Introduction
The terms Fordism and Taylorism are useful in describing management, and the application of these theories to contemporary issues in business organizations. The two theories have practical implications to various complicated situations that can have dramatic effects on the business organization. Fordism comes from the renowned scientist Henry Ford who came up with the technical division of labor where companies and production units divided labor amongst itself to increase productivity. This form of management entailed a hierarchical control where employees in the production units had to work in one specialized unit of production. The workers were not skilled and produced, and they were also restricted to performing one single task. On the other hand, Taylorism came about in 1911 due to the work of Fredrick Winslow Taylor. He reasoned that the best way of improving the levels of output in an organization was through and improvement in the techniques used by workers to perform their task. The two men had different views of how to achieve the organization goals (Berry & Bell, 2012:12). This provides a different platform for organization to work on when selecting the best theory to apply in the management if contemporary issues in the business environment.
Today, there are many contemporary issues in the business world that requires various measures to be taken by the mangers on how to deal with them, and make the best out of such situations. In the current business world, mangers have come to understand the importance of treating workers in a democratic way due to the changes in the market and technological waves that have hit the business world. These changes have called on managers to adapt a flexible and diverse mode of production. Organizations are moving towards a flexible work procedure that would easily adapt to changes in the business world that are mostly brought about by rapid innovations. In the past organizations used the complex Fordism theory of management where human beings were not seen as people with feelings. Trade Unions offer a good example as to how organizations are changing from the rigid Fordism theory of practice to a flexible one that can be described to fit in to the Taylorism theory of scientific management (Tatli & Ozbilgin, 2012: 250).
Trade unions have been revived in different countries, and Britain is one of the countries that have seen the revival of trade unions. Trade unions were rigid and organized in the past. Everything was put in order, and there was no space for any rapid changes that could be witnessed in the business environment. This system was perfect for the period these unions operated on at the time. However, there has been a need for the trade unions to change their organization structure as situations are changing, and demanding for a flexible way of doing things (Echtelt, Glebbeek & Lindenberg 2006: 493). There are various changes in the mode of conducting things with major changes in the business setting. It is now common to find organization settling for off-shoring as opposed to conducting production processes in their own countries. This comes from the belief that off-shoring saves on costs. This changes the demands of the organized unions that operated under a different setting in the traditional organization systems. This requires a flexible organization that can adapt to the different practices adapted in different countries. Unlike in the past, distance is no longer an issue due to technological innovations that allow for remote call servicing (Bolton & Boyd 2003:289).
The composition of unions is also shifting as more issues come up in regards to diversity of members of a union. Nowadays, there is diversity in the people joining unions. This brings in the issue of equality and issue of human rights to issues affecting the union members. This means that the previous successful modes of operations are no longer applicable as new compositions come up with new entries to the unions. Some of the changes in unions include the entry of women to powerful positions in organizations. It is no longer a male dominated world hence the ways unions are organized are changing. The issue of multinational corporations (MNCs) is also a driving force in the need for a change in the unions’ organization. People have to cross boundaries and work in new environments that are challenging in terms of their cultural practices and work ethics. Some countries have workers who are willing to work at any time, and are easily accessible over the phone. Countries like India provide the best location for off-shoring as research from literature reviews show that people from the country are willing and able to work at any given time with no issue about time issues.
Differentiation is a key feature of Taylorism. Organizations are now adapting new ways of operations through the use of cost-efficient and customer oriented means. Customer oriented methods of operations are on the rise as employers seek to enhance optimistic views and increase interactive in the working procedures through interactive services. The complexity of this issue arises from the difficult analytical skills and need for knowledge processing that is critical to the work of agents in various departments. Unlike the past era, customers are taking bold steps towards demanding for goods and services. Customer oriented methods of operations means that an organization has to change tact, and identify ways of delivering services as demanded by a consumer. This forces agents or workers to act in a decisive, creative and empowered manner. On the other hand, the customer has a distinctive role where he or she is decisive and generates important variable responses that crate a limit to the amount of degree in the standardization process.
Cost is a key feature in any operation within an organization. It is the driving force that initiates many projects in an organization. Off-shoring aims at minimizing productions costs, especially labor costs that are high in developed countries. Developing countries offer good labor costs, and the number of workers available to work for these organizations is high. Cost reduction logic is part of Taylorism (Taylor & Bain 2005: 281).
Post Fordists organizations are driven by the way colleagues and managers view an employee. The work places in current years have been open to flexible working hours and working methods. Employees can choose to work from home or work at a time that is of convenience to him or her. However, this is not really the case in many organizations, as post-fordism in organization can be said to be time-greedy (Doherty 2009:93). Employees are forced to spend a lot of time in the office trying to impress others in the organization. The worth of an employee is measured by the time they spend in the office doing various tasks with others. Fordism entails the used of fixed machines that are dedicated to work. The employees in this case are not turned into machines as proposed by Taylorism.
