EMERGING HORIZONS OF

MANAGEMENT IN
CHANGING ENVIRONMENT
-Monirba {Allahabad university}
Supported by – Manish kanojia (MBA III sem}
NIKHIL SINGH

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 Emerging: To start to exist or become known

 Horizon: The furthest you can see, limit of mental
perception, experience, interest etc.

 Environment: The condition that affect the
behaviour and development of something

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W hy to study?
 Uncertainty of environment

 To cover areas untainted by competition.

 Competitive edge.

 Better services to consumers.

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Horizons and Challenges
 Mergers and acquisition
 Anticipatory management
 Risk management
 Crisis management
 Knowledge management
 Microfinance
 Environmental management
 Managing security threats
 Newer organizational design and challenges
 Increasing quality consciousness




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Mergers and acquisitions
 In business merger is a combination of two
companies into one larger company. Such
actions are commonly voluntary and
involve cash payment to the target.
 An acquisition, also known as a takeover, is
the buying of one company (the ‘target’)
by another. It may be friendly or hostile. In
the former case, the companies cooperate
in negotiations; in the latter case, the
takeover target is unwilling to be bought
or the target's board has no prior
knowledge of the offer. Acquisition usually
refers to a purchase of a smaller firm by a
larger one. Sometimes, however, a smaller
firm will acquire management control of a
larger or longer established company and
keep its name for the combined entity.
This is known as a reverse takeover.


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Motives behind M&A
 Synergy
 Increased revenue
 Economies of scale
 Taxes
 Resource transfer

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ANTICIPATORY MANAGEMENT
TOOLS FOR THE 21st CENTURY
 In a complex and rapidly changing society, being
anticipatory and gaining strategic advantage
requires sophisticated intelligence gathering
techniques, new decision process models, and
practical accountabilities. Failure to anticipate
can have destructive consequences.
e.g. GM failed to heed signals in the late 1960s of a

potential energy crisis, or the increasing

attractiveness of small, fuel efficient Japanese cars
until GM's market share skidded almost 30% in the
U.S.

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Change : essence of business
envir onment
 The real strategic consideration is whether
change will befall your organization as a series
of crisis, or, will you be able to use foresight and
anticipation to manage change in a calm,
informed and systematic manner? Setting one's
future agenda can only be done with
sophisticated intelligence techniques, new
models, and practical accountabilities. To
survive and prosper in the future, you will have
to perfect your outside-in thinking skills by
relating the information from a strategic
intelligence system about developments in the
external world to what is going on inside your
organization. 8
Risk management
In risk m anagem ent , a
priorit izat ion process is
followed whereby t he
risks wit h t he great est
loss and t he great est
probabilit y of occurring
are handled first , and
risks wit h lower
probabilit y of occurrence
and lower loss are
handled in descending
order.

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Crisis management
 Crisis management often
includes strong focus on
public relations to recover
any damage to public
image and assure
stakeholders that
recovery is underway.
Three elements are
common to most
definitions of crisis: (a) a
threat to the organization,
(b) the element of
surprise, and (c) a short
decision time.

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  It includes forecasting
potential crisis and
planning how to deal
with them.
 For example, how to
recover if your computer
system completely fails.
Hopefully, organizations
have time and resources
to complete a crisis
management plan before
they convert in stress.


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Knowledge management

Knowledge Management programs

are typically tied to organizational
objectives such as improved
performance, competitive advantage,
innovation, developmental processes.
From mgmt. point of view , knowledge
workers are those individuals whose
jobs are designed around the
acquisition and application of
information

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 Micro finance
 A significant Program to
provide necessary capital to
the poor for starting their
own business.
 It is receiving significant
attention all over the world,
especially in developing
Countries.
 The aim Of micro-finance is
to develop habit of savings
and financial vision
 among the rural poor,

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Environmental management
 The management of interaction by the modern human
societies with, and impact upon the environment.
 The main issues that affect managers are those involving
politics (networking), programs (projects), and
resources (i.e. money, facilities, etc).
 A more common philosophy and impetus behind
environmental management is the concept of carrying
capacity. Simply put, carrying capacity refers to the
maximum number of organisms a particular resource
can sustain.
 Environmental management is therefore not the
conservation of the environment solely for the
environment's sake, but rather the conservation of the
environment for humankind's sake.

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Managing Security Threats
 Security management is a broad field of
management related to:
 Assets management,
 Human resource safety function.
 It is the set of functions that protects
telecommunications networks and
systems from unauthorized access by
persons.

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Newer or ganizational design
and challenges
Two newer organizational designs that have
emerged recently are :
 Virtual organization
 Boundaryless organization
Challenges in organization

Are:

Managing workforce

Diversity,

Providing effective

Leadership

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Virtual organization

Network of independent
institutions, businesses or
specialized individuals, who work
together in a spontaneous fashion
by way of information and
communication technology, in order
to gain an extant competitive edge.
They integrate vertically, unify their
core-competencies and function as
one organization

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Boundaryless organisation
 A structure that is not defined by or limited
to artificial
 Horizontal
 Vertical
 External boundaries

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Workforce diversity
 It implies that various categories of employees
bring not only their skills and expertise but also
their attitudes, motivation to work or not to
work, and other personal characteristics.

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Leadership challenges
 Developing trust
 Providing online leadership
 Empowering employee
 Gender differences
 Managing power

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 INCREASING QUALITY
CONSCIOUSNESS
It has generated the adoption of
following practices:
(1)emphasis on total quality

management (TQM)
(2)moving towards six sigma

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Emphasis on TQM
 It can be defined as “ a philosophy of management
driven by continual improvement and responding to
customer needs and expectations.”
 Total quality is called total because it consists of two
qualities: quality of return to satisfy the needs of the
shareholders, and quality of products.
 Features of TQM:
 Intense focus on customer
 Concern for continual improvement
 Process- focused
 Improvement in the quality of every thing the
organization does.


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SIX SIGMA
 Six Sigma Means 3.4 Defects in
1,000,000. Six Sigma is a business
concept that answers customer’s
demand for high quality and Defect-
free Business process.

 It involves an organizational mindset in
which people make decisions based
on data, look for causes of problems,
define defects based on customers
rather than internal requirements,
seek to control variation and prevent
them from happening.

 Six Sigma is carried out as projects and
mostly uses DMAIC method


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It seeks to identify and remove the causes of
defects and errors in manufacturing and business
processes. It uses a set of quality management
methods and creates a special infrastructure of
people within the organization ("Black Belts" etc.)
who are experts in these methods.
Each Six Sigma project carried out within an
organization follows a defined sequence of steps
and has quantified financial targets (cost
reduction or profit increase)

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KAIZEN
 It means “change for
better” or
“improvement”.
 It is an approach to
improvement of
productivity through use
of work of American
experts such as
F.W.Taylor by japanese
after 2nd world war.
 The goal of kaizen includes:
elimination of wastes,
just in time delivery, right
sized equipment ,
standardized work.

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BARRIERS AGAINST TQM
 Organizational barriers: lack of support
from management.
 Attitudinal barriers: in the form of attitude
towards training needed, management
styles, approach toward quality

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REFERENCES
 Management : Heinz Mark And Koontz
 Management : Robbins And Coulter
 Management : Stoner
 NCERT: Business Studies
 www.Wikipedia.com
 www.google.com
 www.answer.com
 www.youtube.com


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 O U
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N K
A
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