1. TACKLING THE MANAGEMENT CHALLENGES OF THE 21 ST CENTURY DR. William T Muhairwe NWSC

2. 7 20 th century management assumptions which are now obsolete i. Management is Business Management ii. There is - or there must be - ONE right organization structure. iii. There is - or there must be - ONE right way to manage people. iv. Technologies, markets and end-users are given. v. Management's scope is legally defined. vi. Management is internally focused. vii. The economy as defined by national boundaries is the "ecology" of enterprise and management

3. 8 New Management assumptions of the 21 st century i. Management is NOT only for profit-making businesses. Management is the specific and distinguishing organ of any and all organizations. ii. There is NOT only one right organization. The right organization is the organization that fits the task. iii. There is NOT one right way to manage people. One does not "manage" people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual...

4. New Management assumptions (Cont.) iv. Technologies and End-Users are NOT fixed and given. Increasingly, neither technology nor end-use is a foundation of management policy. They are limitations. The foundations have to be customer values and customer decisions on the distribution of their disposable income. It is with those that management policy and management strategy increasingly will have to start.

5. New Management assumptions (Cont.) v. Management's scope is NOT only legally defined. The new assumption on which management, both as a discipline and as a practice, will increasingly have to base itself is that the scope of management is not legal. It has to be operational. It has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.

6. New Management assumptions (Cont.) vi. Management's scope is NOT only politically defined. National boundaries are important primarily as restraints. The practice of management - and by no means for business only - will increasingly have to be defined operationally rather than politically.

7. New Management assumptions (Cont.) vii. The Inside is NOT the only Management domain. The results of any institution exist ONLY on the outside. Management exits for the sake of the institution's results. It has to start with the intended results and organize the resources of the institution to attain these results. It is the organ that renders the institution, whether business, church, university, hospital or a battered woman's shelter, capable of producing results outside of itself.

8. New Management assumptions (Cont.) viii. Management's concern and management's responsibility are everything that affects the performance of the institution and its results - whether inside or outside, whether under the institution's control or totally beyond it.

9. Global competitiveness and its effects on managers Global competitiveness= viewing the world as potential clients, ie competing against other companies that are local to other countries (NWSC services being outsourced by sister companies from other countries to lower costs and maximise quality) Therefore, Global competitiveness requires the ability to quickly and continually bring superior value to diverse marketplaces in face of rapidly changing needs, technologies, and environment The Competitive forces and increased complexity are prompting major changes in the organisations and successful firms are integrating functions and processes

10. Global competitiveness and its effects on managers (cont.) Hence managers need to take a leadership role in an integrative and collaborative learning process The life force of any organisation emanates from her human capital which to day is less about “labour” and more about talent, knowledge creation, and innovation. Increasingly, it is about collaboration, internal motivation and self direction Hence modern managers are transforming the metrics of the firms from control/score keeping systems into a knowledge creation system

11. characteristics of a highly performing organization) What does a high performing organization accomplish? An organization that works better and spends less; One that can achieve significant results for the money spent; A business that provides value to the customers and stakeholders; An organization that delivers products and services on time, and One that achieves recognition for the services it provides.

12. characteristics of a highly performing organization What does a high performing organization accomplish? Where every employee understands the mission of the organization and how their job helps achieve that mission; Has high levels of trust, commitment, enthusiasm, and fun; Utilizes effective, empowering labor-management partnerships; Is healthy in all aspects including morale, individuals' physical and mental health, and the organization's physical environment; Provides opportunities for employees to use their diverse talents; and Is self-sustaining and self-generating.

13. characteristics of a highly performing organization What Are the Conditions for High Performing Organizations? Work clarity Capability Assessment – Understanding our ability to get work done Goals for Success – Growing in quality and customer service Creative Recognition – Expanding the ways to recognize and reward high performing employees.

14. characteristics of a highly performing organization What Are the Conditions for High Performing Organizations? Strategic Resource Alignment – Effective use of all the organization's resources. Multiple Source Feedback – Continuous assessment of progress using information from customers, works and other stakeholders Managing Work and Change for Vitality – Creating a work environment that energizes people.

15. characteristics of a highly performing organization What Are the Conditions for High Performing Organizations? Continuous Learning – Maintaining a learning environment to achieve changing, evolving goals. Team Readiness – When the organization uses teams, it prepares team members for success and brings solutions to current issues of the organiztion Individual Readiness – Creating the environment that encourages self-directed growth.

16. The core management competencies for managers. Lead initiatives that result in delivery of quality services Champions two-way communication efforts Takes responsibility and honors commitment Drives efforts to meet or exceed customer and community expectations Creats strategic and operational business plans

17. The core management competencies for managers (cont.) Engages staff in activities Quickly adapts to change and effectively manages transition Promotes effective problem solving efforts and encourages new ideas Creats motivational climate that values diversity and encourages shared learning Serves as respected coach, teacher and mentor

18. The core management competencies for managers (cont.) Actively participates in new learning activities and quickly applies acquired knowledge Advances job competence and expertize Ensure responsible use of equipment and property Manages risks Promotes cost containment, saving and /or revenue opportunities Exercises sound financial management

19. Summary

20. Thank you!