INTRODUCTION

What is Management?

Management is the coordination and administration of tasks to achieve a goal. Such

administration activities include setting the organization’s strategy and coordinating the efforts
of staff to accomplish these objectives through the application of available resources.
Management can also refer to the seniority structure of staff members within an organization.

Different types of Managers of Management

There are many different types of managers across the whole spectrum of a company’s or
entity’s hierarchy.

Top-level managers
The board of directors, president, vice-president, and CEO are all examples of top-level
managers.
These managers are responsible for controlling and overseeing the entire organization. They
develop goals, strategic plans, company policies, and make decisions on the direction of the
business.

Middle-level managers
General Managers, branch managers, and department managers are all examples of middle-level
managers. They are accountable to the top management for their department’s function.
Middle-level managers devote more time to organizational and directional functions

1
Low-level managers
Supervisors, section leads, and foremen are examples of low-level management titles.

Future Challenges of Management

Challenges facing in practices of Managers –

Management System: A management system is the framework of processes and procedures used
to ensure that an organization can fulfill all tasks required to achieve its objectives. The benefits of
an effective management system include more efficient use of resources, run the organization in a
cost effective way, improved risk management, and increased customer satisfaction as services and
products consistently deliver what they promise.

Changing Market: Changes in the purchasing pattern of consumers may affect the demand for
labor. Changes in the economy can also affect human resource planning. In a recession, a business
is likely to reduce its workforce as demand for its products falls.

Social Issues: In some companies, employees are represented by a labor union. Managing human
resources in a union management requires knowledge of specific laws, contract administration, and
the collective bargaining process. Human resource management practices must contribute to
organizational effectiveness. Thus, it is important to understand the types of approaches used to
determine the effectiveness of HRM. Effective HRM are based on external standards
(benchmarked) and include only the necessary procedures, steps, processes, and people.

The Quality of Work Life: Now employees and managers are more concerned about the quality of
work life where they are performing every day. Actually it means the total organizational life of the
human resource. These are adequate and fair compensation, safe and healthy working conditions,
opportunities to use and develop human capacities, opportunity for continued growth and security,
social integration in the work organization, constitutionalism etc.
Organizational Culture: Organizational culture is the behavior of humans within an organization
and the meaning that people attach to those behaviors. It is the collection of values, beliefs,
assumptions, myths, norms, goals, mission, vision etc. Basically the unique personality of an
organization is referred to as its culture. When groups of people work together, organizational
culture is an invisible but powerful force that influences the behavior of the members of that group.
Organizational culture is composed of seven characteristics that range in priority from high to low.
These characteristics are innovation (risk orientation), attention to

detail (precision orientation), emphasis on outcome (achievement orientation), emphasis on people

(fairness orientation), teamwork (collaboration orientation), aggressiveness (competitive
orientation), and stability (rule orientation).

Leadership Development: As one of the biggest challenges for human resource management,
leadership development needs to be a critical strategic initiative. HR professionals are faced with
being expected to provide the essential structures, processes, tools, and points of view to make the
best selection and develop the future leaders of the organization.

2
Work force Diversity: Basically now-a-days the workforce is changed in comparison to last ten to
fifteen years. Some of the changes have been occurred in the recent past years and some are still in
process. Today the lifestyles and the requirements are changing day by day. Now the employees
want a balance between work life and family life. The traditional employees wanted to earn more
money by working hard even by overtime. But now employees are less willing to work for a long
period of time, or on overtime or on weekend days.

Managing Change: In the past decade, there have been rapid, turbulent, and often strained
developments in the relationship between employers and employees. New trends and changes have
occurred in telecommunicating, outsourcing HRM practices, family medical leave, child care, QWL
programs, spouse-relocation assistance, pay for skills, benefit cost-sharing, union management
negotiations, testing, and many other HRM areas of interest. Nearly all of these trends and changes
can be traced to the emergence of new lifestyles and an aging population. Change management
represents a particular challenge for HRM. An intensified focus on training may be needed to
develop added competencies to deal with change management. Successful organizations are
becoming more adaptable, resilient, quick to change directions, and customer-centered. Within this
environment, the HR professional must learn how to manage effectively through planning,
organizing, leading and controlling the human resource and be knowledgeable of emerging trends
in training and employee development.

