ABSTRACT
Fifteen years later, Hunsaker and Alessandra (1986, p. XI) wrote, “The art of managing others is a dynamic process that is ever changing and evolving. Many of the managerial concepts proposed only a few years ago cannot and will not work in today’s environment. People have changed. Government has changed. The world economy has changed.” Into the 1980s and 1990s, the fundamental fabric of the management role has been torn away. Managers who were once expected to command, control, and persuade others to engage in activities they would not do if not closely watched were now required to be leaders, to be forward thinking, to have people skills, and to build self-managed teams. The land of X was being slowly transformed into the land of Y.
