With regard to the external factors, the corporate world continues to face fierce competitions both from local and international players. The level of competition continues to grow and as such, organisations have been forced to redefine their managerial roles in order to combat such competition (Rajadhyaksha 2005, p. 51). For instance, managers are increasing playing the role of team player rather than authoritarian masters in organisation as a way to engage their employees more since this is not only an opportunity to identify key quality talent but it is also an opportunity to enhance the retention levels of such talent. Similarly, technology across the globe continues to evolve, and it has had a great impact on the roles the management play in businesses and organisations (Laud, Arevalo & Johnson 2016, p. 441). For example, due to increased access to information-communication technologies such as emails, managers no longer need to rely entirely on their secretaries and other subordinates to access communication activities in the company.
在外部因素方面，企业界继续面临来自本地和国际参与者的激烈竞争。竞争水平持续增长，因此，组织被迫重新定义其管理角色，以应对此类竞争（Rajadhyaksha，2005年，第51页）。例如，管理者在组织中越来越多地扮演团队成员的角色，而不是威权大师的角色，这是让员工更多参与的一种方式，因为这不仅是一个识别关键优质人才的机会，也是一个提高此类人才保留水平的机会。同样，全球范围内的技术也在不断发展，并对管理层在企业和组织中的作用产生了重大影响（Laud，Arevalo&Johnson 2016，第441页）。例如，由于电子邮件等信息通信技术的普及，管理者不再需要完全依赖其秘书和其他下属来访问公司的通信活动。
There are a number of critical success factors that the modern manager and businesses need to succeed in their environment. To begin with, both managers and businesses in the modern corporate world need to be capable of managing uncertainty (Nobre 2011, p. 423). Arguably, the modern world is changing rapidly and as such, the level of uncertainty is high as compared to 50 years ago. Thus businesses and managers need to be in a position to anticipate and deal effectively with uncertainties. Similarly, another critical success factors for businesses and managers is customer orientation (Nobre 2011, p. 422). Unlike in the 1950s where a single brand could easily dominate a particular, the modern world requires businesses and managers to approach the market with the customer in mind, rather than approaching it with the business in mind. In addition to this, managers and organisations need to develop leadership as their critical success factors (Jena and Sahoo 2012, p. 25). Note that without leadership skills, it is difficult for businesses and organisations to succeed in the 21st century.
现代管理者和企业要在他们的环境中取得成功，有许多关键的成功因素。首先，现代企业界的管理者和企业都需要具备管理不确定性的能力（Nobre 2011，第423页）。可以说，现代世界正在迅速变化，因此，与50年前相比，不确定性水平很高。因此，企业和管理者需要能够预测和有效处理不确定性。同样，企业和管理者的另一个关键成功因素是以客户为导向（Nobre 2011，第422页）。与20世纪50年代单一品牌很容易主宰某个特定品牌不同，现代世界要求企业和管理者在进入市场时要考虑客户，而不是考虑业务。除此之外，管理者和组织需要将领导力作为其关键成功因素（Jena和Sahoo 2012，第25页）。请注意，没有领导技能，企业和组织很难在21世纪取得成功。
Importantly, the potential core competencies of modern organisations are embedded in their organisational structures and managerial competencies (Verle, Markič, Kodrič & Zoran 2014, 923). Notably, the organisational structure that an organisation adopts highly influence their ability to innovate, their flexibility, as well as their ability to adapt to the fast changing environment. For example, due to the increase in competition, organisations not only need to enhance their innovative abilities to enhance their ability to satisfy their customers, but they also need to be able to easily restructure to adapt to different changes, both internally and externally. With regard to managerial competencies, modern organisations need to enhance their ability to develop knowledge and skills of their employees, as well as create a favourable environment in which such employees can apply their acquired knowledge and skills. This not only enhance the organisation’s ability to improve performance and productivity levels but it also improve level of satisfaction thus enhance the organisation’s ability to retain them. Importantly, there is a strong connection between organisational structure and the new core competencies that managers require in the modern world. In reference to Bartlett and Ghoshal (1997), the existing organisational structure impacts the way managers exercise their competencies in organisations. For example, for managers to exercise teamwork, they need a flat rather than vertical and hierarchical organisational structure. With this in mind, the existing organisational structure can either promote or inhibit managers from exercising their roles and competencies.
重要的是，现代组织的潜在核心竞争力嵌入到其组织结构和管理能力中（Verle、Markič、Kodrič和Zoran，2014年，923年）。值得注意的是，一个组织采用的组织结构高度影响其创新能力、灵活性以及适应快速变化环境的能力。例如，由于竞争的加剧，组织不仅需要增强创新能力以提高满足客户的能力，还需要能够轻松地进行重组以适应内部和外部的不同变化。在管理能力方面，现代组织需要提高其开发员工知识和技能的能力，并创造一个有利的环境，使这些员工能够应用所获得的知识和技能。这不仅增强了组织提高绩效和生产力水平的能力，而且还提高了满意度水平，从而增强了组织留住员工的能力。重要的是，组织结构与现代世界管理者所需要的新的核心能力之间存在着紧密的联系。参考Bartlett和Ghoshal（1997），现有的组织结构影响管理者在组织中行使其能力的方式。例如，对于管理者来说，要进行团队合作，他们需要一个扁平而不是垂直和分层的组织结构。考虑到这一点，现有的组织结构可以促进或禁止管理人员行使其职责和能力。
In conclusion, there has been a significant transformation of management theory over the last 50 years. Whereas the past management theory promoted the need for manager to embrace authoritarian approach to management, the modern forms of management emphasise on collaboration between the management and the rest of the organisation. To achieve this, organisation need to redefine their organisations structure and lean towards adopting a flat organisational structure rather than a hierarchical vertical structure.
总之，在过去50年中，管理理论发生了重大变革。过去的管理理论提倡管理者采用威权主义的管理方法，而现代管理形式则强调管理层与组织其他部门之间的协作。为了实现这一目标，组织需要重新定义其组织结构，并倾向于采用扁平的组织结构，而不是分层的垂直结构。