Introduction:

For 21st century management is a challenge in every aspect. Peter F. Drucker is the practical inventor as a discipline in the 1950s, evaluating from an ignored, even despised profession into a necessary institution that, reflects the basic spirit of the modern age. Drucker researched the profound and economic changes that are happening today and considered how management--not government or free markets--should orient itself to address these new. Awareness and understanding of important historical developments are important to contemporary managers. 21st century known as revolution of management .The 1980s and the 1990s were marked by revolutionary changes in the organizations was managed. Whether the first decade of the 21st century will see even faster paced development is not clear, but that change will continue is certain.

As it has been 21st century, its only a click away for the customer to fulfill their demand. The wave of change has grabbed everything to make it in his way, so the management is. It has changed its outfit to fill the business ground with profitable transactions. If we ask to the changes firstly the questions that come into sight are: Change in the technology Globalization and Deregulation

If the business is not organized; the business cannot be managed! The business must be organized for 21st Century Management to leave the re-organization problem and all other unsolvable 20th century problems behind.

Result-performance Management (R-pM) is the only one way to implement 21st Century Management, and shed the organization structure and other overlaid structures that cause the unsolvable problems you face. The guidance is provided in the R-pM Toolkit, your 21st Century Management Manual, which is offered at a nominal cost to enable research into R-pM and wide use of R-pM. So today organizations need leaders and managers who can rapidly form judgments and make intelligent decisions. The quality and timeliness of decision making depends on the insights that can be drawn from the oceans of information available to us all. Todays technology challenge is no longer providing access to information,

but rather providing access to insight. Civilized urban societies led to more specialization, created new vocational alternatives to manual labor, and saw a tendency of those who did not work with their hands to look down on those who did. This particular attitude was fostered by scribes, who used their knowledge of writing to produce literature that mocked the illiterate laboring classes.

Concept of 21st century management:

Best practice management concepts in the late 20th century also included excellence and total quality management, reengineering, systems thinking, cross functional teams, empowerment, de-layering and flat organization charts, learning organization, dialogue, reinventing work, and diversity. As knowledge in general increased with "Internet speed," management thought, already heavily influenced by psychological sciences, and received infusions from numerous disciplines. Moreover, cross-fertilization between academia and the business community created a vast increase in management related research activity. Some of these trends such as TQM and reengineering - seemed by 2000 to have run their course. The permanent value of the new thinking underlying them, however, should not be denied; and 21st century versions of these movements should actually be welcomed. Others trends such as learning and diversity progressed to the point where "second generation" (learning organization) or "new" (diversity) versions appeared. In the early 21st century, it was even easy to see the development of a "third wave" in these well-established concepts. Just as the 21st century has seen new types of organizations and new ways of doing business arise, so, too, will there be new management trends, ideas, and techniques. While running after every trendy idea is hardly a recommendable strategy, the wise manager will learn, study, and apply the best current thinking. At the start of the 21st century, the following rate to be the most important ideas regarding management:

Management is for everyone Management is for learners Management is based on communicating Management is about change Management is broad based.

Comparison between 20th & 21st century management systems:

These changes and needs necessitate a 21st century form of management consulting and organizational development. While traditional methods such as morale and motivation programs will still be needed, new methods such as whole system planning, reinventing work, and dialogue will also be needed. All employees will be more aware of, and become themselves skilled in, management tools, facilitation and consultation. Supervision literally means "to watch over". Historically, some members of organizations have been designated as supervisors. Their function was to watch other people work, tell them what to do, and make sure that they did as they were told. In the 20th century, a body of research, analysis, and advice developed regarding supervision. In the last few decades of that century, radically new principles emerged to meet the unprecedented needs of continual technological change, a more educated workforce, and other organizational developments. The trends of the 1970s, 1980s and 1990s will continue into the 21st century, which will see ever greater change in the kinds of organizations that exist, the way that they do business, and the relationships between people and the organization. The following table shows in brief the difference between 20th century and 21st century supervision.

20th Century Directing Evaluating Controlling Authority Issuing orders Giving training Enforcing rules Implementing procedures Looking up to top levels Staying above subordinates

21st Century Coordinating Coaching Supporting Stewardship Answering questions Sharing learning Developing shared vision Reinventing work Looking out to customers Being immersed in teams

Relaying information

Sharing information

The Changing Face of Corporate Defense in the 21st Century:

The paper goes on to firstly consider the functional developments which have been occurring in recent years within these activities. These developments are examined in terms of a functional maturity model which addresses the business impact at each phase of development. The paper then considers the driving forces behind the cross-functional convergence evolution which is also occurring in this space and briefly addresses issues such as Enterprise Risk Management (ERM), Unified Security, Risk Intelligence, Governance Risk and Compliance (GRC), Integrated Assurance, Operational Resilience and finally Corporate Defense Management (CDM). The paper outlines the collective requirements which have been identified as a result of these cross-functional developments.

