Survival in the new millennium

Survival in the new millennium

For African Organisations and institutions to survive in the new millennium, they need a continuing supply of competent managers. The results of an international survey conducted by Chibaya Mbuya (2014) indicated that distinct management philosophies exist and that these correlate to perceived management and organisational effectiveness. Of the six different management types identified, the holistic approach to management, embracing the full span of management philosophies was clearly indicated as being the most effective.

"The greatest personal skill needed for this new millennium will be to manage radical change. There is unlikely to be any business or institution which will escape radical change in the twenty first century and the choice before us is to manage it ourselves or to have change forced upon us." Today's managers are being confronted by increased competition, rapid technological progress, dynamic organisational structures, greater employee needs and expectations, the ever-increasing demands from corporate shareholders for better bottom line achievements, internet, intranet,

e-commerce, e-service, e-business, e-communication,

e-banking, cell-banking, B to B commerce the list is endless.

Understanding these new age norms and their effects on the workforce and its management is critical for organisational success. Chibaya Mbuya (2014) emphasises that these issues demand new ideas and revised management philosophies from the organisation leaders if these organisations are to survive in the new millennium.

To succeed today, managers must abandon their traditional behaviour, and instead learn to empower, develop their powers of visionary leadership but at the same time become more open, trusting, learn to listen more, be more co-operative and become supporters of their subordinates as opposed to persecutors of their subordinates.

We must start questioning the effectiveness of both formal and informal management development programmes. There are no universal solutions to organisation and management problems. Business schools will be forced to revise their programmes. Those that fail will be pushed out of business.

In Southern, Central and Northern Africa today, much research is being conducted to address the problems and issues relevant to the continent.

Realising the uniqueness of their local business-sphere in terms of its diversity and dynamic complexity, Africans are looking beyond the managerial "quick fixes" and trends, and are developing appropriate leadership and management technologies for the African people.

We need to look into the philosophy and values that will underpin future organisations capable of sustainable competitive advantage. Tribalism, xenophobic, corruption and nepotism are the biggest stumbling blocks to the development of Africa. 

Professsor John Chibaya Mbuya

Email: jcjmbuya@gmail.com