Decentralized Work-sites: Organizations use decentralized work sites because telecommunicating

arrangements enable organizations to find and use qualified employees without having to relocate
business facilities. Decentralized work sites also provide cash savings to the organization, as well as
fulfilling some special needs of a diversified work force. For HRM decentralized work sites will
require training for managers in managing and controlling work, and establishing pay systems to
reflect this work arrangement.
Innovations in Technology: The world has never before seen technological changes appear as
rapidly as they are presently occurring in the computer and telecommunications industries. One
estimate is that technological changes are coming so fast that a person may have to change his entire
skill repertoire three or four times in a career. Technological innovations that can either benefit or
hurt the business. Some technological innovations can increase the productivity and profit margins.
On the other hand, if the organization cannot cope with the technological changes, then the
performance will be decreased. In this case the more concerned factors are nature of products,
production methods, cost of adopting new technology, quality control, organizational ability, etc.

Ethics: Ethics is the branch of philosophy that involves systematizing, defending, and
recommending concepts of right and wrong conduct. In practice, ethics seeks to resolve questions
of human morality, by defining concepts such as good and evil, right and wrong, virtue and vice,
justice and crime. Professionalization of human resource management created the need for a
uniform code of ethics. Today more and more companies are concerned with values and ethics.
Basically an ethical workplace is important not only for the owner’s satisfaction but for employee
satisfaction as well. Many decisions related to the management of human resources are
characterized by uncertainty. Ethics can be considered the fundamental principles by which
employees and companies interact. HRM is dealing with the value of implementing ethical codes
within the business. Generally it includes obey the applicable laws and regulations, be honest, fair,
and trustworthy in all activities and relationships.

Economic and Political Conditions: The economic and political condition, both at home and
3
abroad has a major impact on human resource management. In a strong, highly productive
economy, organizations have greater financial resources for attracting workers with higher pay, for
implementing training and development programs, and for funding other personnel programs. In
contrast, a struggling economy plagued by high inflation and lower productivity intensifies the need
for more cost effective management of human resources.There are some of the factors which can be
predicted and some are unpredicted. But in reality, these factors are more or less uncontrollable in
nature.

Different Laws of the Country: Actually all of the business organizations conduct their business
activities by following some rules and regulations which are formulated by the Government. If the
organization fails to follow these then the Government may give punishment to that organization
and may impose a fine over the organization. As new employment legislation created the potential
for discrimination related lawsuits and penalties, personnel’s advice and oversights became even
more indispensable. Here the concerned factors are labor laws, women’s rights, rights of the disable
persons, laws for tax administration, labor relations, etc.

Changing demographics of the workforce Information and communication system

Increased use of social networking to distribute information to employees

Conclusion

Now the members of today’s workforce have more education, higher aspirations about
participation, and more expectations about due process in the work situation. Some segments of the
work force are more likely to find collective action such as unionization acceptable than in the past.

Influences on human resources management from the external environment are many. Some of the
more salient external influences, which tend to be interrelated, are the high cost of energy, inflation,
differential industry growth, intense national and international competition, successful management
practices in other countries, government deregulation of several industries, technological
innovations, and widespread concerns about productivity and product quality.

HR professional can’t ignore these challenges rather they ought to be line to design and execute
innovative mechanisms of developing skills and competencies of human resources to prepare them
to accept the emerging challenges. All-time HR manager should be prepared for facing the
challenges when these will be arisen and all of the required mechanisms should be adopted for
reducing the effects of these challenges. After all, it’s always best to hope for the best, but to be
prepared for the worst.