Few Changes in Management Concepts Top-10

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Few Changes in Management Concepts Top-10
Madan Gopal Agarwal, Business Consultant, India

It is amazing to note that 9 out of 10 global top management concepts of 2010 are common with 2009. This means we have not changed our thinking and working styles and remained slave to status-quo. It is not, therefore, surprising that we have not made any significant progress as human race!
To me, top management concepts that shall matter are the basic building blocks like clear vision / mission, goal setting, strategising, operational perfection, result-orientation, talent management, systematic thinking, etc., supported by tools like toc, TPM, TQM, Six Sigma, lean management, balanced score card
The focus has to be on 'what to do?', 'how to do?' and then 'to do!.
This is one of the approaches one has to dwell upon.
I invite comments from my friends in management field.

Few Changes in Management Concepts
Ali Sumner, CEO, Australia
Hi Madan - if you really believe we have remained slaves to the status quo, it seems strange that you consider the top management concepts that matter: vision/mission, goal setting, operational perfection, result orientation etc and in particular TQM and Balanced Scorecard as concepts and processes relevant to the 21st century knowledge economy. You might like to research what is happening with complexity science studies in the area of management. In particular complexity leadership studies that challenge the 1980's concepts you have suggested are the building blocks...
You may find there are completely new approaches to management and leadership emerging now that we are entering the second decade of the 21st century.

Challenges in 2nd Decade of 21st Century!
Madan Gopal Agarwal, Business Consultant, India
Hi Ali- very happy new year 2011. I am impressed by your speed of reaction and thank you for the same. Frankly, I am not very knowledgeable about Australia except some exposure when I wanted to but ajax group.
My knowledge is limited to Japan, USA, Europe and India, that too about 100 odd companies which are generally rated among top 200-500.
I would like to add to my knowledge about 'completely new approaches to management'' and, therefore, may I request you to please share these with me.
I am also wondering as to why are these not part of global top 10 management concepts?

Challenges in 2nd Decade of 21st Century!
Ali Sumner, CEO, Australia
Hi Madan - hny to you too! As pointed out by 12 manage in the top 10 disclaimer it is not the fashionableness of a concept that matters - maybe the top 10 are 'fashionable' for the members of 12 manage or maybe it is because there are not many new approaches that I am referring to listed in the 12 manage list yet... One that is listed is chaos theory - you may like to check out that interest group... The book I recommend however in regard to new approaches to management is: Complexity and the Nexus of Leadership: Leveraging Nonlinear Science to Create Ecologies of Innovation by Goldstein, Hazy, Lichtenstein 2010... Also you can search complex adaptive systems on Google.

Challenges in 2nd Decade of 21st Century!
Madan Gopal Agarwal, Business Consultant, India
Hi Ali, I wish to first thank you profusely to refresh me to be on similar wavelength. For last few years, I have been closely following Obolensky, Schnieder and other key researchers of CAS and adapting this in various leadership situations.
However, at the grass-root building block level, as you would have already noticed, they also use the same blocks as outlined by me in my original mail. They further clarify these in 8-principles model, 'yin' and 'yang' model, leadership versus management, leadership models, people and goals, non-linear dynamics, chaos theory, adaptation and evolution, paradox, uncertainty, why-how, etc.
I request you to continue enriching my knowledge. Thanks and regards, Madan
I request others also to comment and enrich all of us.

Challenges in 2nd Decade of 21st Century!
Ali Sumner, CEO, Australia
Hi Madan - from my reading of Obolensky's work and Schnieder they are sitting in different 'schools of thought' in regards to leadership and CAS. Putting them together I think is like trying to compare oranges and apples. Obolensky's introduction of a Taoist yin-yang model seems to me to be his answer to what he perceives as a paradox with leadership - put simply: a leader having to follow and lead at the same time... This paradox is, in my opinion however, still holding onto a leader-follower conceptual framework...
Schnieder, Somers, Lichtenstein, Uhl-Bien, Marion, McLelvey, Goldstein, Plowman et al and others, unlike Obolensky are publishing their work in association with ISCE (Institute for the Study of Coherence and Emergence), I don't feel they have the same underlying premise, therefore in the context of their theories the grass-root building blocks and tools you refer to, are possibly no longer useful for managers and in fact maybe counter-productive.

Challenges in 2nd Decade of 21st Century!
Madan Gopal Agarwal, Business Consultant, India
Hi, Ali- as is the case today, this advanced subject is still under development stage for the society / business / communities to follow. I am not as knowledgeable as you about it. That is why I had requested, and I request again, other fellow members to comment on it and enlighten all of us. Regards, Madan.

mauro, Entrepreneur, Brazil
Dear Madan and Ali, very good discussion. Iíd like to point out that all your statements are true but donít forget that we are dealing with people and only happy people can make the things happen! I think that a good knowledge management implementation will help a lot.


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