Mangement,,, leads to science

A PROJECT BY SALMA BOUTITA MALEK BOURIGA ND RACHA 1LS G7

 Our work

Mangement

1-The beginig of mangement with Ford

2-Classical Schools of Management

3-Human Relations school Management

 The beginig of mangement with Ford

The history of Lean manufacturing truly begins with Ford and his ground-breaking automobile manufacturing company in
the early 20th century. Students of Lean history typically begin with the Ford manufacturing plant in Highland Park, Mich.,
in 1913The Ford Model T
It was there that Ford manufactured the Model T. His focus was not on organizational structure. His focus was on making
the best product possible.
To do so, he relentlessly pursued methods that eliminated waste and helped employees work more efficiently. He did not
focus on making people work harder. He wanted people, and his company as a whole, to work smarter He had an admirable
ability to see the “flow” associated with a process. In Ford’s case, that flow started with raw materials and ended with a
customer driving away in a new car
His integration of individual parts, human effort and moving conveyance marked the first time that Lean principles were put
into practice. Essentially, Ford invented them.
Henry Ford did not invent the automobile. But more than
any other single individual, he was responsible for transforming
the automobile from an invention of unknown utility
into an innovation that profoundly shaped the 20th century
and continues to affect the 21st. He refused to unionize with the United
Automobile Workers, and to prevent his employees from doing so he hired spies
and company police to check in on his workers. When work on the assembly line
proved overly monotonous and sent employee turnover rates to over 50%, he
doubled the going wage to $5, buying back their loyalty and upping productivity.
Ford was responsible for cutting the workday from nine hours to eight hours, so
that the factory could convert to a three-shift workday and operate 24 hours a
day. He also continued his engineering innovations, patenting a transmission
mechanism in 1911 and a plastic-bodied car in 1942. He also invented the first
one-piece engine, the V-8. even though he did a lots of work but he was too bad
for his workers nd after all of that pain he caused they turned out into monsters
burned his factory nd this happened when he tried the same strategy with
Brazilian people
 Classical Schools of Management

One of the first schools of management thought, the classical management theory, developed during the Industrial Revolution
when new problems related to the factory system began to appear. Managers were unsure of how to train employees (many of
them non‐English speaking immigrants) or deal with increased labor dissatisfaction, so they began to test solutions. As a
result, the classical management theory developed from efforts to find the “one best way” to perform and manage tasks, we
have Taylor Faylor Weber nd frank Thanks to these contributors and others, the basic ideas regarding scientific
management developed They include Developing new standard methods for doing each job
Selecting, training, and developing workers instead of allowing them to choose their own tasks and train themselves
Developing a spirit of cooperation between workers and management to ensure that work is carried out in accordance with
devised procedures
Dividing work between workers and management in almost equal shares, with each group taking over the work for which it is
best fitted
We will take Taylor nd weber as an exemple which Is called taylorism:

he proposed that by optimizing and simplifying jobs, productivity would increase. He also advanced the idea that workers and managers
needed to cooperate with one another. This was very different from the way work was typically done in businesses beforehand. A factory
manager at that time had very little contact with the workers, and he left them on their own to produce the necessary product. There was no
standardization, and a worker's main motivation was often continued employment, so there was no incentive to work as quickly or as
efficiently as possible. Taylor believed that all workers were motivated by money, so he promoted the idea of "a fair day's pay for a fair day's
work." In other words, if a worker didn't achieve enough in a day, he didn't deserve to be paid as much as another worker who was highly
productive. With a background in mechanical engineering, Taylor was very interested in efficiency. While advancing his career at a U.S. steel
manufacturer, he designed workplace experiments to determine optimal performance levels. In one, he experimented with shovel design until
he had a design that would allow workers to shovel for several hours straight. With bricklayers, he experimented with the various motions
required and developed an efficient way to lay bricks. And he applied the scientific method to study the optimal way to do any type of
workplace task. As such, he found that by calculating the time needed for the various elements of a task, he could develop the "best" way to
complete that task.
These "time and motion" studies also led Taylor to conclude that certain people could work more efficiently than others. These were the
people whom managers should seek to hire where possible. Therefore, selecting the right people for the job was another important part of
workplace efficiency. Taking what he learned from these workplace experiments, Taylor developed four principles of scientific management.
These principles are also known simply as "Taylorism".
Taylor's four principles are as follows:
• Replace working by "rule of thumb," or simple habit and common sense, and instead use
the scientific method to study work and determine the most efficient way to perform
specific tasks.
• Rather than simply assign workers to just any job, match workers to their jobs based on
capability and motivation, and train them to work at maximum efficiency.
• Monitor worker performance, and provide instructions and supervision to ensure that
they're using the most efficient ways of working.
• Allocate the work between managers and workers so that the managers spend their time
planning and training, allowing the workers to perform their tasks efficiently.
Weber believed that all bureaucracies have the following characteristics:

