Visionary Leaders and Thinkers Recomment Adopting
A New Managerial Paradigm
Now companies like AT&tT, Procter & Gamble, and Dupont are offering employees personal-growth experiences of their own, hoping to spur creativity, encourage learning, and promote “ownership” of the company’s results. A handful of visionary leader-General Electric Chairman Jack Welch chief among them –are going beyond training seminars to a fundamental reordering of managerial priorities. Meanwhile, a small network of consultants, thinkers, and academics are working to transform business. Propelled by a belief that the world is undergoing major change, they call for a new paradigm-a whole new framework for seeing and understanding business-that will carry humankind beyond the industrial age.
The result is a curious convergence; executives seeking ways to reverse America’s fall from dominance sharing common ground with freethinkers drawn to business as the most powerful institution in a global society.
The new paradigm might be described as New Age without the glazed eyes the word “Paradigm” comes from the Greek for pattern, and the new paradigm is just that: a new pattern of behavior that stems from a new way of looking at the world. The old world view-Newtonian, mechanistic, and analytical- is present in everything from the Constitution with its clockwork system of checks and balances, to the rectilinear street plans of Washington, D.C and San Francisco, to the assembly lines devised by Henry Ford. The new paradigm ideas from quantum physics, cybernetics, chaos theory, cognitive science, and Eastern and western spiritual traditions to from a world view in which everything is interconnected, in which reality is not absolute but a by-product of human consciousness. Nobody is promising universal enlightenment next week, however. “What we’re talking about here is not a search for nirvana,” says Michael Ray, 51, holder of the BancOne chair in creativity at the Stanford business school. “It’s an attempt to deal with a very difficult time.”
So far, what has emerged is a host of management theories and practices benefiting an age of global enterprise, instantaneous communication, and ecological limits. Some are familiar: hierarchical organizations being replaced by more flexible networks; workers being “empowered” to make decisions on their own: organizations developing a capacity for group learning instead of waiting for wisdom from above; national horizons giving way to global thinking. Others may still seem a little far-out; creativity and intuition joining numerical analysis as aids to decision-making; love and caring being recognized as motivators in the workplace; even the primacy of profit motivate being questioned by those who argue that the real goal of enterprise is the mental and spiritual enrichment of those who take part in it.
Individually, each of these developments is just one manifestation of progressive management thought. Together, they suggest the possibility of a fundamental shift. Applied to business, the old paradigm held that numbers are all-important, that professional managers can handle any enterprise that control can and should be held at the top. The new paradigm puts people-customers and employees-at the center of the universe and replaces the rigid hierarchies of the industrial age with a network structure that emphasizes interconnectedness.
Why would companies want to embrace a new paradigm? “Because the old paradigm isn’t working,” says Ray. He argues that the decline of American business form its postwar apogee is like scientific anamoly-a situation the old theories fail to explain. Just as a new paradigm emerges in science when old theories stop working, the new paradigm in business begins to take form when the old-by-the-number school of management started to founder during the seventies. The surprise success of in Search of Excellence, with its explicit attack on the old model, signaled the beginning of a new perspective.
Several factors since have encouraged the trend. Perhaps the most visible is the faltering performance that has fed the vogue for Japanese management techniques and the quest for “excellence” But the driving force is the need for speed: The spread of computers and telecommunications and the rise of global markets have rendered bureaucracies hopelessly unwieldy. At the same time, a series of wrenching changes-deregulation, corporate takeovers the demise of the soviet bloc-has made the extraordinary seem commonplace. The sudden backlash against the money mania of the Eighties- combined, some say, with the gradual rise to power of the sixties generation- has put idealism back on the agenda. The result is a vague but growing sense that business has to be conducted differently…
In a recent speech before San Francisco’s Commonwealth Club, Levi Strauss Chairman Robert Haas, 48, sketched his idea of the corporation of the future: a global enterprise relying on employees who “are able to tap their fullest potential” and managers who act not as authority figures but as “coaches, facilitators, and role models,” Levi Strauss is striving to transform itself along those lines because it needs creative thinking and rapid response to satisfy a fashion-conscious public. “This company isn’t turning into a group of Moonies for some Platonic management good.” observes chief counsel Tom Baush, 47. “It’s a way of promoting our own success.”
Presumably Levi Strauss won’t be turning into a bunch of Moonies at all. The point of the new paradigm is not to get people to tom out in front of some guru but to encourage them to think for themselves. Ideally, this yields an organization that functions like a rugby team. “Rugby is a flow sport,” says Noel Tichy of the University of Michigan business school. “It looks chaotic, but it requires tremendous communication, continuous adjustment to an uncertain environment, and problem solving without using a hierarchy.” American business has been conducted more like football, with every play a call from sidelines.
One man who’s ready to play rugby is Jack Welch of GE. Having streamlined with a flurry of sales, acquisitions, and plant closings, Welch has now turned to the culture, “productivity is the key,” says GE’s head of management development, James Baughman, a former Harvard business school professor charged with effecting much of the change. “You can only get so much more productivity out of reorganization and automation. Where you really get productivity leaps is in the minds and hearts of people.”
