Principles, advantages and disadvantages of the scientific management school. Evolution, stages of management development

F. Taylor School of Scientific Management

Founder of the School of Scientific Management counts Frederick Taylor. Initially, Taylor himself called his system “management by tasks.” The concept of “scientific management” was first used in 1910 by Louis Brandweiss.

Frederick Taylor believed that management as a special function consists of a number of principles that can be applied to all types of social activities.

Frederick Taylor's Basic Principles.

Scientific study of each individual type of work activity.

Selection, training and education of workers and managers based on scientific criteria.

Cooperation between management and workers.

Equal and fair distribution of responsibilities.

Taylor claims that in management responsibilities involves selecting people who can meet job requirements and then preparing and training these people for a particular job. Preparation is key to improving your work efficiency.

Taylor believes that job specialization is equally important at both the managerial and executive levels. He believes that planning should be carried out in the planning department by officials who are comprehensively trained and can perform all planning functions.

Frederick Taylor created differential payment system, according to which workers received wages in accordance with their output, i.e., he attached primary importance to the system of piecework wage rates. This means that workers who produce more than the daily standard should receive a higher piece rate than those who do not produce the standard. The main motivating factor for working people is the opportunity to earn money by increasing productivity.

The role of differential payment.

The system of differentiated piece rates should stimulate greater productivity of workers, since this increases the piece rate of wages.

The use of Taylor's ideas provides a significant increase in labor productivity.

Taylor and his followers analyzed the relationship between the physical essence of work and the psychological essence of workers to establish work definitions. And, therefore, it could not solve the problem of dividing the organization into departments, spans of control and assignments of authority.

Taylor's main idea was that management should become a system based on certain scientific principles; must be carried out using specially developed methods and measures. It is necessary to normalize and standardize not only production techniques, but also labor, its organization and management. In his concept, Taylor pays significant attention to the “human factor”.

Scientific management, according to Taylor, focused on the work performed at the lowest level of the organization.

Taylorism interprets man as a factor of production and represents the worker as a mechanical executor of “scientifically based instructions” prescribed to him to achieve the goals of the organization.

Creators schools of scientific management We proceeded from the fact that, using observations, measurements, logic and analysis, it is possible to improve most manual labor operations and achieve more efficient performance.

Basic principles of the school of scientific management:

Rational organization of labor involves the replacement of traditional work methods with a number of rules formed on the basis of work analysis, and the subsequent correct placement of workers and their training in optimal work methods.

Developing a formal structure for the organization.

Determining measures for cooperation between manager and worker, i.e., distinguishing between executive and managerial functions.

The founders of the school of scientific management are:

F. W. Taylor;

Frank and Lilia Gilbert;

Henry Gantt.

F. W. Taylor- practical engineer and manager who, based on analysis of the content of the work and determination of its main elements developed the methodological basis for labor standardization, standardized work operations, introduced into practice scientific approaches to the selection, placement and stimulation of workers.

Taylor developed and implemented a complex system of organizational measures:

timing;

instruction cards;

methods of retraining workers;

planning bureau;

collection of social information.

He attached considerable importance to the leadership style, the correct system of disciplinary sanctions and labor incentives. Labor in his system is the main source of efficiency. A key element of this approach was that people who produced more, were rewarded more.

A look at piecework and bonus wage systems:

F. Taylor: workers should receive wages in proportion to their contribution, i.e. piecework. Workers who produce more than the daily quota should receive more pay, i.e. differentiated piecework wages;

G. Gantt: the worker is guaranteed a weekly salary, but if he exceeds the norm, he earns a bonus plus a higher payment per unit of production.

Scientific management is most closely associated with the work of Frank and Lilia Gilbert, who were primarily concerned with the study of physical work in production processes and researched the ability to increase production output by reducing effort spent on their production.

Gilberts studied work operations using movie cameras in combination with a microchronometer. Then, using freeze frames, they analyzed the elements of operations, changed the structure of work operations in order to eliminate unnecessary, unproductive movements, and sought to increase work efficiency.

