Changes in the Approach to Management Since the Industrial Revolution Essay

Paper Type:  Research paper
Pages:  5
Wordcount:  1112 Words
Date:  2022-07-18

Introduction

Industrial revolution is a phrase used to refer to the transition from conventional means to technologically advanced techniques of manufacturing products. The industrial revolution changed numerous aspects of corporate management. Before the industrial revolution, administrators ran unions based on slave labour. Corporate fields were small, and owners of the premises were coordinators, planners, and controllers. However, the rise of industrial revolution introduced new methods of production which increased the scale of institutions.

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Consequently, managers had to depend on each other so that they could coordinate processes in the larger organisations. Different departments such as quality control, rudimentary accounting, standardising processes and workflow planning were introduced in organisations. This paper analyses the changes in managerial aspects after the industrial revolution, uses Adidas Company as a case study to illustrate the changes, and addresses the challenges faced by managers in a competitive global business environment.

Changes in the Approach to Management Since the Industrial Revolution

Leadership styles are behavioural patterns that leaders adapt to influence their followers towards the achievement of specific goals and objectives. Before the industrial revolution, the autocratic style of leadership was common in most organisations. Leaders took the responsibility to direct followers. They dictated all processes for employees while the administration discouraged autonomy and creativity. The dawn of the industrial revolution required the organisations to embrace innovation. Consequently, leaders adopted the participative style of leadership as it invites the input of employee in the decision-making process. The style enhances collaboration and teamwork in the workplace.

After the industrial revolution, organisation structures changed from hierarchical to flat to facilitate the adoption of innovative ideas. The flat structure prioritises the needs of employees by averting the long channel of communication that is in the hierarchical strategy. The motivation of employees transitioned from extrinsic to intrinsic. Rewards were given to motivate their external efforts. After the industrial revolution, administrations incorporated the input of employees by building trust-based relationships. The connection was fostered through intrinsic motivation by providing incentives and comforts. Companies use the new approach as opposed to the traditional one in the treatment of workers to nurture talents and creativity.

How the Modern Management Approach is Used in Adidas Company

Adidas operates under the participative style of leadership to create emotional and mental participation of employees. In the industry of sports and fashion wear, innovation plays a key role in developing and retaining the company's brand image in the competitive market. These functional benefits are accomplished through team building and participation of the entire workforce. The company's flat organisational structure has enhanced coordination and the speed of communication between employees, making it easy to foster the brand strategy. The situation enhances the levels of creativity among employees.

Adidas uses rewards and numerous incentives within the working environment to enhance devotion, engagement, and security. Notably, the company fosters intrinsic motivation through the provision of psychological needs, good security systems, and rewards. Adidas uses a new approach to treating employees to manage new talents effectively. The need for innovation made it possible for the company to recruit talents from different backgrounds. The organisation's new culture takes into consideration the needs of all people regardless of their backgrounds. Adidas treats its employees with professionalism and respect to encourage constructive competition. Notably, the company involves employees in decision -making to raise ideas that can maintain the company's image as an innovative brand.

Managerial Challenges in a Competitive Global Business Environment

Building a competitive advantage: companies should be clear about the benefit and target market determinants. The benefit determinant directs the company to consider products of real value to clients. The target market determinant directs the administration to understand customers and their needs. Adidas follows the brand strategy in gaining market control. It has a research and development department that embraces innovation in the production of good quality products for its customers.

Maintenance of ethical responsibility: common challenges include ethical responsibility and discrimination. The prevalence of Corporate Social Responsibility has heightened the need for managers to be aware of ethical issues so that they can make proper decisions. However, they need to be confident knowing that their choices will always be at odds with other's preferences. Managers should also educate themselves on discrimination and foster an accommodative culture by upholding fairness in treating employees and hiring candidates.

Managing a diverse workforce: challenges manifest in understanding value differences and combating discrimination. It may be difficult for managers to understand people's unique abilities because of some show reluctance in need to provide feedback and share ideas even after the establishment of diversity programs. Managers should develop teambuilding activities to help them understand the values of employees. Instances of discrimination can be solved by following protocols established in employee handbooks.

Conclusion

After the industrial revolution, managers opted for management structures that incorporated employees in the production process. Consequently, they adopted the participatory style of leadership, flat organizational structure, and the intrinsic approach of motivation because of showing acceptance towards employees, boosting their morale, and enhancing organizational creativity. The ideas of employees are crucial in guaranteeing market superiority. Adidas operates through prioritization of employees' needs. Managers facilitate the creation of a collaborative environment so that the employees' creative ideas can be harnessed and used in maintaining the brand strategy. Intrinsic motivation techniques serve as duties of establishing trust and healthy relationships with employees. Lastly, common managerial challenges in a competitive global business environment include fostering a competitive advantage, upholding ethical responsibility and handling a diverse workforce. The issues can be addressed by understanding the needs of clients, embracing confidence in resolving ethical issues and establishing an accommodative culture for all employees.

References

Budd, John, Gollan, Paul, and Adrian, Wilkinson. "New Approaches to Employee Voice and Participation in Organisations." Human Relations 63, no. 3 (2010): 303-310.

Dogiamis, Georgios, and Narian, Vijayashanker. "Adidas: Sprinting Ahead of Nike." Adidas, Winter 2009.

Dyczkowska, Joanna. Democratic or autocratic leadership style? Participative Management and Its Links to Rewarding Strategies and Job Satisfaction in SMEs. Athens Journal of Business & Economics 4, no. 2 (2018): 193-218.

Linda, Trevino, and Katherine, Nelson, Managing Business Ethics: Straight Talk about How to Do It Right (Hoboken, New Jersey: John Wiley & Sons, 2016), 242

Majd, Megheirkouni. "Leadership styles and organisational learning in UK for-profit and non-profit sports organisations." International Journal of Organisational Analysis 25, no. 4 (2017): 596-612.

Mor-Barak, Michalle. Managing Diversity: Toward a Globally Inclusive Workplace. Thousand Oaks, California: Sage Publications, 2013.

Nord, Jeretta, Paliszskiewiczs, Joanna, and Alex, Koohang. Using Social Technologies for Competitive Advantage: Impact on Organisations and Higher Education. Journal of Computer Information Systems 55, no.1, (2014): 92-104.

Reiss, Steven. Intrinsic and Extrinsic Motivation. Society for the Teaching of Psychology, 39, no. 2 (2012): 152-156.

Shannon, Arnold. "Why Culture is the Key to Competitive Advantage." Blackline Magazine, May 9, 2017. https://www.blackline.com/blog/leadership-culture/culture-key-competitive-advantage/

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Changes in the Approach to Management Since the Industrial Revolution Essay. (2022, Jul 18). Retrieved from https://proessays.net/essays/changes-in-the-approach-to-management-since-the-industrial-revolution-essay

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