Foundation of Management Industrial Revolution

Question: Discuss about theFoundation of Management for Industrial Revolution. Answer: Introduction: The present history of management can be dated back to the industrial revolution which took place in the 1850s especially in Europe. Capital, multifaceted machines, and products were developed during the industrial revolution. Due to this invention, a problem came about. The main challenge was the management and co-ordination of these complex resources. The result is that management began, the scientific management in 1880-1930. During this period, engineers educated the universe industrial management, largely known as production running. Several theories on how management came to trace their origins from diverse principles over time.one such theory is the theory of the jungle, this theory claims that management occurred naturally by chance (Koontz, 1961). Foundation of management refers to the strategies put in place by a manager to enable him/her advance down a path of fruitful management, (Conklin, 2016). There is only one known best way of succeeding as a manager, this is by setting an outline using managerial functions which focuses on planning and making decisions, leading, organizing and controlling. (Foundations of management, 2016). The footing in management lie in a context of a dim realization slowly but practically inexorably undermining the base of some customary cliff of instinctual practice. In the modern world today, management is constantly proving to be dynamic, for instance, management nowadays relies on the word which is disseminated through print. Generally, writing facilitates the development of intellectual thinking and the linear reasoning essential for the logical framing of specific events into purposeful meanings. (Mele, 2014). Living things, in our case, human beings tend to have a tendency of increasing our thermodynamic endeavors, that is, the capacity and capability of trapping and utilizing such energy to enable one to raise their existing levels from lower to relatively higher forms. This is what makes one feel a sense of superiority above others. (Joullie, 2016). Evolution is a process which is more or less random. Human beings evolved not physically but by progress in our frame of mind and by growing our capacity to store knowledge. Thus, the nurtured impulse to inflict some logical order, and reason on our flux of experience ,provides the clues to the development of problem-solving positioning that we have over time come to know as management practices. Management roots, its foundations to three major events in history, the discovery of writing, which came about some three thousand years back together with alphabetization, and the growth in printed word in the fifteenth century. These three discoveries changed the human history in that they developed the necessary sense ratios, making visual knowledge dominate over all senses. Such intelligent pre-deposition has fundamentally shaped present attitude towards management and its practices. It has imparted a sense of readiness amongst those entrusted with management duties, (Tadeusz, 2014). It is argued that failure to take account of historical events and their special effects on the present modes of thinking, the foundation doctrines of management cannot be totally appreciated. The species homo has existed for around two million but yet developed properly into sapiens around 100 years ago. Civilization makes up a very small percentage compared to the much wider length of human evolution. During this early civilization period, little or rather no systems of reference to speak, existed hence no systematic way of organizing the effort. The human brain despite its erratic memory, was the only apparatus available to help in knowing, recording, referring and solving problems. With time and challenges, the human b eing was able to develop language and systems used for representation which proved to be convenient. Regardless of the type of business or field of expertise, all executives share mutual grounds. While conducting their daily tasks, managers are governed by the four basic principles or foundations of management. These are planning, organizing, directing and controlling (Magdalena, 2013). Planning Being the manager at your place of work or not, whether it is related to the work you do or not, everyone has planned before. It can be as simple as determining tomorrows schedule, what time to wake up or even how to get to work and the task to be accomplished once you get to work. Planning involves the process of setting objectives and determining the right course of action to help achieve the set objectives. (Commons, 2010). It requires that the management is cognizant of the environmental factors facing their institutions and be able to predict on the future situations. It is a process starting with scanning the environment, meaning that planners should be aware of the critical eventualities their organizations are exposed to in terms of competition, customers and economic conditions. The planners (managers), must then try to project on the future situations. The management must create the objectives, which are the set targets to be achieved and when these targets are to be achiev ed. (Mele et al, 2014). This will be followed by an evaluation of a suitable course of action to achieve the set objectives. Necessary steps should be formulated to ensure plans are implemented effectively. Different types of planning are conducted by the management, these include strategic planning, involving analyzing competitive strategies and threats as well as a SWOT analysis. The