATIONSHIP

2. INVOLVING LEADER AND MANY

FOLLOWERS (WHO ARE NOT
SUBORDINATES)

3. DEVELOP MUTUALLY SATISFYING

MODES OF WORKING TOGETHER

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LEADERSHIP
4. TOWARDS MUTUAL
DIRECTIONS

5. PRODUCE SUBSTANTIAL
CHANGES, DRAMATIC LIFE
IMPROVEMENTS*
* CHANGES IN BEHAVIOURS RESULTING FROM
CHANGES IN MINDSETS RESULTING IN NEW AND
EVOLVING CULTURE

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 JAMES MacGREGOR BURNS:
IN ANCIENT EGYPT

LEADER - SESHIM
FOLLOWER – SHEMSU
LEADERSHIP – SESHEM-T
Working together
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 Ronald Heifetz says that people face
three clusters of problematic situations.

• Rare Problem, Ill-understood

• No Tested Response Yet

• Less Common, Less Understood

Problem
• Unsure Responses
• Common, Well Understood Problem,
• Tried & Tested Responses

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• Common, Well Understood Problem,
• Tried & Tested Responses

Administrative responses
are needed for these...

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 • Less Common, Less Understood
Problem
• Unsure Responses

These are managerial moments.

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• Rare Problem, Ill-understood
• No Tested Response Yet

These are leadership

challenges.

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All three situations abound in
Organizations.

Therefore, both skills needed in

organizations

Mix of need for skills depend on

situation organization faces

Necessary to have both skills present

all the time

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CHALLENGE OF ACHIEVING WORKING BALANCE

• BALANCE DEPENDS ON SITUATION

ORGANIZATION FACES

• FOR ANY ORGANIZATION, DEPEND ON

STAGE OF LIFE CYCLE

• WITHIN ORGANIZATIONS DEPEND ON

NEEDED WORK

MAGLopez, MARA BMP 2011 40

 FOR OUR WORKSHOP…

1. WHAT CHANGES IS PHILIPPINES

FACING?
2. HOW WILL THESE AFFECT PHILIPPINE
LIFE?
3. WHAT IMPLICATIONS FOR STATE
UNIVERSITIES IF IT WANTS TO
CONTRIBUTE SUBSTANTIALLY TO
CONTINUING PHILIPPINE PROGRESS?
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