Management After The Industrial Revolution

Management After the Industrial Revolution

Daniel Merrick Jr.

Averett University

Abstract After the end of the civil war, the Industrial Revolution became more evident than ever with the improvements of science and technology. Machines began to take over everyday work normally performed by humans, animals, and water. The steam engine was the main improvement in the Industrial revolution. It led to what seemed to be the biggest evolution of all because steam could power trains, ships, and factories. The idea of using machines to produce power made it possible to be more competitive in an environment that had increasingly high demands. Most of the small businesses that once were held in the homes of everyday people would become a more prominent feature. Factories would now be built using these new machines to power them. With such a high demand for the use of fabrics in countries, the factories would be able to produce and meet demands of buyers with the machines doing most of the work. Skilled trades were still needed to run the machines and work in the factories. Once the factories were established, and man power was present, a specific person would be needed to regulate the workers. It was evident that the need of a manager to keep a business and its workers in the right direction was essential.

As markets grew rapidly there was a need for workers and machines to be more productive to meet higher demands. The pressure on a company to compete effectively became very challenging for managers because of the need for more workers. One of the problems that came about for management was finding more workers and improving the skills of current employees. “This was a difficult task because many were accustomed to working in smaller shops and farms and did not like the idea of shifting into a large factory where they would face the year round regulation of hours and their work would be constantly monitored” (Wren and Bedian, 2009, p.44). Despite these consequences, higher wages were a major incentive, as a larger income increased a person’s way of life. Workers were becoming more attracted to factory work and many moved closer to the factory. The demand for skilled laborers was high, but the most advanced workers were the most resistant to the factory working life. “The Wool combers Guild was an advanced occupation that resisted mechanization and factory work preferring their guild tradition” (Wren and Bedeian, 2009, p.45). Advertising and incentives were used to catch the attention of these workers in hopes of hiring them in the factory. Unfortunately, money could not always aid in getting workers to stray from their normal traditions that they grew comfortable in. Finding skilled workers seemed to be the largest problem until management attempted to train their employees. “Basic educational skills were lacking which created problems because instruction sheets required employees to have the ability to read” (Wren and Bedeian, 2009, p.46). Uneducated workers initiated a serious problem in developing the skills required to run machines. There was no prior work experience that would aid in the workers to be successful in their new position in the factory. As the problem became more serious the factories began to make training courses and classes to teach the workers the elementary arithmetic, geometry, and other skills needed to perform the required work in the factory. Now discipline and motivation became a problem. “Accustomed to the crafted traditions of independence and the agrarian mores of self-sufficiency, workers had to develop habits of industry, such as punctuality, regular attendance, the acceptance of a new regime of supervision and the mechanical pacing of work effort” (Wren and Bedeian, 2009, p.46). The challenge of converting a worker from the way they were accustomed to working and turning them in to a factory worker was very challenging for a manager. The work ethics of the

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