Research into the rationalization of workers' labor conducted by F. Gilbert ensured a threefold increase in labor productivity.

L. Gilbert laid the foundation for the field of management, which is now called "personnel management." She researched issues such as selection, placement and training. Scientific management did not neglect the human factor.

An important contribution of this school was systematic use of incentives in order to interest workers in increasing productivity and production volume.

Taylor's closest student was G. Gantt, who was involved in developments in the field of bonus payment methods, compiled charts for production planning (Gantt strip charts), and also contributed to the development of leadership theory. Gantt's works are characterized by the consciousness of the leading role of the human factor.

Representatives of the school of scientific management mainly devoted their work to what is called production management. She was involved in improving efficiency at a level below management, the so-called extra-managerial level.

Criticism of the school of scientific management: mechanistic approach to management: teaching management was reduced to teaching industrial engineering; reducing labor motivation to satisfying the utilitarian needs of workers.

The concept of scientific management was a turning point. It almost instantly became a subject of general interest. Many branches of business activity began to apply scientific management not only in the USA, but also in England, France and other countries.

G.Ford, a mechanic and entrepreneur, organizer of mass production of cars in the USA, was a continuator of Taylor’s teachings and implemented his theoretical principles in practice.

Principles of production organization of G. Ford: replacement of manual work with machine work; maximum division of labor; specialization; placement of equipment along the technological process; mechanization of transport work; regulated rhythm of production.

The ideas laid down by the school of scientific management were developed and applied to the management of organizations as a whole, primarily by representatives of the administrative school of management.

Thus, the foundation for development was laid schools of scientific management 1885-1920 (according to other sources - 1880-1924). Taylor's contribution: He separated the planning functions from the management functions. ), the author of numerous works on management issues, noted that the entire modern American philosophy of scientific management was founded on the works of Taylor.

F. Taylor viewed scientific management as an effective weapon for bringing together the interests of all personnel by increasing the well-being of workers and establishing closer cooperation with the owners and administration in achieving the production and economic goals of the organization. F. Taylor believed that for those who would perceive the system of scientific management in its entirety, the consequence was the elimination of all disputes between the parties, since the formation of a worker’s “honest daily output” would be the subject of scientific research instead of attempts at fraud. F. Taylor's significant contribution to management theory was the separation of managerial functions from the actual performance of work. F. Taylor, according to his followers, made an “intellectual revolution” by interpreting industrial management as a joint activity of managers and workers, based on a community of interests. He characterized management as a process of merging material resources and technology with human potential itself to achieve the goals of the organization. Scientific management, noted F. Taylor, contributes to the development of a sense of camaraderie, since the relations of people in production are no longer the relations of masters and subordinates, as in the old management systems, but relations of mutual assistance between friends who help each other to do the work for which each of them is better prepared. On the other hand, F. Taylor emphasized that the driving force of labor productivity is the personal interest of the employee.

The main tasks of the administration, according to F. Taylor, are:

Develop each element of the work using scientific methods instead of using primitive empirical methods;

To select, train and develop workers on a scientific basis, whereas in the past they independently chose their jobs and prepared for them as best they could;

Combine workers and science together, ensure friendly cooperation between workers to carry out work in accordance with established scientific principles;

Ensure a stricter division of labor between workers and managers, so that executive work is concentrated on the side of the former, and management and supervision on the side of the latter.

The efforts of the founders of the school of scientific management were aimed at creating universal management principles based on personal observations and aimed at rationalizing production, while social relations in the production process were ignored and due attention was not paid to the human factor.

