The document discusses emerging horizons in management in a changing environment. It outlines several key topics including developments in management fields, contemporary management challenges, and skills needed for future managers. Some of the horizons discussed are transnational management systems, increasing emphasis on technology, adapting to various cultures and environments, reinventing organizations, and focusing on newer areas like knowledge management and risk management. Future managers will need a diverse set of skills to address issues like globalization, diversity, continuous change and leverage information technology.

1. BY
Arvind Kumar
and
Pranav Kumar Ojha
MBA 1st Semester
MONIRBA , University of Allahabad

2. HORIZONS- mean a line at which
the earth and the sun appear to
meet just imminent or apparent

3. Why to study?
• Uncertainty of environment
• Competitive edge.
• Better services to consumers.

4. Points to be Covered under the topic,
“Emerging horizons of management in the
changing environment”
 Developments in the Field of Management
 Horizons
 Contemporary Management Theory
 Contemporary Management Challenges
 Challenge of International Management
 Focus of Attention For Future Managers
 Challenges in The Management Arena
 Issues involved in Future Management
 Skills required in Future Managers

5. Horizons
• Transnational management system
• Technology
• Organization and natural environment
• Cultures and multiculturalism
• Inventing and reinventing organizations
• Rural management
• Management of increased urban
generation

6. •Risk management
•Crisis management
•Knowledge management
•Security management
•Newer organizational designs
•Quality management

7. THE TRANSNATIONAL MANAGEMENT
SYSTEM
One of the most significant business and economic trends
is the transnational management system of the stateless
corporations
We can say that the trend towards “stateless” is
unmistakable and irreversible because it helps solve the
following problems
Trade problems
Political problems
Regulatory problems
Technology related problems

8. Technology
• Emerging technology are those technical
innovations which represent progressive
developments with in a field for competitive
advantages
• E- Commerce
• Mobile Banking
• RFID

9. Organizational and natural
environment
• HAWKEN proposes a set of GREEN FEES to
replace all of the taxes that we currently have.
• MANAGERS in the next century will undergo a
GREEN REVOLUTION taking the
ENVIRONMENT into account in their DECISION
MAKING on a routine basis.
• These GREEN TAXES can be used to make our
society better and turn the GLOBAL ECONOMY
into a GREEN ECONOMY.

10. Cultures and multiculturalism
• Making a strength of DIVERSITY will be the
necessity for the successful managers operating in
the next century.
• Managers have to think
differently about the
complex mosaic of
cultures.

11. Inventing and reinventing organizations
• Reengineering involves redefining processes
as patterns of relationships connecting
organizational members with people outside
the organizations.
• SPEED,QUALITY OF SERVICE,OVERHEAD
COSTS are the important competitive issues
that reengineering can address.

12. Risk management
In risk management, a
prioritization process
is followed whereby
the risks with the
greatest loss and the
greatest probability of
occurring are handled
first, and risks with
lower probability of
occurrence and lower
loss are handled in
descending order.

13. em ent
ma nag
C risis often
t
e men ocus on
anag ng f
m t ro cove
r
e
Crisis ludes s ions to r public
inc c relat o
i e t ssure
publ damag d a
very
any e a n t re c o e
g
ima holders ay.
tha Thre
o
e
stak underw comm risis on t :
is ts are s of c the
ele men efinition to
st d threat (b) the
mo a d (c )
n
(a) a tion, rprise, a
ganiz t of su time.
or en n
e lem t decisio
r
a sho

14.  It includes forecasting
potential crisis and
planning how to deal
with them.
For example, how to
recover if your
computer system
completely fails.
Hopefully,
organizations have time
and resources to
complete a crisis
management plan
before they convert in
stress.

15. Knowledge management
Knowledge Management
programs are typically tied
to organizational objectives
such as improved
performance, competitive
advantage, innovation,
developmental processes.
From management point of
view , knowledge workers
are those individuals whose
jobs are designed around
the acquisition and
application of information .

