M.Com. (Business Management) / "In the three short decades between now and the twenty first century, millions of ordinary, psychologically normal people will face an abrupt collision with the future. Citizens of the world's richest and most technically advanced nations, many of them, will find it increasingly painful to keep up with incessant demand for change that characterises our time." (Toftler, 1983:18.) More than ajlecade and a half has passed since Alvin Toffler wrote his best seller, Future Shock. The year 2000 is less than 10 years away. Future shock is something each of us lives with every day. Things change around us constantly - from there the saying: "the only constant in life is change". As individuals, our lives become more and more complicated. As managers, we face increasing pressure and uncertainty (Manning, 1987:1). One of the most important skills a manager can have in his of her repertoire these days is the skill to manage change (Burke et a/.,1991:87). Managers must manage today's business effectively while creating a new and radically different kind of business for tomorrow. It's a daunting task, but it's one that cannot be postponed - the future simply won't wait (Manning, 1987:1). Within the South African context great challenges face management. South Africa is faced with addressing major political, economic and social imbalances. Traditionally, the business community has often been reluctant to play an upfront role in the political realm. The business of business is business, was a commonly heard adage. In 1988, the formation of the Consultative Business Movement was a small sign that business was starting to take seriously it's role in a changing society (Eloff, 1992:12).
|Date||18 March 2014|
|Source Sets||South African National ETD Portal|
|Rights||University of Johannesburg|
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