The dominant management practices are expected to respond to issues and challenges that organizations are living today and probably tomorrow. In this period of change and lessening visibility, five major exacerbation produce effects on the management of men. What are they?

Exacerbation of the price war between companies which are not governed by the same rules of social gaming, legal, environmental and tax. Exacerbating the volatility of customers and consumers who demand innovative products and services in their short time between order and delivery. Exacerbation, Europe and particularly in France fears employees about changes in current and future. Exacerbation work asynchronously, remote and multicultural favored by plethora of communication tools such that intranets, social networks, e-learning, shared databases, integrated management software. Exacerbation of immediacy which generates reactivity and loss of meaning where should develop pro activity to anticipate and innovate.

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In addition, baby boomers retiring, organizations, both private and public, recruit young people who clearly do not follow the old codes in relationships. The purpose of the management remains the same, namely: direct individuals and teams to achieve the best sustainable economic results over time. Five exacerbation described above lead to accentuate existing management practices, to amend certain and inventing others. Examine these three registers.

The accentuation of optimization methods

These management methods meet the crucial question in a hyper-competitive world: “how to do more and better with less resources and time? The final approach to this problem is the Lean management . Companies that apply the Lean focus on eliminating all waste in order to concentrate their forces and resources on activities with high value for their customers. Lean is a modernized version of approaches such as Kaisen – progressive process improvement – the BPR – business process re-engineering – and even older quality circles and TQM – Total Quality Management .

Is also part of this optimization perspective the strategic alignment , which is to make coherent strategy, organization, values, and management rules of the game A variation of strategic alignment is the excellence of execution .

Practices transformation

The change management changes its nature. Until the 1980s it was part of a process type development organizations where managers started from a fixed point A to drive employees to a fixed point B. The equation to be solved was to treat the turbulent transition from one equilibrium to another, anticipating resistance. The linear method was the dominant PDCA – Plan Do Check Act . Then fixed stages disappeared, the imbalance was permanent, bringing out the complexity management mitigating linear approaches. Today, the management of change gives way to the management of transitions – we can not know exactly where you are going, but the role of managers is precisely to build a future.

The crisis management remains relevant with critical economic situations, ecological disasters and health and damage to the brand. The crisis management will restore a previous situation. But its good operating practices are not to treat the effects of the sub prime crisis and the global deregulation of business. We are already in the era of management of change and uncertainty management . To help managers to be comfortable and effective in this paradigm, readings and systemic approaches are particularly useful. Linear thinking type: a cause produces an effect no longer has meaning. It should now be the parameters and their interactions to anticipate and address problems emerge.

Two emerging practices

While organizations “row” and their staff in a breathless race responsiveness, others choose the agile management . This concept and its practices were first experienced computer to be extended to management. Instead of operating in linear mode, the agile management is established in iterative experiential mode. Metaphors often used to describe this management are surfing or skiing moguls. Decisions are made ​​in sit without panel or the chain of command. In these configurations agile teams are invited to meet immediately to resolve a problem and find workable solutions. Those who like to plan their time in advance and do one thing at a time are being shoved in their routines. They are also encouraged to think “outside the box” and to show impertinence if necessary.

Note before concluding a sea serpent reappears every twenty years: the self management . The first experiment was the establishment of semi-autonomous teams , the second it is automatizes teams and the most recent, the projects without leaders . It is likely that the cost of management and its bureaucratic leaders bring to the question: “What if the managers that would happen were removed? ”