ABSTRACT<\/strong><\/p>\n\n\n\n

The paper examined \u201cOrganisational transformation: A paradigm shift from the classical to post-contemporary orientation.\u201d The purpose was to look critically at the relevance of managerial functions notably: planning, organising, leading and controlling as practised at the contemporary time and canvass for the review or revisit to usher in the post-contemporary practice in tandem with the changing dynamics of business environment. The methodology and design were purely descriptive desk research undergird by the prism of advocacy which relies heavily on extant literature. The paper advocated health, safety and green environment (HSgE) or society as the purpose of business organisations as profit potential is inherent in the same. In other words, purpose should be the super-ordinate ambitions of business enterprises to which the drive for profit making should be subordinated or subjected. Preference should be given to networking which permits organisation-wide interactions founded on self-managed teams as against tall hierarchies which erect bureaucracy and stultify initiative. Empowering contrary to controlling allows employees relative autonomy to exercise creative and innovative initiatives where dyads of employees\u2019 commitment intersect with organisational commitment without fear of discipline associated with administrative control. Experimenting as against planning leverages McGreggor\u2019s theory \u2018y\u2019 which anchors on the principle of \u2018self-fulfilling prophesy\u2019 as it fosters employees\u2019 self-confidence to exercise discretion, initiate creative innovative actions and remain protected in event of unintentional mistakes. Transparency in contradistinction to privacy helps to build bankable trust and boosts corporate governance in business organisations. Further research from empirical standpoint and preliminary application are recommended to both academics and business practitioners respectively.<\/p>\n\n\n\n

Keywords:<\/strong> Dyads, Empowerment, Holacracy, Lowerarchy, Networking, Experimenting, Super-ordinate and Transparency.<\/em><\/p>\n\n\n\n