School of Scientific Management (1885 – 1920). The founder of management science is American engineer and researcher Frederick Taylor. 1911 – F. Taylor’s book “Principles of Scientific Management”. The essence of the approach: “Management must have its own laws, methods, formulas, principles. It should be based on measurements, rationalization, systematic accounting.” Taylor and his contemporaries recognized that management work was a specialty. There are 4 groups of management functions: choosing a goal, choosing means, preparing means and monitoring results. Taylor developed methods for rationalizing workers' labor. Henry Ford (mechanic, entrepreneur, organizer of mass production of cars in the USA). The organization of management is based on the following principles: maximum division of labor; specialization, widespread use of high-performance equipment and accessories, arrangement of equipment along the technological process; mechanization of transport work, regulated rhythm of production. Garrington Emerson - developed a comprehensive systems approach to organizing management. 1912 – the main work “The Twelve Principles of Productivity”.

The main provisions of the school of scientific management:

1. Using scientific analysis to determine the best ways to complete a task.

2. Selecting workers best suited to perform tasks and providing them with training.

3. Providing workers with the resources required to effectively complete tasks.

4. Systematic and correct incentives to increase labor productivity.

5. Separation of planning and thinking from the work itself.

Questions for consolidation:

1. What is the essence of the school of scientific management?

2. What is F. Taylor’s contribution to the development of management as a science?

3. What is the contribution of G. Ford to the development of management as a science?

4. What is the contribution of G. Emerson to the development of management as a science?

1. What were the efforts of the founders of the school of scientific management aimed at?

A) creation of universal management principles

B) social relations

B) human factor

D) rationalization of production

2. Who is the founder of management as a management science?

A) E. Mayo;

B) G. Ford;

B) G. Emerson

D) F. Taylor

3. In what years did the school of scientific management exist?

A) 1880 – 1885

B) 1885 – 1920

B) 1920 – 1930

A) Harrington Emerson

B) Elton Mayo

B) Frederick Taylor

D) Henry Ford

5. What four management functions were identified by F. Taylor?

A) choice of goal, choice of means, preparation of means, control of results

B) planning, organization, motivation, control

C) choosing a goal, developing a mission, completing tasks, monitoring results

D) planning, choice of means, motivation, control

More on topic 2. The school of scientific management, its main provisions and principles. Development of management in the works of F. Taylor, G. Ford, G. Emerson:

1. 3. Classical administrative school of management, its main provisions and principles. Henri Fayol's contribution to the development of the classical school of management
2. 4. Neoclassical school of management, its main provisions
3. School of Scientific Management. Main characteristics of the views of its founders
4. 14. Organization as the main function of management. Principles of constructing an organizational management structure. Types of organizational management structures

Introduction

Theoretical essence and fundamentals of management principles

1 History, essence and content of management principles

2 Principles of management based on the school of scientific management

Management at the present stage

1 Formation of a modern management model

2 Implementation of management principles in modern management

Conclusion

List of sources and literature used

Application

Introduction

Ideas about the role and place of management of an organization, the content of management activities, methods and principles of its implementation have repeatedly undergone significant changes since management began to be considered as a special type of activity carried out in an organization. Views on management evolved as social relations developed, business changed, production technology improved, and new means of communication and information processing appeared.

The practice of management changed, and the doctrine of management also changed. However, management thought did not play the role of passively following management practice. Moreover, it was the new ideas in the field of management put forward and formulated by the leading minds of management thought, as well as new approaches to the implementation of management, that marked the milestones from which broad changes in management practice took place.

The development of scientific management problems, which unfolded at the beginning of the 20th century and focused its attention on the activities and specialization of the manager, was faced with the need to analyze the construction and creation of principles for the functioning of the organization as a whole.

The main objectives of management science are the study and practical application of the principles of development of the entire set of management goals, the development of plans, the creation of economic and organizational conditions for the effective activities of work collectives. Studying and mastering these patterns is a necessary condition for improving the management of public and private production, improving the economic infrastructure and raising the national economy of the country.

Relevance The topic is due to the fact that the choice of an effective management model can be made more accurately if you know the stages and principles of development of management thought.

Object and subject of research: The object of the study is the school of scientific management, the subject is the use of the principles of the school of scientific management in modern conditions.

