Effectiveness and Innovative Methods Adopted by Manager

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Evolution of Management Practices Before the Industrial Revolution

Management practices before the Industrial Revolution involved the contribution of resources and manpower to produce and deliver the desirable goods and services in the market. During this phase, more preference was given to quantity rather than quality, due to which, with the help of monotonous activities, the focus was given to producing standardized products. Managers used to assume that stability within the internal functioning is better rather than adopting the usual changes (Drucker, 2012). The reason is the existence of few competitors and a lack of awareness amongst the internal as well as external stakeholders. Business entities used to focus more on labor-intensive techniques rather than capital-intensive techniques. Further, emphasis was given to exploiting the existing advantage that derives the short-term thinking ability, which does not involve much attention in terms of delivering attention to the shareholder's requirement. Before the revolution of industries, the owner of the company had centralized decision-making power and engaged in practices like planning, coordinating, procurement of resources, coordinating, as well as controlling. Based on which large trading and construction companies exploit the labor in terms of performing either skilled or unskilled work at a minimum wage rate (Management's Three Eras: A Brief History, 2014). However, the existence of economists like Adam Smith gave insight into the division of workers based on their skill, knowledge, and productivity, which can further increase the productivity of the firm.

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With the strong influence of thinkers like Adam Smith in the 20^th century that involved the tenure from 1910-1940, Management as Sciences practices were developed. It involves operations where business entities concentrate on enhancing productivity due to the division of labor, which leads to better standardization. The strong working culture that involves a top-down management approach involves strict control that assists the people as well as internal processes to dominate across industries. Similarly, from 1950 to 1960, which is a decade, led to the prominent growth as well as development of enterprises due to the emergence of HR activities. This tenure played a significant role in terms of evolving management practices. The manager, rather than just focusing on their abilities, objectively slightly paid attention to the human factor. It involves activities like the preparation of job descriptions, conducting performance reviews, and goal setting that improve the overall productivity as well as the profitability of the firm. Thus, the end of the 1960s set to the emergence of the Industrial Revolution, which largely changed the economy as well as working criteria within the United Kingdom (The Evolution of Management, 2013).

Development of Management Practices as a Scientific Discipline During the Time of Industrial Development

The development of industries was the transition phase for the enterprises of the whole European Union in terms of shifting from the manufacturing system to the factory system. Here the development of management practices encompasses practices like planning, coordinating, resource allocating, and controlling, as well as concentrating on innovative techniques. This led to the huge growth and development of factor systems by depending upon capital-intensive techniques and adopting new scale technologies. During this phase, the company realized the essence of concentrating on the significant values as well as beliefs of a firm that enormously generates welfare for the personnel. From 1960 onwards, the UK experienced an enormous change in terms of preparing and strategic planning for both the long and short term. Along with that, successful firms used certain frameworks, like SWOT analyses, to articulate the significant strategy and develop suitable plans for better performance of the firm (Easterby-Smith, Thorpe, and Jackson, 2012). Moreover, in the passage of years like 1980, the business environment increasingly became competitive in terms of gaining the advantage of core competencies. The usage of certain tools and techniques like lean management and total quality management helps to minimise the chances of wastage as well as continuously work to develop the quality of the product. Better skills in the form of training and development sessions were provided to the employees so that they maintain significant relations with customers and collect the relevant data in terms of bringing the business in favor of the company. The main similarity in the management practices during as well as before the industry revolution was that the decision-making authorities rested on the top level of management. Additionally, only certain authorities and a few management staff have the privilege to select the best alteration as per the changing pattern and dynamic environment. Furthermore, with the passage of frequent years like the 1990s and 2000s, the company brought up immense changes in their management practices, where they focused on upgrading their performance by setting benchmarks. This practice helps to maintain the balance sheet of the company and encourages the personnel to attain the best possible outcome. Subsequently, from 2000 forward, the industry understood the relevance of maintaining data, for which advanced technology was used to derive the potential data to generate value for existing as well as potential customers (Rothaermel, 2016). Along with that, by this time, the company gave priority to the decentralized decision-making approach, where even the employees gained the opportunity to put forward their valuable ideas as well as opinions. It further promotes creative thinking ability to boost organizational processes and inspire others to work in favor of the company (Fayol, 2016). This preferably assists the firm to remain competitive by carrying out effective functioning and gaining core competencies.