But GE’s moves bear the twin hallmarks of new-paradigm thinking the systems view-seeing everything as interconnected- and the focus on people. Welch’s goal is fast turnaround and to get it he intends to create what he calls the “boundary less organization”-no hierarchical boundaries vertically, no functional boundaries horizontally….
So what’s the alternative? Business as a spiritual pursuit? Don’t laugh. Jack Welch recently remarked that he wants people at GE to feel rewarded “in both the pocketbook and the soul.” Thus is the lesson of the new paradigm: if people are your greatest resource and creativity the key to success, then business results cannot be divorced from personal fulfillment.
Case Summary
Visionary leaders and Thinkers calls for new paradigm, they say that the world is going through a major change. To tackle this change they speak about the new managerial paradigm instead of just arranging seminars and trainings as quoted by the GE’s chairman Jack Welch.
The word “paradigm” is Greek word which means “Pattern”, and the new paradigm means new pattern. New paradigm is the new eye to look at the world. People have got great value through new paradigm. New paradigm promotes team work and group learning behavior. The new organizations are eliminating the hierarchical patterns of the organization with the most powerful and new flexible networks of people who don’t wait for instructions from top level people. The modern managers don’t believe in centralization of work they organize team and groups. Love and wisdom are the two words recognized as motivators at the work place. Through love and wisdom the modern organizations are keen to achieve their goal of making their people enrich mentally and spiritually.
The scene of the business has changed tremendously like the demise of the soviet, deregulation, and corporate takeover, rise of markets, sophisticated technology, and new communication channels. All these variables defined earlier have made the old paradigm unable to work, which leads to the emergence of new paradigm. Levi Strauss is also taking place in modern business through new patterns of business by putting the people first. Levi Strauss managers are trying to become coaches not just the authority figures in the business. Creating the boundary less organization is first and foremost strategy of the modern managers.
For Discussion
How would you describe the new managerial paradigm?
Managers are the leaders of the organization. Leaders are given authorities at organization. The managers are working at various levels in the organization they have authority and power to move on but new managerial paradigm give value to the people and the modern managers do exactly same. Modern manager do not make themselves authority figure instead they create friendly atmosphere at the organization. As take example of the Levi Strauss, they create managers as “coaches, facilitators, and role models.” not the authority figures.
The new managerial paradigm can best be described that a manager can get work done through his/her subordinates in a way that the citizenship behavior is created.
A New Managerial Paradigm
Now companies like AT&tT, Procter & Gamble, and Dupont are offering employees personal-growth experiences of their own, hoping to spur creativity, encourage learning, and promote “ownership” of the company’s results. A handful of visionary leader-General Electric Chairman Jack Welch chief among them –are going beyond training seminars to a fundamental reordering of managerial priorities. Meanwhile, a small network of consultants, thinkers, and academics are working to transform business. Propelled by a belief that the world is undergoing major change, they call for a new paradigm-a whole new framework for seeing and understanding business-that will carry humankind beyond the industrial age.
The result is a curious convergence; executives seeking ways to reverse America’s fall from dominance sharing common ground with freethinkers drawn to business as the most powerful institution in a global society.
The new paradigm might be described as New Age without the glazed eyes the word “Paradigm” comes from the Greek for pattern, and the new paradigm is just that: a new pattern of behavior that stems from a new way of looking at the world. The old world view-Newtonian, mechanistic, and analytical- is present in everything from the Constitution with its clockwork system of checks and balances, to the rectilinear street plans of Washington, D.C and San Francisco, to the assembly lines devised by Henry Ford. The new paradigm ideas from quantum physics, cybernetics, chaos theory, cognitive science, and Eastern and western spiritual traditions to from a world view in which everything is interconnected, in which reality is not absolute but a by-product of human consciousness. Nobody is promising universal enlightenment next week, however. “What we’re talking about here is not a search for nirvana,” says Michael Ray, 51, holder of the BancOne chair in creativity at the Stanford business school. “It’s an attempt to deal with a very difficult time.”
So far, what has emerged is a host of management theories and practices benefiting an age of global enterprise, instantaneous communication, and ecological limits. Some are familiar: hierarchical organizations being replaced by more flexible networks; workers being “empowered” to make decisions on their own: organizations developing a capacity for group learning instead of waiting for wisdom from above; national horizons giving way to global thinking. Others may still seem a little far-out; creativity and intuition joining numerical analysis as aids to decision-making; love and caring being recognized as motivators in the workplace; even the primacy of profit motivate being questioned by those who argue that the real goal of enterprise is the mental and spiritual enrichment of those who take part in it.
Individually, each of these developments is just one manifestation of progressive management thought. Together, they suggest the possibility of a fundamental shift. Applied to business, the old paradigm held that numbers are all-important, that professional managers can handle any enterprise that control can and should be held at the top. The new paradigm puts people-customers and employees-at the center of the universe and replaces the rigid hierarchies of the industrial age with a network structure that emphasizes interconnectedness.