21st century change management:

Change management as a consulting practice became an important specialized area in the late twentieth century. Rapid technological change and ideas such as Total Quality Management and delayering made organizations more aware of the usefulness of advice and assistance on implementing change. In addition, many change efforts led to new management practices; and it became increasingly seen that changing management styles was a goal in itself. But in many

cases (downsizing being perhaps the most notable example) these change efforts seem to have done more harm than good.

21st century organizational development consulting:

Organizational development consulting is a late twentieth century development. Arising out of the applied social and psychological sciences in the sixties and seventies, OD became a field of practice and an academic discipline (both rather weakly defined) in the eighties and nineties. An organization is made up of people. An organization is more then the sum of its members. An organization has a culture. An organization and its members are mutually dependent.

21st century leadership:

As long as there have been human beings, there have been leaders. Indeed, leadership is a trait we share in common with other members of the animal kingdom. Leadership Leadership Leadership Leadership Leadership is for everyone. involves learning. is team based. is not authoritarian. includes followership.

Imagining a 21st century education:

Every students record and portfolio of work follows him from school to the work place and back

 People routinely learn outside the classroom from a variety of education providers Governmental leadership has the data and tools to align learning programs with workforce development initiatives

Damages occurred in management system:

The world human population is increasing at an unprecedented rate of 90 million people year (about 4 million year in North America). In parallel, dramatic increases in populations of many wildlife species such as Canada geese (Branta canadensis), gulls (Lams spp. ), white-tailed deer (Odocoileus Virginians), double-crested cormorants (Phalacrocorux auritus) and beaver (Castorcanadensis) have occurred in North America over the past 30 years due to land-use changes and effective management programs by public and private agencies (e.g., Ankney 1996; Hatch 1995; Belant and Dolbeer 1993). These simultaneous population expansions inevitably lead to conflicts between wildlife and humans in an increasingly crowded world. Managing these conflicts is an intricate, difficult process because of four factors: 1) The science of wildlife management is complex, particularly understanding and predicting the behavior, population dynamic and economic/health impacts of wildlife species. 2) Wildlife biologists study and manage sentient, adaptable and secretive organisms, requiring the development of many complex, labor-intensive tools and techniques to census, monitor, and measure. 3) The sociological aspects of wildlife management are diverse and emotional, particularly the oftentimes polarized views of society regarding the killing and management of wildlife species.

4) The regulatory aspects of wildlife management can be almost overwhelming, particularly regarding the legal status of wildlife, National Environmental Policy Act (NEPA) processes, and the registration of chemicals as management tools. The author believes that as a profession of research and management biologists, we have become so involved in techniques development, sociological issues and regulatory aspects related to wildlife management that we have lost focus on our most important mission: the science of wildlife management. Furthermore, the author contends that the foundation of wildlife management understands the population dynamics of the species in question. Any management action recommended should be based and clearly communicated on this foundation of population dynamics. Unfortunately, this is often not the case either because we fail to communicate our knowledge and understanding, or because we do not have the level of understanding needed. There are many situations where lethal control has been implemented to resolve human conflicts with wildlife (e.g., Dolbeer 1986; Dolbeer et al. 1993, 1997; Bedard et al. 1995). However, our urbanized public generally advocates nonlethal means of managing problem populations of wildlife (Stout et al. 1997). To this end, there has been increased interest in the development of reproductive control strategies for wildlife species (Kirkpatrick and Turner 1985). To justify lethal or reproductive control programs to state and federal regulatory agencies and the public, wildlife biologists must have a sound understanding of the population status and dynamics of the problem species. Population models are essential to document the immediate impact that lethal or reproductive control programs will have on local, regional and continental populations and to project how populations will respond to these management actions. Such models provide a scientific foundation for management actions to counter the emotional debates that often arise.

Conclusion :

The 21st century Management system has reached its most prospective possession regarding all its advancements and damages, by the hands of perfect and skilled leaders the Management system will step to its invincible position.

Reference Books:

Management. By Ricky W. Griffin Fundamentals of Financial Management By James C. Van Horne John M Wachowicz, JR Marketing management By Philip Kotler Strategic Management By Michael A. Hitt