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Growth of Management Practices in the Post-Industrial Era

Thus, the enormous growth of management practices at the time of the post-industrial era helps diverse firms to meet significant standards to incorporate a better decision-making process. This whole process of evaluation in the development of industries, which continued from the beginning of 1970, completely changed the perspective as well as the process of carrying out the business. Like, a shift from hierarchical communication and decision-making order to the brainstorming method assists the company in enriching the capabilities of employees. Earlier employee was treated as a single entity to whom directions were offered to get the work done. In exchange for it, the company paid them a fixed amount so they used to give less priority to human practices (Fleischman and Parker, 2017). But after the post-industrial revolution, due to immense competition, manpower is considered an essential resources to whom the manager constantly pay attention. There exist various ways by which an organization in the post-industrial phase enhanced its management practices. An explanation of some of the ways that led to the significant changes is determined below.

Investment in training and development sessions for the existing as well as new employees assists the organization to enrich the abilities of manpower and inspire them to better incorporate management practices. This helps in building a competitive or challenging team that remains self-reliant to face competitive pressure due to improved skills, capability, and quality (Lloyd-Jones and Lewis, 2014). Along with that, the participatory method even assists in landing innovative solutions by generating job security amongst the workforce. Such collaborative techniques amongst the team members not only enhanced personal growth but also helped the firm attain the collective target effectively.

Moreover, the optimum use of innovative technology assists the prevailing company to accommodate the needs of the potential market and mitigate the negative impact of often globalization, which is an increase in competition rate. Customers or ultimate users get benefits due to globalization because they get a wide range of alternatives in the market (Hill, 2018). But on the other side, the domestic industry can be affected due to the intervention of MNCs. So with the help of employees, the company tries to maintain long-term relationships with customers through physical stores or retail outlets.

Therefore, digital media has suitably helped the industry to remain connected with mass customers and get results in real time. Thus, the business entity needs to adopt an adequate management style and invest in changes to gain a competitive advantage over others.

Development of Management Practices to Successfully Meet the Current as well as Potential Changes of the Future to Meet the Needs of the Operating Environment.

Modern management practices comprise the involvement of complex changes that assist personnel to possess an adequate amount of talent as well as practices to develop the existing management practices. The manager as well as the top executive level significantly build up the strategy to exploit the untapped opportunity that helps to improve the business operations. Such participation and foresight vision assist the company to cater for the current as well as potential changes in the management practices effectively. Enriching the efficiencies of employees helps in the long-term engagement of employees, which widens productivity for the current and future perspectives (Laudon and Laudon, 2015). Along with that, involvement of the digital media in the existing management practices is valuable to meet the interest of existing and potential candidates. Further, continuously learning patterns in terms of studying the market trend and anticipating competitive analysis assist the company in undergoing radical learning for the long-term development of an organization. Generally, large and multinational companies gain the advantage of immense capital and resources but it is not necessary that the start-up can not commence its business even in tough competition. So the new venture can access digital media and communicate the values to the potential target market. This drops the unnecessary expenditure of the company in comparison to the traditional media. Thus, the company must remain innovative and make creative decisions with the involvement of the team members. Application of such group decision method helps to analyze the internal and external operating environment based on which firm needs to develop the management practices (Weske, 2012). Therefore, redesigning the organization's culture helps the organization gain the advantage of long-term sustainable development.

CONCLUSION

From the above report, it has been determined that due to the dynamic environment and constant innovation, management concepts as well as practices are continuously evolving. Based on the smooth and potential internal functioning like planning, staffing, coordination, as well as controlling, there exists a huge revolution in the current management practices at the stage of the pre- as well as post-industrial revolution. Like earlier, a few industrialists had monopoly rights, which they used to focus on the production of particular products or services that they could manufacture. But in the modern era, the manager focuses on identifying the needs and changing trends and accordingly, they bring alterations in their offerings. Therefore, in the current management practice, due to wide competitive pressure, most of the successful entities give prime preference to the requirement of the main stakeholder, which is the customer for sustainable growth and development.

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