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With the onset of the industrial revolution, organizational hierarchy became more complex and started to include a number of managerial roles. On the turn of the 20th century, management became a commonly used word and organizations started identifying the different job roles suitable for co-ordinating between different departments. With companies beginning to scale quickly and the world starting to get connected easily because of the inventions of new modes of transportation, organizations started working out of more than one country and hence needed people who could properly overlook the smooth running of the business in different countries. During these early times, when industrialization had just been introduced to the world, people who had access to adequate capital were more capable of expanding their business and optimizing it for better efficiency.

Schools of management had already started flourishing in most of Europe in the 1800s. In the USA, the first school of management, Wharton School was established in 1881. As the requirement for efficient managers with acute knowledge about management principles began to grow, management institutions began to grow in number and size. More students started to show interest in learning management in order to directly take a position in management in an organization. This also made way for a lot of research and study on various management principles, strategies and skills. These studies helped in understanding the efficacy of these principles and management styles, making it possible for organizations to consider developing an organization structure which was suited to these management practices and styles.

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The role of management in the 1900s was mostly rigid and full of extensive rules and regulations focusing on the business and the clients with very less connection or focus on the employees. But as organizations begin to evolve and employees begin to demand more in terms of employee satisfaction, management is starting to adopt a new approach which involves empathy and where employees are as much a focus for business successfulness as the profit earnings of the company and the satisfaction of the clients.

Many organizations have added a new layer to their management, where empathy for employees is considered as important as empathy for customers. These organizations have also been able to prove that by adopting such management principles, they have been able to increase profits and overall customer satisfaction.

By exploring the aspect of empathy, management schools are beginning to explore new philosophies and cultivate new business strategies. As a result, businesses are coerced into identifying how a manager must function in this new business environment where the thought process of employees have undergone a transformation and where businesses are required to incorporate employee well-being to ensure business successfulness.

There are lots of new questions about management and how it could work with the presence of new technologies and the shift in job roles and organizational hierarchy where businesses are starting to work in an open-door organizational model. Businesses are also required to question their existing business practices and conduct a gap analysis to identify the areas where it needs to make improvements. The various training and developmental techniques used for advancing the careers of managers must also be carefully looked into in order to identify how these trainings must be modified or updated to be suitable for the leaders and management of today.

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Would you like to read more about this topic? This book might interest you: Top Ideas and Insights on Management.

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