16. • Security management is a broad field of
management related to:
• Assets management,
• Human resource safety
function.
• It is the set of functions
that protects
telecommunications
networks and systems from unauthorized
access by persons

17. Newer organizational design and
challenges
Two newer organizational designs that have emerged recently are :
 Virtual organization
 Boundaryless organization
Challenges in organization
Are:
Managing workforce
Diversity,
Providing effective
Leadership

18. Virtual organization
Network of independent
institutions, businesses or
specialized individuals,
who work together in a
spontaneous fashion by
way of information and
communication
technology, in order to
gain a competitive edge.
They integrate, unify their
core-competencies and
function as one
organization

19. Boundary less
organization
A structure that
is not defined by
or limited to
 Horizontal
Vertical
 External
boundaries

20. INCREASING QUALITY
CONSCIOUSNESS
It has generated the adoption of following
practices:
(1)emphasis on total quality
management (TQM)
(2)moving towards six sigma

21. Emphasis on TQM
It can be defined as “ a philosophy of management
driven by continual improvement and responding
to customer needs and expectations.”
Total quality is called total because it consists of two
qualities: quality of return to satisfy the needs of
the shareholders, and quality of products.
Features of TQM:
Intense focus on customer
Concern for continual improvement
Process- focused
Improvement in the quality of every thing the
organization does.

22. Six sigma constitute of-

23.  Theory z-
• American style of Management (Type A)
• Japanese style of Management(Type B)
 Excellence Movement Theory-
• Getting things done on Time
• Staying Close to The Customer
• Promoting Autonomy And Entrepreneurship
• Maximizing Productivity through People
• Using A Hands on Approach to Managing
• Doing What The Company Knows Best
• Maintaining A simple, lean, Organizational Structure
• Promoting both Centralization and Decentralization
simultaneous

24. • Globalization
• Ownership
• Environment
• Strategy Formulation
• Ethics and Social Responsibility
• Workforce Diversity
• Change
• Empowerment
• Information Technology

25. Globalization and management
• Management in 2000 and beyond will view
globalization in all its aspects:
• Speed
• Proximity
• attitude

28. • Political stability.
• Incentives(reduced interest on loans, tax subsidies, market protection etc.) to
attract foreign business.
• Reduced international trade barriers imposed on international trade( in the form
of tariffs, quotas, export restraint agreement and by-national laws).

29. • Value systems
• The social and Ethical beliefs
• Understanding and interpretation of
various symbols and different
languages spoken by people of
different cultures

30.  Development of organizational structures-
1. The ever-changing environment
2. Its increasing size and complexities
3. The changing needs of its employees
4. Multiple goals to be mutually satisfied
rather than satisfying a single goal

31. Increased emphasis on human
behaviors-
o Job analysis
o Transaction analysis
o Management by Objectives
o Management by exception
Increased attention on
Management of change

34. Qualities of the future managers
 He, besides being a specialist in his area of specialization,
must also posses requisite knowledge about other areas of
management.
 Without emphasizing on a single goal, he must maintain a
balance among the multiple organizational goals keeping in
the mind the impact of the various environmental changes.
 Various managerial skills should be possessed by managers
at all levels
 Manager’s vision should be clear, he must be able to
absorb future information, distribute it throughout the
organization , make and implement the decisions based on
this information.

35. a
• According to Adrien Furnham,a
professor of Psychology at the
University college of London,
“ Good managers in the 21st
century should understand conditions
and human needs.”
• They should realize that frequently the
heart rules the head and should know
what this means for an organization.

36. References
 MANAGEMENT BY STEPHEN P. ROBBINS, MARY COULTER AND
NEHARIKA VOHARA
 MANAGEMENT BY WEIHRICH,CANNICE AND KOONTZ
 MANAGEMENT BY STONER
 MANAGEMENT BY JAMES A. F. STONER AND CHARLES WANKEL;
THIRD EDITION
 SIX SIGMA PROJECT MANAGEMENT BY JEFFREY N. LOWENTHAL
 MANAGEMENT BY R.W. GRIFFIN, FIFTH EDITION
 PRINCIPLES OF MANAGEMENT BY DR. NEERU VASISHTH
 WIKIPEDIA
 GOOGLE

37. THANKS TO
SIR
AND
ALL THE
LISTENERS