3 Skills Every 21st-Century Manager Needs

3 SKILLS EVERY 21st-CENTURY MANAGER NEEDS schema Vatsala Mishra 2012183 Section C The past decade has seen a sudden and drastic change in the way work is done. Corporate culture has nowadays embraced the dynamics of modern management thinking and is rapidly aligning itself with the evolving organizational environment. The HBR article 3 Skills Every 21st Century Manager necessarily is a commentary on the evolving corporate structures that atomic number 18 more collaborative and less hierarchical. The 3 skill-sets that are mentioned are 1.Code Switching Between Cultures A critical practical ch each(prenominal)enge that organizations face in the increasingly dependent global economy is the ability to function goodly across subject area heathen boundaries. Instead of operating exclusively within the cultural scenery in which they were born and raised, individuals must now be capable of process appropriately in a wide variety of opposed cultural situations, many of which put one across different cultural norms for appropriate behaviour that whitethorn conflict with their core values and beliefs.In response to this challenge, a growing progeny of management scholars have examined the antecedents and consequences of successful long-term adaptation to a foreign culture. To work well with foreign colleagues, you may have to risk sensation inauthentic and incompetent. Andrew L. Molinsky. 2. Wielding Digital Influence Being culturally fluent sum being able to enter a new context, master the norms, and tactile sensation comfortable doing so. Most managers understand how to use online tools, such as LinkedIn and Facebook, to framing their nets.But few use these networks to gather information and wield influence. Here are three things you can do with a strong digital network Test whims Test proposals and strategies both inside and outside your organization. Float an idea to see how many likes it gets or to direct people to a survey. federal agent connec tions Increase your influence by positioning yourself as a noseband between unconnected groups. Identify potential collaborations and make introductions. Get feedback expert networkers rely on their contacts to destine feedback on challenges. Post a mental object about your struggle and solicit input. As companies become less hierarchical, the effective use of online networks will be crucial to success. Thomas H. Davenport and Bala Iyer. 3. Dividing Attention by design How do our brains function naturally? Close your eyes for 5 transactions and nonice how your thoughts zigzag, stray, jump and double back. To unnaturally force our brain into grown any piece of work its undivided attention does not really promote productivity. In the example of the IBM employees, the collective distraction of all seven of them did not lower their productivity any bit.Therefore, training ourselves to give any task our undivided attention is unnatural and unnecessary. Recent surveys have shown that while ordinarily people assume that access to the internet decreases their direct of productivity, it is actually quite the contrary. The productivity levels go up by oer 9% and hence blaming technology for diverting our attention span is both misleading and unproductive. Instead of battling distraction, embrace your brains proclivity for it. Cathy Davidson.