 A well‐defined hierarchy. All positions within a bureaucracy are structured in a way that permits the
higher positions to supervise and control the lower positions. This clear chain of command facilitates
control and order throughout the organization.
 Division of labor and specialization. All responsibilities in an organization are specialized so that each
employee has the necessary expertise to do a particular task.
 Rules and regulations. Standard operating procedures govern all organizational activities to provide
certainty and facilitate coordination.
 Impersonal relationships between managers and employees. Managers should maintain an impersonal
relationship with employees so that favoritism and personal prejudice do not influence decisions.
 Competence. Competence, not “who you know,” should be the basis for all decisions made in hiring, job
assignments, and promotions in order to foster ability and merit as the primary characteristics of a
bureaucratic organization.
 Records. A bureaucracy needs to maintain complete files regarding all its activities.
faylor :
Division of work: Division of work and specialization produces more and better work with the same effort.
Authority and responsibility: Authority is the right to give orders and the power to exact obedience. A manager has official authority because of her
position, as well as personal authority based on individual personality, intelligence, and experience. Authority creates responsibility.
Discipline: Obedience and respect within an organization are absolutely essential. Good discipline requires managers to apply sanctions whenever
violations become apparent.
Unity of command: An employee should receive orders from only one superior.
Unity of direction: Organizational activities must have one central authority and one plan of action.
Subordination of individual interest to general interest: The interests of one employee or group of employees are subordinate to the interests and goals
of the organization.
Remuneration of personnel: Salaries — the price of services rendered by employees — should be fair and provide satisfaction both to the employee and
employer.
Centralization: The objective of centralization is the best utilization of personnel. The degree of centralization varies according to the dynamics of each
organization.
Scalar chain: A chain of authority exists from the highest organizational authority to the lowest ranks.
Order: Organizational order for materials and personnel is essential. The right materials and the right employees are necessary for each organizational
function and activity.
Equity: In organizations, equity is a combination of kindliness and justice. Both equity and equality of treatment should be considered when dealing
with employees.
Stability of tenure of personnel: To attain the maximum productivity of personnel, a stable work force is needed.
Initiative: Thinking out a plan and ensuring its success is an extremely strong motivator. Zeal, energy, and initiative are desired at all levels of the
organizational ladder.
Esprit de corps: Teamwork is fundamentally important to an organization. Work teams and extensive face ‐to ‐face verbal communication encourages
teamwork.
 Human Relations school Management

This school came cafter the classic one with mayo nd maslow
Elton Mayo, began his research on the behavior of people in groups and how it affects individuals in the
workplace, known as the Hawthorne studies
At the time, Taylorism, or the application of science in the workplace to improve productivity, viewed individuals
as machines that could work in unethical or unrealistic environments. Mayo, in contrast, popularized the idea of
the "social person," meaning organizations should treat people as individuals – not machines – with individual
needs.
The human relations management theory is a researched belief that people desire to be part of a supportive team
that facilitates development and growth. Therefore, if employees receive special attention and are encouraged to
participate, they perceive their work as having significance and are motivated to be more productive, resulting in
high-quality work.
Mayo believed that workers are not just concerned with money but could be better motivated by having their social
needs met whilst at work (something that Taylor ignored).
Mayo introduced the Human Relations School of thought, which focused on managers taking more of an interest in
the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting
together.
Mayo concluded that workers are best motivated by:
Better communication between managers and workers
Greater manager involvement in employees working lives
Working in groups or teams
His theory most closely fits in with a paternalistic style of management.
Key summary for Mayo:
Workers motivated by having social needs met
Workers should work in teams
Managers should have greater involvement in employee's working life
According to Abraham Maslow, man always has needs to satisfy. These needs can
be satisfied in a hierarchical order starting from the basic needs to the higher order needs.
The theory further explains that once a particular need is satisfied, it ceases to be a
motivator and another one arises. He classified needs into:

Physiological: Basic physical needs like air, food, shelter, water.

Safety: The need for physical and psychological security.
Social: The desire for satisfying social relationships with others, like acceptance and
feeling of belonging.
Ego: This is the need for self-respect, recognition and appreciation by management.
Self actualization: The desire to be an that one can be
Maslow succeeded in classifying human needs as least as an aid thinking for
management. What is disputed in Maslow’s theory is the issue of successive saturation.
Satisfying one need can help alleviate another, therefore they overlap.
 As a conclusion
As we saw mangement had a lots of evolutions but nowadays mangement has a really good theory around the world Modern
management theories started after [Link] management theory focuses the development of each factor of workers and
organization. Modern management theory refers to emphasizing the use of systematic mathematical techniques in the system with
analyzing and understanding the inter-relationship of management and workers in all aspect. Modern management is characterized
by using MS/OR techniques that are used by decision makers in order to make better decisions. In agile management, decision
makers need effective means for accessing these techniques, without necessarily being experts in mathematical programming,
simulation and other methodologies
 International Patterns of Management The United States has the highest
management practice scores, on average, followed by Germany and Japan. At the
bottom of the rankings are countries in Southern Europe (Greece and Portugal)
along with developing countries, such as Brazil, China and India.