strategic plan has a long-term setting covering three or more years. The management formulates objectives, taking into account the mission of the organization. Another type of planning involves tactical planning, it mainly focuses on one to three years. It is designed to develop means to implement the organization's strategic plan. This task is normally left to the managers at the middle level of the organization. Operational planning adopts the presence of society-wide aims and intentions, specifying how or methods to realizing the goals. It takes a short range normally not exceeding a year and is in tended to cultivate definite action stages that back planned and tactical plans. Organizing This is a role of the board involving the development of organizational structures while allocating human resources in order to ensure that the company accomplishes its objectives (Fuller, 2012). The organization's structure provides the framework for co-coordinating the efforts. This particular structure is in the form of a diagram providing a graphical depiction of the organization's management structure. Organizing similarly comprises designing of distinct works in the business. Resolutions and duties are prepared regarding the individual tasks at hand. Organizing regarding a specific work encompasses how paramount to scheme specific jobs to utilize human labor efficiently (Miller et al, 2013). Customarily, job design was centered on the doctrines of the division of work and specialization. However, understanding has shown that it is now possible for work to become narrow and specialized. Recently, businesses have tried to establish an equilibrium concerning the need for employee specialization and the necessity for employees to devise professions that involve diversity and anatomy. Numerous jobs today are planned to center on job enrichment, enablement, and coordination. (Rudani, 2013). Leading Leading refers to the societal and informal basis of stimulus which a manager practices to motivate achievement taken by the employees. Effective bosses who are virtuous in leadership, ensure that their juniors remain passionate about exercising effort to attain the overall goals of the organization. (Han, 2013). Behavior science has made numerous assistances to this understanding. For instance, studies have revealed that for one to lead effectively, he/she must be able to understand their juniors personalities, ethics, insolences, and sentiments.as a leader, you are looked upon to provide routes to the lower level managers and junior staff so that everyone is aware of their duties to be performed, and are prepared to carry out theses duties professionally and successfully. Controlling Controlling is a process meant to warrant that performance does not deviate from the set criteria. Controlling mainly comprises of three steps, namely the establishment of the performance standards, the comparison between the real performance alongside criteria and taking remedial actions when the need arises. Performance criteria are stated in financial values such as statement, sales reports, consumer satisfaction and official performance appraisals. Controlling, in this case, should not be mistaken with behavior and devious senses, this role does not necessitate that administrators endeavor to have control or influence the personalities, emotions, and approaches of their juniors. This task encompasses the supervisions part in taking the essential measure to guarantee that the labor related tasks remain consistent and are contributing towards accomplishing the organizations and the departmental goals. (Magdalena, 2013). To control effectively requires that appropriate plans be put in place. This is due to the fact that it is only through proper planning that you are able to adhere to the necessary standards and objectives. (Modern, 2016). It also necessitates a much richer taking into account where obligation for unorthodoxies from criteria lies. The two common, customary control methods are economical and performance auditing. Auditing encompasses examining and verifying registers and supporting booklets. A budget inspection is aimed at providing evidence regarding where the institution is, taking into account what was prearranged and planned for. Performance assessment, on the other hand, aims at determining whether the numbers reported mirror the real performance of the business. Controlling is constantly thought of in terms of fiscal criteria, it should be noted that management need also to control manufacture and procedures, practices for the provision of facilities, agreement with enterprise guidelines and added events in the business. (Lopez, 2014). In conclusion, it is no longer a furtive that work around the globe continues to be dynamic. Studies have shown that specific and team performances achieve desired results. Todays management comprises of a unified and extremely functional lineup. The effort is being made to make the foundations of management more meaningful and understandable, this is through integration and alignment of different persons with intellectual minds. Through this approach, new and old management philosophies will not conflict in any way or substitute each other rather all management approaches will co-exist and complement each other (Willcocks, 2013). References Anthony, P., 1986.The Foundation of Management(Vol. 324). Routledge Kegan Paul. Admin, N. (2016)Foundations of management - NMA. Available at: https://nma1.org/foundations-of-management-course/ (Accessed: 8 September 2016). Commons, C. (2010)1.4 Planning, Organizing, Leading, and Controlling. 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