The document discusses several challenges faced by modern management, including globalization, workforce diversity, stimulating innovation and change, total quality management, empowerment of employees through teams, downsizing, and the rise of contingent workers. Globalization requires adjusting organizational structures to different country requirements. Workforce diversity provides benefits if organizations make accommodations for diverse groups. Empowering employees through self-managed teams has improved quality and productivity at some firms. Downsizing and contingent workers present issues around job security and motivation that managers must address. Overall, the changing economic environment is posing new challenges that are shaping management concepts and practices.

1. CHALLENGES OF
MANAGEMENT
PRESENTED BY, AGLAIA

2. CHALLENGES FACED BY MANAGEMENT!
 The changing economic world is throwing new
challenges to the managers.
 The management concepts and practices are shaping
‘tomorrow’s history’.
 A number of changes are taking place which are
influencing the work of managers.

3. GLOBALIZATION
 Most of the countries are opening their borders to foreign
products as well as foreign producers.
 The companies of developed countries are entering
foreign countries by opening manufacturing facilities
there.
 Management can license or franchise to another firm the
right to use its brand name, technology or product
specifications.

4.  Managements of global companies are adjusting their
organizational structures as per the requirements of
situations.
 The managers are being taught to be global in approach.
 Generally, the executives from concerned countries are
given the responsibilities for running the subsidiaries.

5. WORK FORCE DIVERSITY
 Some managers feel that diversity can be asset because it
brings a broad range of viewpoints and problem solving
skills to the company.
 It also gives a powerful competitive advantage.
 The challenge for management is to make their
organizations more accommodating to diverse groups of
people addressing different lifestyles, family needs and
work styles.

6.  Managers will have to shift their philosophy from
treating everyone alike to recognizing difference and
responding to those differences in ways that will
ensure employee retention and greater productivity.

7. STIMULATING INNOVATION AND CHANGE
 The managements of multinational and transnational
companies have to study the legal-political and cultural
environment of the host country and device managerial
practices and policies.

8. TOTAL QUALITY MANAGEMENT
 Total quality management is the mobilization of the whole
organization to achieve quality continuously, economically
and in entirety.
 Quality cannot be improved through production process
only but possible through an improvement in purchasing,
marketing, after sale service and many other factors.
 Total quality can be achieved with the co-ordination of
various aspects related to purchase, production, sales etc.

9.  In Atkinson’s views, total quality is a strategic approach
to producing the best product and service possible
through constant innovation.
 Total quality control is an effort in which everyone and
every function of the organization participates.
 Every management has to take care of total quality
management otherwise its products will not find place
in present competitive world.

10. EMPOWERMENT AND TEAMS:
 The workers at present are considered more
knowledgeable and are relied to complete their work in a
better way. Sometimes workers are considered to be
performing better than even their managers.
 Managers now recognize that they can often improve
quality, productivity and employee commitment by
redesigning jobs and letting individual workers and work
teams make job- related decisions. This is called
empowering employees.

11.  Many organizations have achieved better results by
empowering employees and allowing them to plan and
execute their work.
 Human resource theorists have been criticizing over
specializing of employees and stifling their capabilities.
 Hallmark, AT & T, Motorola have successfully tried this
method.

12. DOWNSIZING:
 The downsizing or reduction in force has been going on
in the last some years.
 Every company is restructuring its organization and
laying off those employees who are no more required.
 Downsizing does not mean that work has been reduced
in the organization.
 In fact work has increased and reduced number of work
force is doing up this work.

13.  Managerial layoffs create problems for the organization.
 Those who leave do not feel good and have resentment
against the management, those who remain in service
also become a worried lot.
 They are uncertain about their future and do not involve
themselves whole heartedly in the work.
 The work productivity and quality may suffer until
employees again feel secure about their jobs.

14. CONTINGENT WORKERS
 These are part-time, temporary or freelance employees.
 Some labor experts contend that contingent workers make
up 13 percent of the work force, while others say that the
figure is as high as 30 per cent.
 The percentage of contingent workers is increasing every
day.
 The companies have started downsizing their work force,
some of these employees try to get part-time jobs to earn
their living.

15.  The corporations are also of the view that the
employment of a contingent employee does not bring
much of financial liabilities as compared to regular
permanent employees.
 Managers have an additional responsibility to see that
contingent workers are treated properly at work place.
 The managers have to keep the whole work force
motivated and creatively involved in work.

16. THANK YOU
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