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Challenges faced by 21st century managers
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Key Future Challenges for Managers Every time a generation starts to leave the workforce, and a new generation starts to step in managers face key challenges. In the near future Baby Boomers will steadily leave the workforce, and managers will have key challenges to address in terms of gender and generational supervision. There are numerous issues that managers will face in the future with their employees including: employees expecting flexible of schedules, finding talented candidates, dealing with the constant update in technology, and many more. The following are all key challenges that future managers will face in my eyes, starting with employee’s expectations. Managers of the future will face the challenge of future employees expecting flexible
Managers must focus on serving the customers and their needs. However, doing so will require employees to fight the urge to be lured by the best new shiny thing around. It is easy for employees from Generation Y to get lost in tweets, podcasts, Facebook posts and ads, press releases and more. I can imagine in the future this will only get worse with Generation Z being introduced to more and more new great technological advances. This is also true the other way around; some managers may have to worry about losing their job in the future because so many stores may make all of their business from online sales. Another challenge I can see managers facing in the future is an increased pace of technology change. To explain, more and more technology is making its way into organizations including computers, iPad, video conferencing, etc. Managers can anticipate a constant need to keep up with technology in the future. Further, if Boomers are still in organizations as technology picks up the pace, they are already having a tough time working with technology, and as it advances they will have an even harder time doing
In the article “Why Your Office Needs More Bratty Millennials”, the author Emily Matchar expresses a variety of reasons why the new generation in the workforce (millennials) needs to have their voices heard. She uses different terms to discuss this generation of workers, including Generation Y, another common name for millennials. Matchar’s exposition of why millennials are changing the workplace is broken down into specific points. She references the declining job market and why, due to circumstance, it is hard for millennials to get jobs as it is. Moreover, millennials are now pushing for a “customizable” workplace, such as being able to set their own hours. It appears that Generation Y is executing the wishes that other generations of workers subdue, and are subsequently portrayed as a vocal group by default. As a result of millennials’ demands, various companies are now beginning to conform to the ideas this generation presents. As such, new policies are being implemented,
Boomer’s see millennial’s as having a short attention span which is not what millennial’s intend. If they don’t see a job working out, they are faster to jump ship than Boomer’s and that fearless attitude actually leverages them more power with their company. Sherry Buffington, co-author of Exciting Oz: How the New American Workforce Is Changing the Face of Business Forever and What Companies Must Do to Thrive, says that they have the upper hand because they are perfectly fine working dozens of different jobs in their lifetime. “In a survey conducted by IdeaPaint of 600 employed Millennials, 49 percent believe that poor management is dragging their company down; 45 percent attribute that to the lack or misuse of technology solutions.” (Avallon) This helps the reader to better understand the mentality of millennial’s. They are typically more tech savvy then their older bosses and feel they could make more of an impact if they were in charge. Millennial’s are hard-wired to think that time really is their most important resource. If they feel they aren’t being treated completely fair then they won’t hesitate about trying to find a new
The issue at hand constitutes that companies are not willing to look beyond their aging workforce, choosing instead to push them out of the technological loop rather than attempting to incorporate them as valuable assets. "There is enough research that says older workers are dependable, they can change, they can learn. What we haven' t come to grips with is that research and management practice are not always related" (Capowski, 1994, p. 10).
With the current change in demographics throughout the workforce, organizations are feeling the effects of a larger percentage of baby boomers retiring and a large percentage of millennial new entrants. The words used to describe millennial employees, “spoiled, trophy kids, ambitious”, seem to be as everlasting as the constructive and negative perspectives attached to them. Many can debate on the entitlement of these employees within an organization, how these employees can be groomed and managed to better fit the organization, the positive and negative attributes they bring into the workplace, and how the preceding can benefit or derail the effectiveness of an organization. Nonetheless, a harder debate, comes about in denying that organizations must adjust to and integrate these employees into the workforce.
A current recession is forcing people to have to deal with low wages and a horrendous lack of flexibility, in regards to hours. In fear of unemployment, today’s work choose to bear with these conditions instead of demanding for better treatment. In “Why Your Office Needs More Bratty Millennials,” Emily Matchar, the author, claims that the workforce would benefit from adding millennials, those born from 1983-1999, because their aggressive demanding tactics would cause companies to eventually have to adapt. These companies would have to adapt because by 2025, 75 percent of the workforce will be millennials. All of the external sources and numbers, provided by Matchar, don’t back up her claim, resulting in a weak
The main themes addressed in this article are the generational changes within the workforce, the advancements in the economy that are affecting the workplaces and the changes in the work ethic of employees.
Upon entering the workforce, this generation worked for organizations that had “clear lines of authority, strict assignment of responsibilities, rank based on seniority, and an implied work contract; they expected to work for the same company until retirement and valued job security and stability” (Fore, 2013). However, because this generation was often absorbed with the past, “technology represented an unpleasant change that required training and adjustment, as it affected both their work and personal lives” (Fore, 2013).
As a matter of fact, the manner in which they handle their children at home, managing their expectations should be the actual case in the work places. The generation Y employee is a constrained bomb of ideas, innovations, and expectations which only then transforms to expectations. The point is, these young employees have abilities that lack capacities. So now they look unto the generation X, the management to feed these capacities, as much as they may do this in a shrewd manner definitive of their expectations (Vaiman & Vance, 2008) Ideally, the generation X should be ready to embrace change in whose case the models of change should be very instrumental to help them manage the generation Y and their ideas and suggestions of change. The synthesis of the two conflicts now becomes the fusion of cultures to end up with a stable understanding of procedures for the young employees and a modern inception and injection of modern ideas into the long held organization cultures,
The focus of this paper is to elaborate on the changing landscape of work in America during the twenty-first century. According to the researchers, as the economy continues to slowly recover from the recession and economic crisis, more of our baby boomers are reentering the workforce. In addition to the introduction of automation and computer technologies into the workplace, this has dramatically changed the nature of jobs for the older workers (Czaja and Sharit 2009). As stated in the Government Accountability Office in 2006, the number of workers over age 55 is projected to increase significantly over the next 20 years. Evidence shows that ageism, stereotypes, and misinformation about our older population continue to be major issues across
Working in today’s society has changed in the last few decades. The economy and technology are the main reasons for this change. The type of job and environment where one works has also changed. The fact that many people work from home via the internet has drastically changed the workforce and the environment surrounding it. With this change comes new demands, expectations, and opportunities for employers.
How do you feel about having management responsibilities in today's world, characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and qualities that are important to managers working in these conditions.
Klobucher, T 2011, Characteristics of Generation 2020: Generations at Work, The Great Workplace Revolution, accessed 11 November 2013, http://www.thegreatworkplacerevolution.com/characteristics-of-generation-2020-generations-at-work/
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
As Generation Y, we are 63 million members strong and spend more than a billion dollars annually (Marketsource). With such spending power it is easy to see why companies choose us as their target market. We have grown up in a "'consumption culture" are "taught that (we) will be satisfied if we purchase products to fill our wants and desires" (Youth in the Third Millennium). Perhaps this need to buy things is only a progression ...
In the 21st century they consist of various barriers that prevent managers and leaders from achieving their goals and improving their organizations work. Managers constantly try tackle this issues that drive towards lowering productivity. Challenges of management include :