Target: study of management in modern conditions based on the principles of the school of scientific management.

Tasks: consider

history, essence and content of management principles

principles of management based on the school of scientific management

formation

implementation of management principles in modern management

Methods for achieving goals and objectives: The methodological basis of the study was the dialectical method of cognition and a systematic approach. In the process, general scientific methods and research were used: analysis, synthesis, grouping and comparison methods.

Bibliographic review: In preparing the work, sources of scientific and educational literature, Internet resources, and articles on the topic of research were studied and analyzed.

Work structure: The work consists of an introduction, two chapters, a conclusion, a list of sources and references used, and an appendix.

In the introductionthe relevance of the choice of topic is substantiated, goals and objectives are set, methods are characterized and research sources are presented.

In Chapter 1The theoretical essence and foundations of management principles are considered.

In Chapter 2management at the present stage is considered.

In custodythe main conclusions are formulated.

1. Theoretical essence and fundamentals of management principles

.1 History, essence and content of management principles

The historical path of management evolution goes back over a hundred years. The essence of management is that it is a special function of social labor, which arises from the need to organize joint activities and is generated, on the one hand, by the division of labor, and on the other, by the socio-historical conditions of society that determine the cooperation of labor. Consequently, both the joint work of people and management are a necessary element, a function of this common labor, the existence and development of society.

The emergence of management is associated with the need to achieve goals that cannot be achieved alone. They proposed dividing people into two groups: those who are engaged in labor activities and those who manage them. Certain relationships began to develop between these two groups—management relationships.

The main components of any organization are tasks, people and management. For the successful existence of an organization, it is necessary to maintain a certain balance between these three processes. And the key role in maintaining this balance belongs to management.

The management system is based on developed and proven methods and principles. What are management principles and is it possible to do without them in modern production? Management principles are the basic rules that determine the construction and functioning of the management system; the most important requirements, compliance with which ensures effective management. Management principles can be represented as the fundamental ideas and rules of behavior of a manager in the implementation of management functions.

In the past, without knowing about any principles, people successfully conducted their economic activities. It should be noted here that in their activities people have always been guided by certain principles.

In the relatively recent past, there was no complex system of economic relations due to the development of specialization and cooperation of labor and scientific and technological progress. In modern conditions, without relying on thoroughly substantiated and practice-tested management principles, it is impossible to ensure the effective development of the enterprise and the economy as a whole.

The basic principles determine the philosophy and strategy of managing the enterprise and its units. To a certain extent, they are intended to serve as advertising for the enterprise. Based on the developed principles, the goals of the enterprise are adjusted, priorities are clarified, its policies are formulated, and methods are developed. The implementation of the principles, goals, priorities and policies of enterprises is carried out using appropriate working methods, instructions, regulations and standards.

Social production relations determine the role and place of each worker in the process of production, exchange, distribution and consumption. The final result - the result of the activities of a huge team - depends on the quality and efficiency of the work of each of them.

Management principles are among the most important categories of management.

In the literature there is no single approach to the classification of management principles, there is no consensus on the content of the basic principles of management.

Management principles are very diverse. They must correspond to both partial and general goals of increasing production efficiency and socio-economic development. Management principles serve not only the construction of speculative schemes. They quite strictly determine the nature of connections in the system, the structure of management bodies, the adoption and implementation of management decisions.

.2 Management principles based on the school of scientific management

The era of the technical revolution made it possible to create new energy machines, optical and measuring instruments, principles of organizing mass production, automatic machines and programming. However, the regularity, efficiency and plannedness of monastic work in the 19th century began to be replaced by the division of labor into separate primitive operations. At the same time, by the beginning of the 20th century, certain prerequisites for the development of scientific management began to take shape.

The founder and main developer of the ideas of scientific management is Frederick Winslow Taylor. In 1911, his book “Principles of Scientific Management” was published. The goal of the Taylor system is to ensure maximum profit for the owner of the enterprise by forcing the worker to work with maximum effort.

