Presentation Outline

1
Presentation Outline

• The Concept of Change
  and the New Paradigm
• The Changing World
• The Changing Enterprise
• New Managerial Roles
• New Managerial Profile
• Implications on Management Education

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about How We Read

•   Aoccdrnig to a rscheearch at Cmabrigde
  Uinervtisy, it deosn't mttaer in waht oredr the
  ltteers in a word are, the olny iprmoetnt tihng
  is that the frist and lsat ltteer be at the rghit
  pclae.
• The rset can be a total mses and you can sitll
  raed it wouthit porbelm.
• Tihs is bcuseae the huamn mnid deos not raed
  ervey lteter by istlef, but the wrod as a wlohe.
  Amzanig huh?

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Our Workshop Today

• RULES OF THE GAME - CONTENT
• Simple Minds Discuss PEOPLE
• Common Minds Discuss EVENTS
• Great Minds Discuss IDEAS

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Our Workshop Today

• RULES OF THE GAME - PROCESS
• He, who speaks , does not know,
• He, who knows, does not speak
• Lao Tze
• I havent learned from those who taught me,
• But rather from those who talked to me
• St. August

5
Our Workshop Today

• RULES OF THE GAME PROCESS
• She, who speaks , does not know,
• He, who knows, does not speak
• Lao Tze
• I havent learned from those who taught me,
• But rather from those who talked to me
• St. August

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The Changing World

• Current Mega Trends
• Globalization
• Technological progress
• Structural changes
• Sectoral changes
• Institutional changes
• Demographic changes
• Sociological changes
• Psychological changes

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Dominant Technology and Its Broader Impact
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The Changing World

• Development Paradoxes
• Survival
• Population
• Science and Education
• Production, and Energy
• Employment, Work, Motivation
• The role of corporations
• Ethics
• Partial source

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SCIENCE TECHNOCRATIC PARADIGM

• - Analysis
• - Reductionism
• - Mechanicism
• - New, increasingly specialized disciplines
• -Tremendous body of knowledge
• - Fragmented segments of life / reality
• - Lack of synthesis
• - Closed systems
• - Cause/effect relationships
• - Deterministic approach
• - Free will, freedom, and choice ?

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EDUCATION IN TECHNOCRATIC PARADIGM

• Vertical expansion
• Horizontal expansion
• Better understanding of the reality
• Higher appreciation of the past
• Insufficient in forming a creative person
• The school as a mass-production system
• Emphasis on diploma
• Less on knowledge
• Much less on skills and abilities
• What about attitudes and values ?

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WORK TECHNOCRATIC PARADIGM

• Analysis (Work and Motion Study)
• Automation
• Production line
• but
• Dehumanization of labor
• Paradox and IRONY of the Industrial Revolution
  and the Technocratic Paradigm
• What was forgotten this time ?

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CORPORATIONS IN TECHNOCRATIC PARADIGM

• Advocates of freedom (externally)
• Maintaining control (internally)
• Big corporations - the last bastions of
  socialism (bolshevism?)
• Bureaucracy
• Ineffectiveness
• Inefficiency
• In collision with the expectations and
  aspirations of new employee profiles

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INDIVIDUALS IN TECHNOCRATIC PARADIGM

• Increased specialization
• Dependence on specialists
• Declining individual competence
• Sense of helplessness
• Anxiety about living
• Anxiety about making decisions
• Fear ! Fear of CHANGE !?

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ETHICS OF THE TECHNOCRATIC PARADIGM

• Protestant religion
• Utilitarianism
• Certain things are absolute ...
• The unit of measure
• MONEY
• MONEY, and
• ONLY MONEY

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ETHICS OF THE TECHNOCRATIC PARADIGM

• while the others becoming quite relative
• Beauty defined by function
• Truth replaced by credibility
• Justice becomes a plea bargaining process
• Voluntarism, charity and social responsibility as
  symbols of the past

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ETHICS OF THE TECHNOCRATIC PARADIGM

• - Relativism - Positivism
• - Pragmatism - Behaviorism
• Philosophical ideas which dominated American
  culture were underlying cause for a social
  climate in which ethics and values have been
  relegated to matters of emotion, attitude and
  feeling
• W. Michael Hoffman, philosopher, Director
  American Center for Business Ethics, Bentley
  College

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The Changing World

• Evolving Dilemmas
• Dilemma of Growth
• Materialism versus Quality of Life
• Dilemma of Power
• Control versus Freedom
• Dilemma of Profit
• Self-Interest versus Community
• Source

