Like Perry, the study puts the manager's role as the most pivotal within the organization, primarily because s/he serves as the 'catalyst' for change and innovation in it. Other literature also stress the role of power and control in helping the "new managers" of the 21st century to further develop their significant positions in the organization. Hill's (2005) study of managers for the century reflects how learning is achieved through experience, backs up theoretical assumptions that management for the 21st century does not demonstrate parallelism between its theories and actual applications. This assertion is mirrored in a theoretical study by Drejer (2004) and Klagge (1998), wherein he found out that training and learning for new managers in their first year of assuming their managerial positions have been purely based on experience. This parallelism between Hill and Drejer's studies shows that managers receive adequate learning through experience in the organization, a quality that is considered essential when they are given 'informal' roles as mediators or change agents within an organization.

However, there are also studies that propose several problems that hinder the "new manager" of the 21st century from fully realizing his/her role as potential change agents for the organization. Kerr's (2004) and Callanan's (2004) studies emphasized on this point, wherein managers often face hindrance in the form of the organization's nature itself. The lack of democracy within organizations (based on the management perspective), according to the authors, discourages...

Increased competition among employees/members and the inherent independence and autonomy of business organizations make it impossible for managers to create change without encountering conflict or disagreement with other members of the organization. However, both authors still consider the manager's crucial position as both communicator and social interactor between the management and the organization's members are important in creating and developing change despite these inherent characteristics of business organizations.
Bibliography

Balogun, J. (2004). "Organizational restructuring and middle manager sensemaking." Academy of Management Journal, Vol. 47, Issue 4.

Callanan, G. (2004). "What would Machiavelli think? An overview of the leadership challenges in team-bases structures." Team Performance Management, Vol. 10, No. 3.

Drejer, a. (2004). "Back to basics and beyond: Strategic management -- an area where theory and practice are poorly-related." Management Decision, Vol. 42, Issue 3.

Hill, L. (2004). "New manager development for the 21st century." Academy of Management Executive, Vol. 18, Issue 3.

Kerr, J. (2004). "The limits of organizational democracy." Academy of Management Executive, Vol. 18, Issue 3.

Klagge, J. (1998). "The empowerment squeeze: views from the middle management position." Journal of Management Development, Vol. 17, Issue 8.

Perry, R. (2004). "Understanding…