Unlike many management theorists, Taylor was neither a research scientist nor a business school professor. He was a practitioner: first a worker, and then a manager. Starting as a worker, he moved through several levels of the hierarchy and rose to the level of chief engineer in a steel company.

“Taylor's teaching is based on a mechanistic understanding of man, his place in the organization and the essence of his activities. Taylor set himself the task of increasing labor productivity and saw its solution in the rationalization of labor operations on the basis of the scientific organization of workers' performance of their work activities. Taylor's starting point for labor rationalization was the study of a problem, which was supposed to provide information for constructing a rational set of operations to solve a given problem. Taylor assumed that workers are lazy by nature and do not want to just work. Therefore, he believed that rationalization leading to an increase in profits would be accepted by the worker only when his income also increased.”

Taylor was an industrial engineer, so it was natural for him to look at control as a machine. It should be noted that this approach was universal at that time. He believed that managers should think and workers should work. This led to the emergence of a large number of functional managers and in-depth specialization based on the operational division of labor.

The basic principles of Taylor's scientific management are as follows:

1. Development of optimal methods for carrying out work based on the scientific study of the costs of time, movements, effort, etc.;
2. Absolute adherence to developed standards;
3. Selecting, training and placing workers in those jobs and tasks where they can provide the greatest benefit;
4. Payment based on work results (lower results - less pay, better results - more pay);
5. The use of functional managers who exercise control in specialized areas;
6. Maintaining friendly relations between workers and managers to enable the implementation of scientific management.

The main provisions of the Taylor system:

• normalization of practices and working conditions
• each employee performing only the work for which he is most capable
• selection of workers based on scientifically determined characteristics, their education and training
• precise instructions for each employee
• special training for workers
• accounting and control of all types of work
• separation of administrative work from executive work, introduction of the institute of foremen who supervise workers
• an attempt to combine cooperation between management and workers.

Scientific management is also closely related to the work of Frank and Lilia Gilbreth and Henry Gantt. “These founders of the school of scientific management believed that by using observation, measurement, logic and analysis, many manual tasks could be improved, making them more efficient.”

The first phase of the scientific management methodology was the analysis of the content of the work and the identification of its main components. Taylor, for example, meticulously measured the amount of iron ore and coal that a man could lift with shovels of various sizes. The Gilbreths invented a device and called it a microchronometer. They used it in conjunction with a movie camera to determine exactly what movements were performed in certain operations and how long each one took. Based on the information received, they modified work procedures to eliminate unnecessary, unproductive movements and sought to improve work efficiency.

The concept of scientific management was a major turning point in which management became widely accepted as an independent field of scientific research.

2. Management at the present stage

.1 Formation modern management model

Changes in society, the economy, and our entire way of life are difficult in that they require changes in ourselves. To cope with this challenge, unprecedented in the lives of current generations, we, among other things, need to acquire new knowledge and learn to use it in practice. An important part of this knowledge, as world experience shows, is comprehension of the science and art of management.

At turning points in history, when outdated views are revised, many new ideas, models and concepts always arise, most of which are vague, uncertain, and not substantiated by science and practice. Some jokers call this state of social thought “corporate insanity,” but it is obvious that it is necessary to go through the search phase - only in this way can a model of the management system at its new historical stage be born.

The problem of choosing the path for further development of society is now being solved, and specialists from various branches of science are carefully studying the management experience in various civilized, advanced states. There is no doubt that the experience of many countries will be used and our own, characteristic management system will be created. However, it is necessary to decide which system of management of society and production best suits specific conditions. The concept of individualism is based on the assumption that in his actions a person is focused primarily on his own interests and achieves goals in conditions of competition with other individuals. Some managers are focused on individual values, and the ideal type of such a leader is a leader, a strong personality who closes the entire management process. Others are focused on group activities; each member of the team, including the leader, does not think of himself outside of common tasks. The effectiveness of such a manager lies in ensuring the successful activities of the team of associates he leads, in using such methods of influence that could ensure the voluntary and maximum realization of everyone’s creative potential.

