future of management...different thoughts of some greatest authors.

1. A THEoRITICAL RESEARCH BY….
GROUP A5
ST SEM MBA+PGPBM)
(1

2. IN A SIMPLE WAY, MANAGEMENT CAN BE
DEFINED AS ALL THE ACTIVITIES AND TASK
UNDERTAKEN BY ONE OR MORE PERSONS FOR
THE PURPOSE OF PLANNING AND CONTROLLING
THE ACTIVITIES OF OTHER IN ORDER TO
ACHIEVE AN OBJECTIVE OR COMPLETE AN
ACTIVITY THAT COULD NOT BE ACHIEVED BY
THE OTHERS ACTING INDEPENDENTELY.

3. People have been shaping and reshaping
organizations for many centuries. Looking
back through world history we can trace
the stories of people working together such
as in GREEK and ROME armies, the roman
catholic church, the east India Company and
the Hudson Bay Company. People have also
been writing about how to make
oRGAnIzATIon EFFICIEnT AnD EFFECTIVE… SInCE
LonG BEFoRE TERm SUCH AS “mAnAGEmEnT”
came into common usage.

4. 
One such author, Henry Fayol (1841 –
1925), known as the father of modern
mAnAGEmEnT, WAS EURopE’S moST
distinguished management author and
the first to develop a general theory
of management. He maintained that
mAnAGEmEnT IS “To FoRECAST AnD To
plan, to organize, to command, to cooRDInATE AnD To ConTRoL”. THE BASIS oF
his theory is that organizational
activities can be classified into
technical, commercial, financial,
security, accounting or managerial
activities.

5. 
FREDRICK WINSLOW TAYLOR - "Management is
the art of knowing what you want to do and then
seeing that they do it in the best and the
cheapest may."

HENRY FAYOL -

GEORGE R. TERRY - ''Management Is a distinct
mAnAGEmEnT IS “To FoRECAST AnD
to plan, to organize, to command, to co-ordinate
AnD To ConTRoL”
process consisting of
planning, organizing, actuating and controlling;
utilizing in each both science and art, and
followed in order to accomplish pre-determined
objectives.

HOROLD KOONTZ - "Management is the art of
getting things done through others and with
formally organized groups."

7. Economy won‟t be entirely free of
executives, supervisors, administrators
and overseers. But it does imply a
future in which the “work of
management” is less and less the
responsibility of “managers.” To be
sure, activities will still need to be
coordinated, individual efforts
aligned, relationships
nurtured, objectives decided upon, and
knowledge disseminated. But
increasingly, this work will be
distributed out to those on the

8. PAST




Customers have
always valued
experience
CRM has been
mainly concerned
with how to market
to customers and
get valued from
them.
Market was open
and competition was
less.
Options for
innovation
PRESENT




Listening to voice of
customers, building the
business case.
Customer feedback is
first step towards CRM
success.
Market is still open but
competition is more.
Creative innovations
required.

9. 


These days, most companies are aware of the importance
of customer experiences to build loyalty and retain
customers. In difficult economies or maturing
markets, the "easy money" of new customer acquisitions
is gone.
Over the next few years, companies should expand their
VoC efforts to listen to the customers and the market
more completely. Unstructured and often unsolicited
feedback—from social media and many other sources—is
a goldmine of insight waiting to be discovered.
Further, it's time to stop being reactionary. Yes, it's
important to fix problems because they're a negative
drain on the customer experience. But it's equally
important to proactively create innovative new
experiences that differentiate the company

10. MULTIPLE TALENT
GREAT THINKER

11. PATH MAKER
ACHIEVER

12. 


the biggest mistakes which companies
are making is trying to run when they
should be walking.
strategy must needed to be built based
on a market position and maturity.
Firstly, try’s to "wow" the customers with
creative experiences and later ,call center
won't answer the phones.( no response to
feed back and complaints)

13. 
STOP THE BLEEDING – we should try to fix the
problems.

FOCOUS ON SELECTION - take some time to study the
end-to-end customer experience and learn which
interactions or "touch points" matter most.

INNOVATE - fixing problems and optimizing touch
points will only take us so far; probably not to
industry leadership. mostly needed to create entirely
new experiences.

CONCEPTUALY CRAFTED – it has to be well planned
and needed to be followed with alternatives ideas or
cover.

14. the typical knowledge and skills in the areas of
reading, writing, and arithmetic are no longer
sufficient for managers.
 critical thinking and problem-solving skills.
 communication skills.
 collaboration skills, creativity and innovation skills.
Bottom line: Evaluate your
knowledge, skills, strengths, and weaknesses, create
a career development plan, find career coaches and
mentors, and focus on continuous learning
throughout your entire career.


15. 



Rethinking the philosophical foundations of
management towards a higher and nobler
purpose.
Redesigning the organization into a more
open, democratic and inclusive community.
Rethinking leadership and control towards a
more equitable self-managing power-structure
Reinventing management education and
training towards a more right-brain thinking.

16. BILL GATES
SAM WALTON'S

17. JACK WELCH
PLACES
WARREN BUFFET

18. ANIL AMBANI
MUKESH AMBANI

19. AZIM PREMJI
VIJAY MALLIYA

22. 





PURPOSE
STRATEGY MAKING
OPEN ORGANIZATION WHERE WORK CAN FLOW
THROUGH EVERY EMPLOYEE.
SELF MANAGING POWER HAS TO BE THERE
MANAGEMENT EDUCATION HAS TO BE
MODIFIED AGAIN AND AGAIN.
REGULAR EVALUATION „S IS REQUIRED FOR
KNOWLEDGE, SKILLS, STRENGTHS,
WEAKNESSES, PLANS AND STRATEGIES !!

24. 
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SIR GARY HAMMEL
SPRINGER LINK
INTEGRAL MASINGS
IEEE DIGITAL LIBRARY
WIKI ANSWERS .COM
CNN.COM
MANAGEMENT BOOKS AND
SELF KNOWLEDGE.

25. SAHIL MUKHIA