Read the passage and answer the following questions:
A little more than a century ago, Michael Faraday, the noted British physicist, managed to gain an audience with a group of high government officials to demonstrate an electrochemical principle, in the help of gaining support for the work.
After observing the demonstration closely, one of the officials remarked bluntly, It’s the fascinating demonstration, young man, But just what practical application will come of this?
I don’t know,’ replied Faraday, ‘But I don’t know that 100 years from now, you’ll be taking them.
From the demonstration of a principle to the marketing of products derived from that principle is often a long, involved series of steps. The speed and effectiveness with which these steps are taken are closely related to the history of management, the art of getting things done. Just as management applies to the wonders that have evolved from Faraday and other inventors, so it applied some 4,000 years ago to the working of the great Egyptian and Mesopotamian import and export firms. . . . to Hannibal’s remarkable feat of crossing the Alps in 218 BC with 90,000-foot soldiers, 12,090 horsemen and a ‘conveyor belt’ of 40 elephants. . . or to the early Christian Church, with its word shaking concepts of individual freedom and equality.
These ancient innovators were deeply involved in the problems of authority, a division of labour, discipline, the unity of command, clarity of direction and the other basic factors that are so meaningful to management today. But the real impetus to management as an emerging profession was the Industrial Revolution. Originating in 18th-century England, it was triggered by a series of classic inventions and new processes, among them John Kay’s ‘Flying Shuttle’ in 1733, James Hargreaves’ Spinning Jenny’ in 1770, Samuel Crompton’s ‘Mule Spinner’ in 1779 and Edmund Cartwright’s ‘Power Loom’ in 1785.