If we compare the data presented, we can conclude that there is a significant difference between these systems. Most elements of the second management system are reasonable, logically justified and can be applied in management practice after some modification.

Many corporations are already introducing various forms and methods of personnel management: ensuring employment guarantees for workers for a long time, introducing a system of continuous training and rotation, using methods of collective decision-making and monitoring their implementation, increasing attention to the “human factor” through the development of informal relationships between managers and subordinates, “quality circles”, etc. The prospect of improving product quality and labor productivity while developing loyalty and devotion to the company's goals explains the persistence of introducing Japanese management methods, especially since the modern Western school of management cannot yet offer an equivalent alternative for improving traditional methods of managing large businesses.

Modern management theory is formed on the basis of hundreds and thousands of economic, structural and management experiments, as a result of painful searches, trial and error. You can criticize as long and sarcastically as you like, but an objective analysis of the development of market relations shows that the saturation of the market with goods and the introduction of new technologies are the result of the activities not of old enterprises that existed under Soviet rule, but mainly of new organizations and firms. As a result of ill-conceived, amateurish, sometimes clearly criminal actions, in order to satisfy the exorbitant personal ambitions of senior political figures in the country, a catastrophic change in the situation occurred in all spheres of public life, and it was the new economic structures that were able to correctly assess this new situation and draw reasonable conclusions. Old enterprises, despite colossal production capacities, well-developed interregional connections, significant intellectual and labor resources, were unable to quickly fit into the new economic conditions.

After the destruction of the economic system, the existence of a colossal market for goods and services, from cigarettes and chewing gum to modern televisions and computers, became obvious. Using the sacramental slogan that “everything is possible that is not prohibited,” new entrepreneurs began to energetically and by any means fill the market with goods, turning the existing market situation into new commercial opportunities. In this economic chaos, more and more new companies and firms were instantly enriched, created and quickly disappeared, but the most far-sighted began to understand that managing successful companies based only on personal authority, on the charisma of the leader is becoming more and more difficult and that it is vitally necessary to learn management, study experience of well-known companies in a highly competitive environment. The “romantic-robbery” period of management was replaced by the time of laying the foundation of scientifically based management technology, and many new businessmen sat down at their desks.

Now, literally before our eyes, a new management model is being formed, and every success or failure of it is reflected in the standard of living of the population. New terms and a new understanding of the role of those involved in management are being formed. The image of a modern entrepreneur is beginning to take shape - a person who owns property, uses hired labor and often takes on the functions of strategic management in order to obtain maximum profit. The status of an entrepreneur implies not only economic freedom and creative independence in making management decisions, but also high legal, material and moral responsibility for the results of one’s activities. The contours of the new, Russian management system are becoming more and more clear, and its main feature is its focus on people, their creative potential; the system should work for people, with people, and not against them. A new type of leader must rely on universal ethical values, master theory, technology and the art of influencing people around him, and be open to innovation and everything new.

2.2 Implementation of management principles in modern management

In a simplified understanding, management is the ability to achieve goals, use labor, intelligence, and the motives of other people’s behavior. Management - in Russian control - function, type of activity for managing people in a wide variety of organizations. Management is also a field of human knowledge that helps to carry out this function. Finally, management as a collective term for managers is a certain category of people, a social stratum of those who carry out management work. The importance of management was especially clearly recognized in the thirties. Even then it became obvious that this activity had turned into a profession, a field of knowledge into an independent discipline, and a social stratum into a very influential social force.

In modern conditions, many organizations, one way or another, follow management principles based on the school of scientific management.

In any organization, in any enterprise, much attention is paid to personnel selection. Nowadays, when applying for a job in almost any position, the employer tries to find out as much as possible about his potential employee. The study of man is the responsibility of industrial psychology. It is associated with choosing the most suitable job for a person, which is achieved in two ways.