The main aim of Fordism was to develop and build a culture where employees focus on the issue at hand. It does not seek to turn them into machines that work as per the instruction given to them. The employees in this setting are forced to see the outcome of a project, and not merely focus on the process of completing the work. The focus of Post Fordism entails pleasing the management and neglecting personal time management. This hinders the effort by organizations to create a flexible working schedule where employees choose when and how they want to complete their work. This renders employees who work part time as unfit for many positions and career advancements. This can be attributed to the view by managers that these individuals are not committed to their work. The other determinant that may hinder employees to adapt to the free system is the issue of job security. Employees have been accorded autonomy in how they do their work. They can decide on the working hours they want to use, and the way they perform their work. However, as pointed out earlier. There are factors as the view of managers on an employee’s commitment and career advancement that hinder this progression that is common in organizations using fordism (Taylor & Bain 2005).
A promotions system in Fordism system entails a view of different issues that work together to shape the employees chances of career advancement. Promotion systems are now highly competitive as employees and employers embrace new ways of conducting their duties. Job security in an organization entails numerous duties for employees who have to work on strict and tight timelines to deliver assignments given to them by managers. Targets are set, and employees have to meet them. Failure to do this means that they are not competent; hence their jobs will be at stake. Social rewards are also at stake when the employee is not in a position to deal with and meet the deadlines set when they are working on individual or team projects.
Decision-making is key feature in organizations. In recent organizational structures and production systems, autonomy has been a key feature. One would expect that such a system would transform how employees made decisions regarding their production mode. Time management is one area that employees have been given a right to manage. However, one would find that employees are forced to work extra hours in a bid to finish the product in time. This is due to the demands of the job that requires perfection of the product to suit the demands of the management. Flexibility is applied at all levels of management.
The structure of post-fordism can be seen in the responsibility of a worker to attain all the production goals. However, the reward system is the driving force behind most of the decisions made by employees regarding most issues affecting the production of goods and services. in this case, absolute dedication and a high level of commitment to the job is one result of the competitive rewards system used in the workplace. Employees no longer focus on the time they spend working on a project. The main issue is finishing the project and making sure it is a good project as opposed to working on it at a short time span and delivery a low quality product. Personal time management is not an issue at this time as employees focus on building their careers and advancing them. no one wants to risk having their job at stake. They are therefore, driven to remain vigilant as they go about their daily routine. Although they are under less supervision, employees know their place in the organizational hierarchy, and will do nothing to compromise this.
Henry Ford and Fredrick Taylor played a key role in coming up with relevant theories to guide mangers on how to conduct production using the theory that suit them best. The two theories provide different ways of working with the aspect of human beings as resources creating a rift between the two men. The business community is experiencing many changes in terms of approaches to practices and contemporary issues. Off shoring is one aspect that has many issues that arise as to its significance in cost reduction. The changes in conducting business in a new environment and how it affects the operation of unions has impacted greatly on how these businesses handle issues of production and promotion of employees. Organizations are configuring work systems and production measures to fit in to the flat hierarchies that aim at increasing production. Autonomy is coming out as a key feature in management of production activities in many organizations. Efforts are being made by individuals to ensure that quality products are delivered irrespective of the personal time sacrifice they have to make while they are working on a project (Heery 2005: 100).
References
Heery, E 2005, Sources of change in trade unions, Work, employment and society, 19(1): 91–106.
Doherty, M 2009, When the working day is through: the end of work as identity? Work, employment and society, 23(1): 84–101.
Tatli, A & Ozbilgin, M 2012, Surprising intersectionalities of inequality and privilege: the case of the arts and cultural sector, Equality, Diversity and Inclusion: An International Journal 31(3) pp. 249-265.
Bolton, C S & Boyd, C 2003, Trolley Dolly or Skilled Emotion Manager? Moving on from Hochschild's Managed Heart? Work, employment and society, 17; 289.
Berry, P D & Bell, M P 2012, ‘Expatriates’: Gender, Race and Class Distinctions in International Management, Gender, Work and Organization, Vol. 19 (1).
Echtelt, P E, Glebbeek, A C & Lindenberg, S M 2006, The new lumpiness of work: explaining the mismatch between actual and preferred working hours, Work Employment Society, 20; 493.
Taylor, P. & Bain, P 2005, ‘India calling to the far away towns’: the call center labor process and globalization, Work Employment Society; 19; 261.
