BUSINESS MANAGEMENT
Do You Know That Modern Management Is Broken?
A discussion about why workplace management is fractured
Around the world, executives are widely perceived as selfish and socially irresponsible. There’s growing pressure on organizations to be more proactive, to participate in social goals, with purposeful vigor.
Legacy management models perpetuate a dangerously narrow view, with corporate interests at the heart of this. Some even encourage managers to adopt a defensive position when confronted with stakeholder challenges.
The problem is that traditional management, while good at compelling obedience and harnessing conformance, it fails miserably at engaging the spiritual and emotional needs of employees.
This article will reveal the bandaids holding management together.
Reinvention
With these challenges in mind, why aren't top executives fully committed to reinventing the management at grass-root level?
The disconnect is astonishing.
Why isn’t every organization experimenting with new ways of management — Setting goals, better decision making, motivating employees, allocating fair resources, coordinating tasks, and measuring progress in the right way?
The vast majority of managers systematically evaluate followers, but let's be honest here, they despise their managers.
It’s nauseating.
The way large organizations are structured and managed will be their downfall, negating their ability to flourish in the decades ahead.
What sorts of changes are needed in management practices, principles, and processes if we are to build companies fit for the future?
A Higher Purpose
Management must be aligned to the achievement of social good, noble goals of significance in the community.
Management practices must be about the interdependence of all stakeholder groups with zero weightings on the interests of managers.
Philosophical reconstruction
To create truly resilient organizations, management processes must be rebuilt from the ground up. With principles from theology, biology, neuroscience, design, and anything else other than management.
If not — we’re Fv<ked.
Tomorrow
Future management systems must encourage natural hierarchies, whereby power is bottom-up, not top-down.
A culture where leaders emerge alongside their peers, rather than being appointed by a friend, or a relative.
Trust
Dishonesty, mistrust, and fear is everywhere, toxic cancer in business that kills innovation.
It destroys innovation.
Innovation is suffocated in organizations that are compelled to exert management to control all from within.
Control
Control is grounded in fear. Rules and sanctions in business are the equivalents of condoms in love.
Some managers are just rubber.
Leadership
Leaders must be comfortable in a complex and dynamic environment, riddled with ambiguity.
Entrepreneurs of meaning.
Architects of collaboration.
Diversity
In the future, organizations that value diversity will surpass those that don't, or rather can’t.
Its a choice.
Divergence will destroy conformance and consensus.
Final Thoughts
In a turbulent world, a strategy should no longer be a top-down activity. What’s now required is a strategic process that involves the frontline.
A bottom-up approach.
A paradigm shift that reflects human principles — empathy, trust, variety, selection, fairness, diversity, and loyalty. The list is endless.
It’s time to rip up the rule book folks — to redefine management.