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The Changing World

• and the Increasing Role of Culture
• Will culture (replace ideology and) determine the
  destiny of corporations and societies?
• F. Fukuyama from The End of History (1989) to
  Trust The Social Virtues and the Creation of
  Prosperity (1995)
• S. Huntington The Clash of Civilzations and The
  Remaking of World Order (1996)

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The Changing World

• Call for a New Paradigm and
• Science (and technology) with their unrevealed
  power to change, shape, destroy the environment
  and to create the dominant metaphor for our
  internal consciousness, resemble a genie that
  escaped from the old magic lamp
• Two alternatives we have
• Either we construct a new ethical system which,
  in time must be abandoned as an outgrown shell,
  or
• We must construct a new lamp, develop an ethical
  system somewhat like the magnetic bottle used to
  contain the temperatures of nuclear fusion
• The search for the new paradigm is the search for
  that lamp
• Source

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The Changing World

• for Rethinking about Culture
• The Five Principles of Western Culture
• Equality of people dignity
• Freedom
• Participation
• Solidarity
• Subsidiarity
• Are they exclusively Western?
• Does globalization mean Westernization?
• Does globalization imply global solidarity?

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The Changing Enterprise

• Enterprises Are Changing
• By responding to change
• By driving it
• Externally
• Getting higher impact, while
• Assuming higher social responsibility
• Internally
• Greater diversity
• Higher inclusiveness

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The Changing Enterprise

• From Mechanic to Organic Structures
• Decentralized and flat architecture
• Autonomous units and networks
• Matrix organization
• Meta-structures
• A glue is needed

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The Changing Enterprise

• Inclusive Strategies
• Mission driven strategies
• Stakeholders approach
• (Diverse, international, global) customer focus
• New business models
• From resource to knowledge based strategies
• Metanational strategies - knowledge management
• Inclusive strategy formulation process

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The Changing Enterprise

• Adaptive and Flexible Systems
• Highly standardized, while
• Adaptive to local resources and markets
• Best practices and cross-fertilization
• Increasing reliance on IT
• Knowledge management
• Pay for performance

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The Changing Enterprise

• Integrated Skills
• Intellectual systems (People coupled with IT)
• Not only individual, but also organizational
• Not only internal, but also external
• Champion values
• Contextual knowledge and skills
• Interpersonal and cross-cultural skills
• Innovativeness
• Creativity
• Entrepreneurship / Intrapreneurship

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The Changing Enterprise

• Changing Managerial Style
•  
• Change rather than "command and control"
• Horizontal and collaborative management
• More leadership than managerial
• Communication, mobilization, motivation
• Advising, mentoring, coaching
• Leading from behind
• Entrepreneurial / Intrapreneurial spirit

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The Changing Enterprise

• Sophisticated People
•  
• Highly educated and mobile
• International, culturally diverse
• High aspirations and expectations
• New Psychological Contract
• Education as motivational factor
• Quality of work, quality of life
• War for Talents (McKinsey)

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The Changing Enterprise

• Shared Values Increasingly Important
• Internal culture - the cohesion glue
• Consistent with business philosophy and
  corporate image
• Strategic mentality across the organization
• Accepting risk, experiments, but also
• Tolerance for failures
• CARE the magic word
• Service comes first care for all stakeholders
• Care for universal values
• Individual rights
• Health
• Education
• Culture
• Environment

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The Changing Enterprise

• The Metaphor for Inclusive Organization
• Why from business? 
• Competition and hard work
• Performance
• Diversity
• Talents
• Recognition and rewards
• Having fun
• Why not from sports, or culture (music)?
• They seem to be even more inclusive

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The Changing Enterprise

• The Basketball Team Metaphor
• My ideal of a completely efficient and
  perfectly integrated organization is one that has
  no organizational chart, no divisions, no visible
  structure at all. In a sense, a basketball team
  that plays well fits this description The
  problem facing a basketball team is huge in its
  complexity, and the speed with which problem s
  occur is great. Yet an effective team solves
  these problems with no formal reporting
  relationships and a minimum of specialization of
  positions and tasks.
• William Ouchi, author of Theory Z
• Source

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The Changing Enterprise

• The Jazz Band Metaphor
• The Seven Rules of Improvisation
•  
• At any given time in a performance, know who my
  leader (soloist) is and where you are in my
  piece.
• The soloist should listen to and build off of the
  work of the band.
• Know the rules in order to know when to break
  them.
• Experiment as a group (e.g. by changing or
  eliminating structure) or as an individual (e.g.
  by overblowing or fiddling with your instrument).
• Expect occasional train wrecks. Recover and move
  on.
• Do not play the same solo over and over practice
  new approaches and styles in familiar pieces.
  Incorporating the unexpected is the essence of
  jazz.
• Regularly add some visiting players or visiting
  bands to develop new techniques for playing or
  new tunes and styles.
•  Source

