Is there room for management in the 21st century?

Order Description Alvesson and Willmots (2012, p.13) argue that "managers form a heterogeneous group whose members work across a variety of sectors ... and in" rel="nofollow">in diverse organizations where they undertake a wide variety of tasks. They occupy different specialisms (e.g. marketin" rel="nofollow">ing) and work at different levels in" rel="nofollow">in organizational hierarchies. They manage in" rel="nofollow">in uncertain" rel="nofollow">in conditions and are in" rel="nofollow">in possession of imperfect in" rel="nofollow">information; and they are under pressure to be responsive to a plurality of demands." However, demographic shifts, technological advancements, as well as societal changes have led to a state of flux experienced in" rel="nofollow">in the contemporary world of work. Paradoxically, the majority of our understandin" rel="nofollow">ing of management is driven by a potentially outdated and relatively static set of theories. Thin" rel="nofollow">inkin" rel="nofollow">ing about the changin" rel="nofollow">ing nature of the workplace, is management still relevant today? In your response, identify and explain" rel="nofollow">in two elements that have drastically changed the way we work today (in" rel="nofollow">in the last 5-10 years), and their impact on both managers and employees.