Management

Question 1

what is fordism

Answer 1

A way of organising mass production developed by Henry ford

Question 2

FORD production line

Answer 2

In the mass production system the assembly lines were semi- automatic. each employee or team was responsible for a specific action.

Question 3

week 2 seminar reading Ford

Answer 3

Reading argued that fords innovation in mass production –> in particular the assembly line, were not just technological advancement but transformation in organisational management and control.

Question 4

fords mass production

Answer 4

Ford’s innovation in mass production, particularly the assembly line, was atransformation in organizational management and control. Ford prioritized efficiency and control, a form of “sovereign power,” as well as the”disciplinary” aspect. like Foucault’s ideas of how power structures shape behavior. This means that Ford’s system of mass production wasn’t just about creating more products but also about creating a more disciplined, monitored, and controlled workforce.

Question 5

Seminar reading

Answer 5

The paper contrasts fords work with Taylorism. showing how ford not only mechanized work but also revolutionised how workers were controlled. It went from innovation driven efficiency to a pressure based system.

Question 6

Reading summary

Answer 6

Fords mass production success was not just a result of assembly line technology but a broader social and managerial transformation

Question 7

Hawthorne Experiments

Answer 7

Looked into how environmental conditions such as, lighting, break times and work hours impacted worker productivity.

Question 8

Takeaways from Hawthorne experiment

Answer 8

People change their behaviour when they know they are being observed.
The importance of social factors was highlighted in the experiment like employee satisfaction and teamwork.
shifted managers to the view of supporting staffs psychological and social needs.

Question 9

Halo effect

Answer 9

Cognitive bias –> our overall impression of something influences how we perceive their traits. Generalise properties based on an initial impression.
This effect can play a significant role in performance appraisals etc.

Question 10

Stage 1 classical management theories

Answer 10

late 19th century
Aims –> improve efficiency and productivity in a a mechanistic way.
scientific management (Frederick Taylor) –> emphasising efficiency through time and motion studies.

Question 11

stage 2 –> HR movement

Question 12

Oil shocks

Answer 12

1973 to 1979 resulted in a dramatic increase in the price of oil. Caused inflation and economic stagnation. This therefore underpinned fordism which relied on cheap energy and predictable customer demand.

Question 13

Fordism to post fordism

Answer 13

Rising production costs and reduced profit margins resulted in a change in operational strategies. resulting in a more flexible production system.

Question 14

Limitations of fordism

Answer 14

High volume and low variety proved to be inflexible.
therefore couldn’t respond to new market conditions.
Hawthorne studies showed that treating workers as a cog in the machine would result in less productivity.

Question 15

Post Fordism

Answer 15

flexibility, customisation and responsiveness.
This resulted in the lean production being adopted (efficiency and waste reduction). As well as just in time manufacturing (align production with demand).
Decentralised and team based structures were introduced.
Focussed on skill development and employee engagement.

Question 16

responsible autonomy

Answer 16

where employees are given a degree of freedom to make decisions.
Creates a culture of trust and mutual respect.
Increases motivation and engagement as well as innovation

Question 17

Fordism recap

Answer 17

a system of mass production for mass consumption, based upon a detailed division of labour. Features are a moving production line, rigid hierarchical top down management and low trust management

Question 18

post fordism

Answer 18

innovations improve productivity and competitiveness
workers are more actively involved in production.
Lean production methods like JIT and TQM came into place to create a perfect symmetry between demand and supply of goods.

Question 19

Excellence movement

Answer 19

1980s –> shows organisational culture change is at the heart of successful work transformation.
organisational structure was seen as a rescourse for improving organisational effectiveness and employee performance. Turns into comp advantage.

Question 20

post fordism

Answer 20

1973 and 1979 oil shocks.
rise of Japanese economy, which was outperforming western organisations.