Management trends and contemporary issues
Today's managers face globalization, digital disruption and sustainability demands, along with ethics, diversity and innovation, and must manage change continuously.
Major management trends
| Trend | What it means for managers | Sri Lankan example |
|---|---|---|
| Globalization | Competing and sourcing across borders; managing cultural differences | Apparel and tea exporters serving buyers worldwide |
| Digital technology and AI | Automation, data analytics, e-commerce and remote work; new skills needed | Mobile banking apps; Dialog's eZ Cash; online grocery ordering |
| Sustainability | Meeting present needs without harming future generations; the triple bottom line | MAS's Thurulie 'green' apparel factory |
| Ethics and social responsibility | Doing what is right beyond legal duty | Fair treatment of plantation workers; honest advertising |
| Workforce diversity and inclusion | Differences in age, gender, ethnicity, religion and ability | Sinhala, Tamil, Muslim and Burgher staff working together; more women in management |
| Innovation and entrepreneurship | New products, processes and business models | Colombo tech start-ups; new value-added tea products |
| Social media | New channels for marketing, hiring and customer service; reputation risk | Brands answering customer complaints on Facebook |
| Quality and customer focus | Total quality management and continuous improvement | ISO-certified factories and hotels |
Ethics and social responsibility
The triple bottom line, John Elkington's idea, measures people, planet and profit together.
Managing change: Lewin's three-step model
Kurt Lewin saw change as a break in a stable state ('calm waters'). Robbins notes that many managers now face constant change, like 'white-water rapids'.
Resistance to change and how to reduce it
- Why people resist: uncertainty, habit, fear of personal loss, and the belief that the change is not in the organization's interest.
- Education and communication: explain the reasons for change.
- Participation: involve those affected in planning the change.
- Facilitation and support: training, counselling and time to adjust.
- Negotiation: exchange something of value to win agreement.
- Coercion: direct threats or force, only as a last resort.
Other contemporary issues
Knowledge management builds a culture where people share what they know. Workplace stress and work-life balance need attention as work becomes always-on. Gig and remote work change how people are organized and controlled. Crisis management matters in an uncertain world: Sri Lankan firms faced the 2019 Easter Sunday attacks, COVID-19 and the 2022 economic crisis in quick succession. Managers who scan the environment, plan flexibly and lead with clear values handle such shocks best.
MAS Holdings built its Thurulie plant as an eco-friendly 'green' apparel factory, an early example of sustainability as strategy. Dialog and Sri Lankan banks show the digital trend through mobile money and app-based services, while the 2022 crisis showed why change management and flexible plans matter.
Short answer: “What is the triple bottom line?” Measuring performance on people (social), planet (environmental) and profit (economic), not on profit alone.
Structured question: “Explain Lewin's three-step model of change.” Unfreeze (prepare and reduce resistance), change (move to the new state), refreeze (make the new way stick), with a workplace example and ways to reduce resistance.
Essay: “Discuss the contemporary issues and trends that managers face today, with Sri Lankan examples.” Globalization, digital technology, sustainability, ethics and CSR (Carroll), diversity, innovation, social media, quality and managing change (Lewin), each with a Sri Lankan example.
Trends: 'Good Decisions Save Every Day In Sri Lanka' = Globalization, Digital technology, Sustainability, Ethics, Diversity, Innovation, Social media. Carroll's pyramid from the base: 'Every Leader Earns Praise' = Economic, Legal, Ethical, Philanthropic.