The importance of management
The root cause of success and failure
A group succeeds when its members work in full harmony toward the attainment of their shared chief purpose. Such a group creates a mastermind that is more than the sum of its parts. We believe that such a coordinated effort is the single root cause of the success and lack of it the root cause of failure of any group – regardless of their size and purpose.
The job of the manager, and the becoming of a leader
The single most important job of a manager is to enable such a mastermind alliance, that he or she is part of, and to coordinate the effort toward the attainment of the shared purpose. When a manager does this job right, then others may start calling him or her a great leader.
Put a dent in the universe
Moreover, Managers can have a significant impact on the world and society. Their organizational success or failure has psychological, physiological, geological and economic effects on the people in those societies and the environment they live in that may last for generations. That is why we honor great managers and management.
The challenges of 21st Century management
- In managing change
- Fast-Paced of Market Change & Globalisation
- The emergence of New Technologies,
- Availability of Knowledge, and its accessibility
- Less barrier to entry for new companies
- An increasing number of disruptive innovation and business models
- Much higher complexity than the 20th Century environment, yet higher volatility and uncertainty.
- In managing worker
- Mostly Knowledge workers.
- Learning, Using information to handle different type of work (problem-solving & Creating)
- Sharing Information, Learning and Teaching is part of the job of every worker
- Multidisciplinary workers, while new knowledge emerges more frequently.
- In managing work
- Most work is not physical
- Work is intangible and invisible
- Work is non-homogeneous in nature and less repetitive
- Work as Knowledge and information is available in multi-locations (heads of people) at the same time
- Multi disciplines require to complete the work (interdependencies of workers)
- Mostly problems solving, creative work
- Different Environments, Best Practices do not apply.
To handle all these and more, the 21st-century manager must be a more effective learning machine than ever before and remarkably adaptive.
At 21.management, We want managers to be competent and more successful. For that, we want to make it more accessible for managers to learn and buildup their capabilities, While developing novel thinking models through experimenting, reflecting, and sharing.
The vision of 21.management is to provide managers of all levels a central continued learning space so that they can learn, share, and use 21st-century management principles and thinking models with confidence.
Participating in developing novel mental models, principles, practices, techniques, and tools is the crucial element of learning and self-development. Regardless of the effectiveness of newly used or developed practice; one gains a lot by going through the process of identifying a problem, discovering the right solution through experimenting, gathering evidence, and finally sharing learnings. The development of novel management mental models is the most important pillar of 21.management vision. Individual contributors and managers can collaborate to develop and test different management mental models.
21.management promises to the for-profit and nonprofit business worlds the kind of managers who have the know-how and are able to:
- balance demand with business capability,
- provide fit for purpose services and products today and tomorrow consistently,
- anticipate future needs, and proactively prepare for them,
- build a culture that can survive any turbulence today and tomorrow.
Such managers will have satisfied employees, customers, and stakeholders today and in the future. They are the kind of managers that build ever-flourishing and everlasting companies.
That is the promise of 21.management, and over the next few years, we will build on that vision.