3 Skills Every 21st-Century Manager Needs

3 SKILLS EVERY 21st-CENTURY MANAGER NEEDS SYNOPSIS Vatsala Mishra 2012183 Section C The past decade has seen a sudden and drastic change in the way work is done. Corporate culture has now embraced the dynamics of modern focusing thinking and is rapidly aligning itself with the evolving organizational environment. The HBR article 3 Skills Every 21st Century Manager Needs is a commentary on the evolving somatic structures that are more collaborative and less hierarchical. The 3 skill-sets that are mentioned are 1.Code Switching Between Cultures A critical practical challenge that organizations face in the increasingly interdependent global economy is the ability to function rough-and-readyly across national pagan boundaries. Instead of operating exclusively within the cultural setting in which they were born and raised, individuals must now be capable of functioning appropriately in a wide variety of foreign cultural situations, many of which have different cultural norms for appr opriate behaviour that may conflict with their core values and beliefs.In response to this challenge, a growing number of focussing 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 feeling inauthentic and incompetent. Andrew L. Molinsky. 2. Wielding digital Influence Being culturally fluent means being able to enter a new context, master the norms, and feel comfortable doing so. Most managers discover how to use online tools, such as LinkedIn and Facebook, to build their networks.But few use these networks to gather information and wield influence. Here are three things you can do with a strong digital network Test ideas Test proposals and strategies both inside and outside your organization. Float an idea to see how many likes it gets or to direct citizenry to a survey. Broker connections Increase your influence by positioning yourself as a bridge between u nconnected groups. Identify potential collaborations and make introductions. score feedback Good networkers rely on their contacts to give feedback on challenges. Post a message 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 Deliberately How do our brains function naturally? Close your eyes for 5 minutes and tag how your thoughts zigzag, stray, jump and double back. To unnaturally force our brain into giving any piece of work its single(a) attention does not really enkindle 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 level of prod uctivity, it is actually quite the contrary. The productivity levels go up by over 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.