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The Changing Enterprise

• Yet, the Picture Is Not so Bright
• The Challenge Myopia
• Wave makers, wave riders, wave takers
• The One Firm Firm controversy
• Too standardized and too normative approach to
  too many things, including shared values
• Strategies impossible to implement
• The Generation Gap

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The Changing Enterprise

• The One Firm Firm Controversy
• Efficiency (standardization, unification) versus
• Effectiveness (creativity, diversity)
• Critical Mass (needed for problem solving, or
  making breakthrough in a known direction),
  versus
• Critical Brains (defining what the problem is,
  or making breakthrough in defining the direction)

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The Changing Enterprise

• The Generation Gap
•  
• "Since the end of World War II, corporate
  strategy has survived generations of painful
  transformation and has gone appropriately agile
  and athletic. Unfortunately, organizational
  development has not kept the pace, and managerial
  attitudes lag even further behind.
•   As a result, corporations now commonly design
  strategies that seem impossible to implement, for
  the simple reason that no one can effectively
  implement
•  
• 3rd generation strategies, through
• 2nd generation organizations, run by
• 1st generation managers".
•  
• Source Christopher A. Bartlett and Sumantra
  Ghoshal Matrix Management
• Not a Structure, a Frame of Mind, HBR,
  July-August, 1990.

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New Managers are Needed

• The Inclusive Managers
• While fully achieving economic performance and
  bottom line, they go beyond by
•  
• Humanistic approach
• A Renaissance perspective
• Recognizing diversity and building on it

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New Managers are Needed

• Possible Managerial Metaphors
•  
• Leonardo da Vinci
• A Decathlon As
• A Basketball Coach
• A Symphony Orchestra Conductor

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New Managers are Needed

• Managing Oneself
•   Very few people work by themselves and achieve
  results by themselves a few great artists, a
  few great scientists, a few great athletes.
• Most people work with others and are effective
  with other people. That is true whether they are
  members of an organization or independently
  employed.
• Source Peter F. Drucker Managing Oneself,
  HBR, March-April 1999

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New Managers are Needed

• Managing Others
• Relationship responsibility
• Accepting that other people are as much
  individuals as you yourself are, with their own
  strengths, their own ways of getting things done,
  and their own values
• Taking responsibility for communication with
  those whose work one depends on as well as those
  who depend on ones own work.
•   Source Peter F. Drucker Managing Oneself,
  HBR, March-April 1999

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New Managers are Needed

• Diversity Management Means
• Ethos
• Pathos
• Logos
• Mind would freeze without passion,
• Passion is blind without mind.
• Baruch de Spinosa
• The hearts has its own reasons, which reason may
  not comprehend.
• Pascal

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New Managers are Needed

• New Managerial Profile for
•  Professional knowledge and understanding
• Generalist rather than specialist
• Synthesis rather than analysis
• Perception rather than pure knowledge
• Contextual managerial skills
• Transformational leadership skills and values
• Emotional intelligence
• Spiritual intelligence
• Entrepreneurial / Intrapreneurial attitude

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New Managers are Needed

• New Tasks and Roles of Managers
•   
• From "command and control" to change management
• From routine to diversity
• From management by objectives to
• management by opportunities
• From management to leadership
• From supervision to support and inspiration
• From managing resources to managing knowledge and
  relationships
• From internal focus to a broader stakeholder
  perspective
• From bottom-line to social responsibility

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Towards a New Model for Management Education

• The Changing Role of Education ...
•  
• The Traditional Role
•  
• Preparing individuals (and social groups) for
  their economic and social life
• Providing the quantum of knowledge and skills
  sufficient for a lifetime occupation (profession)
•  
• The New Role
•  
• Preparing individuals (and social groups) for LLL
  
• (life-long learning)

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Towards a New Model for Management Education

• and Additional Specifics for Management
  Education
•  The changing role of management
• A growing impact and increasing social
• responsibility of both businesses and their
• management
• Management itself as an increasingly important
  actor in the management education process

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Towards a New Model for Management Education

• Face B-Schools Unready for Change
• The Challenge Myopia
• Self-satisfaction
• Quasi-monopolistic position
• Tradition and inertia driven culture
• Growing mediocrity
• Risk aversion