Why would companies want to embrace a new paradigm? “Because the old paradigm isn’t working,” says Ray. He argues that the decline of American business form its postwar apogee is like scientific anamoly-a situation the old theories fail to explain. Just as a new paradigm emerges in science when old theories stop working, the new paradigm in business begins to take form when the old-by-the-number school of management started to founder during the seventies. The surprise success of in Search of Excellence, with its explicit attack on the old model, signaled the beginning of a new perspective.
Several factors since have encouraged the trend. Perhaps the most visible is the faltering performance that has fed the vogue for Japanese management techniques and the quest for “excellence” But the driving force is the need for speed: The spread of computers and telecommunications and the rise of global markets have rendered bureaucracies hopelessly unwieldy. At the same time, a series of wrenching changes-deregulation, corporate takeovers the demise of the soviet bloc-has made the extraordinary seem commonplace. The sudden backlash against the money mania of the Eighties- combined, some say, with the gradual rise to power of the sixties generation- has put idealism back on the agenda. The result is a vague but growing sense that business has to be conducted differently…
In a recent speech before San Francisco’s Commonwealth Club, Levi Strauss Chairman Robert Haas, 48, sketched his idea of the corporation of the future: a global enterprise relying on employees who “are able to tap their fullest potential” and managers who act not as authority figures but as “coaches, facilitators, and role models,” Levi Strauss is striving to transform itself along those lines because it needs creative thinking and rapid response to satisfy a fashion-conscious public. “This company isn’t turning into a group of Moonies for some Platonic management good.” observes chief counsel Tom Baush, 47. “It’s a way of promoting our own success.”
Presumably Levi Strauss won’t be turning into a bunch of Moonies at all. The point of the new paradigm is not to get people to tom out in front of some guru but to encourage them to think for themselves. Ideally, this yields an organization that functions like a rugby team. “Rugby is a flow sport,” says Noel Tichy of the University of Michigan business school. “It looks chaotic, but it requires tremendous communication, continuous adjustment to an uncertain environment, and problem solving without using a hierarchy.” American business has been conducted more like football, with every play a call from sidelines.
One man who’s ready to play rugby is Jack Welch of GE. Having streamlined with a flurry of sales, acquisitions, and plant closings, Welch has now turned to the culture, “productivity is the key,” says GE’s head of management development, James Baughman, a former Harvard business school professor charged with effecting much of the change. “You can only get so much more productivity out of reorganization and automation. Where you really get productivity leaps is in the minds and hearts of people.”
But GE’s moves bear the twin hallmarks of new-paradigm thinking the systems view-seeing everything as interconnected- and the focus on people. Welch’s goal is fast turnaround and to get it he intends to create what he calls the “boundary less organization”-no hierarchical boundaries vertically, no functional boundaries horizontally….
So what’s the alternative? Business as a spiritual pursuit? Don’t laugh. Jack Welch recently remarked that he wants people at GE to feel rewarded “in both the pocketbook and the soul.” Thus is the lesson of the new paradigm: if people are your greatest resource and creativity the key to success, then business results cannot be divorced from personal fulfillment.
Case Summary
Visionary leaders and Thinkers calls for new paradigm, they say that the world is going through a major change. To tackle this change they speak about the new managerial paradigm instead of just arranging seminars and trainings as quoted by the GE’s chairman Jack Welch.
The word “paradigm” is Greek word which means “Pattern”, and the new paradigm means new pattern. New paradigm is the new eye to look at the world. People have got great value through new paradigm. New paradigm promotes team work and group learning behavior. The new organizations are eliminating the hierarchical patterns of the organization with the most powerful and new flexible networks of people who don’t wait for instructions from top level people. The modern managers don’t believe in centralization of work they organize team and groups. Love and wisdom are the two words recognized as motivators at the work place. Through love and wisdom the modern organizations are keen to achieve their goal of making their people enrich mentally and spiritually.
The scene of the business has changed tremendously like the demise of the soviet, deregulation, and corporate takeover, rise of markets, sophisticated technology, and new communication channels. All these variables defined earlier have made the old paradigm unable to work, which leads to the emergence of new paradigm. Levi Strauss is also taking place in modern business through new patterns of business by putting the people first. Levi Strauss managers are trying to become coaches not just the authority figures in the business. Creating the boundary less organization is first and foremost strategy of the modern managers.
For Discussion
How would you describe the new managerial paradigm?
Managers are the leaders of the organization. Leaders are given authorities at organization. The managers are working at various levels in the organization they have authority and power to move on but new managerial paradigm give value to the people and the modern managers do exactly same. Modern manager do not make themselves authority figure instead they create friendly atmosphere at the organization. As take example of the Levi Strauss, they create managers as “coaches, facilitators, and role models.” not the authority figures.
The new managerial paradigm can best be described that a manager can get work done through his/her subordinates in a way that the citizenship behavior is created.
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