Management's Changing World: Senior Managers Are Changing. Improving Their Personal Performance and the Performance of the People They Lead Will, by 2020, Be Part of Their Core Agenda, Says NZIM National Chief Executive David Chapman

New Zealand Management, May 2007 | Go to article overview

Management's Changing World: Senior Managers Are Changing. Improving Their Personal Performance and the Performance of the People They Lead Will, by 2020, Be Part of Their Core Agenda, Says NZIM National Chief Executive David Chapman


Given ongoing labour shortages, managing and improving the performance of people in future will demand the same levels of attention and rigour that financial processes do today, David Chapman told an Institute of Professional Engineers New Zealand (IPENZ) convention in Auckland recently.

This switch in emphasis and sudden recognition of the importance of people in the management process is the direct result of change, he said. "Between now and 2020 things will be dramatically different. The impact of that change is a new agenda for managers and executives. They will, as a Boston Consulting Group study suggested last year, need to respond to what the group suggests are major changes in the external environment, globally and domestically, as well as changes in the workplace," said Chapman.

Expectations of a manager's role are also changing, as is the way we assess their performance, he said.

"Working through the changes that will confront us in the next 13 years highlights just why things will be different for managers in 2020. Take the generational shift in the labour market for instance. Baby Boomers have dominated proceedings for the past few generations and now there are Generations X--the materialists of the '80s, and Y--the children of the Boomers who have grown up in a period of prolonged and relatively undisturbed economic growth."

DIFFERENT OUTLOOKS "Each of these generations brings a different outlook on life and a different set of needs and values. None fits readily into traditional working arrangements. Consequently, tomorrow's executive will be confronted with a cross-generational management challenge which will be intensified by a period of structural labour shortage as skilled people demand an increasing say in the way their workplaces operate. Managers will need the skills and practices to meet a much more complex and diverse set of needs and preferences than those faced by today's managers.

"And then there is the changing global economic order of things. Globalisation may have been on the agenda for 20 years but its impacts and consequences are intensifying and will continue to do so for the next 13 years." As the British magazine The Economist recently pointed out: "globalisation is unstoppable". The rise and rise of China and India is changing the world economic order and driving a significant long-term rebalancing of industrial activities towards lower-cost economies. And that is changing our economy and our traditional trading patterns and partners, said Chapman.

"Globalisation and its many manifestations will be a continuing feature of executive life in Australia and New Zealand. Executives will increase their focus on outside markets, travel more and spend more of their careers in other countries. They will need to take the building of language and inter-cultural skills more seriously. This is a call that New Zealand's Asia Knowledge Group has been making just as loudly and even more persistently. And managers' understanding of offshoring, supply chain management and diverse workforces will need to improve."

THE CHALLENGES "But," Chapman told his audience, "it is the changing workplace that offers the greatest challenges for 21st century managers. Executives have, over the past decade or so, managed their businesses to extract the full value of their financial and physical resources. They have not been so diligent about delivering the same from their people.

"Workplace flexibility will be a defining characteristic of the years to 2020. An extensive Australian study suggests that accommodating flexible work practices will require:

* Different methods of communication as individuals and functions operate from an increasing number of different locations;

* More sophisticated work monitoring approaches to account for the diverse combinations of weeks, days and hours worked;

* New approaches to performance measurement and management to reflect multiple pay structures and career streams; and

* Greater attention to building and maintaining a coherent, shared set of corporate values and culture in a workplace with high numbers of contractors and project-specific part-time employees. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Management's Changing World: Senior Managers Are Changing. Improving Their Personal Performance and the Performance of the People They Lead Will, by 2020, Be Part of Their Core Agenda, Says NZIM National Chief Executive David Chapman
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.