Selecting a person for the jobinvolves the following points: inclinations (scientific determination of a person’s inclination towards a specific job from which he receives maximum satisfaction); personal selection (using tools such as questionnaires, interviews, tests to determine the best of many candidates); education.

Selecting a job for a person. This includes:

first, the design and layout of equipment (equipment must be designed and positioned to suit the capabilities of the average worker);

secondly, physical working conditions (increasing the efficiency of work, lighting, heating, ventilation, reducing noise levels, etc.);

thirdly, psychological working conditions (accidents, absenteeism, smoking breaks , salary and bonus systems, types of control, etc.).

Workers' attitudes toward their jobs, the firm, or management can influence their relationships with management. Workers' attitudes can reveal much about their behavior in certain circumstances. For example, the company's management may offer workers a new project. However, it may not be met with enthusiasm. Workers may suspect that management has some ulterior motives because they do not trust management. Likewise, many managers are wary of workers' suggestions because they consider them lazy.

This is an important management tool, because without knowledge of what specifically motivates workers, how they feel about work, the management of the company, working conditions and wages, managers will not be able to determine the company's policies. Such knowledge is also important for understanding your workers.

Training plays an important role in any enterprise. By studying, an employee acquires new knowledge, skills, etc., and can also be confident that he will retain his job and have prospects for advancement up the career ladder. And every manager is interested in qualified workers, since the qualifications of individual workers improve the qualifications of the enterprise as a whole.

Scientific management advocated the separation of the managerial functions of deliberation and planning from the actual execution of work. This approach was in stark contrast to the old system, in which workers planned their own work. There are complex situations where the task itself is not clearly defined. For example, developing an organization strategy in connection with the economic crisis or the emergence of competitors. In this case, a clearer distribution of roles in the team is necessary. The old management system is being replaced by a new one, in which each employee has precise job descriptions, which indicate all rights, duties and responsibilities. This makes the work easier for both the employee and the manager. Failure by an employee to comply with official duties, resulting in various consequences, gives the employer the right to apply various sanctions in the form of a reprimand, reprimand, etc., up to and including dismissal.

In modern organizations, the concept of division of labor is often used.

Taylor and his contemporaries recognized that management work was a specialty, and that the organization as a whole would benefit if each group of workers focused on what it did best. When selecting a team, the employer must take this into account.

By also creating intermediate managers (foremen, foremen, etc.), it is possible to exercise intermediate control over production, compliance with deadlines and drawing up plans for the future. It also allows management, through intermediate managers, to communicate with workers. One of the main causes of industrial conflicts is the lack of understanding between managers and workers. This happens because both parties are unaware of each other's relationship. Knowing these relationships leads to understanding.

The concept of workers' participation aims at more than achieving any level of workers' participation in various bodies. Worker participation is possible only if workers are truly involved in the affairs of the company, its goals, policies and execution, and such involvement is possible only if management accepts the responsibility of communicating to its workers the facts and figures about the situation in the company.

By introducing new technologies into production, it is possible to free people from unnecessary manual labor operations. This will allow you to more thoroughly perform those jobs that require human presence.

Payment based on performance, time-based wages - these principles are still used today. Workers have an incentive to work if they know they are paid by the piece. This has a positive effect on both the organization and the employee. Everyone gets what they strive for, the employee - wages, the employer - labor.

The principles of the school of scientific management still apply today.

Management was recognized as an independent field only in the twentieth century. The forms of almost every manifestation of modern management can be traced back to the huge, prosperous organizations of antiquity, but in general the nature and structure of management in those days was different from what it is today. For example, the proportion between managers and non-managers was much smaller, and there were fewer middle managers.

Now everything is focused on intellectual property and education in the broad sense of the word. Corporate culture is transforming along with the company. Since people in the company work in departments related to each other by type of activity, they have much more opportunities to combine their efforts.

For the first time, managers - practitioners and scientists saw that the methods and approaches used in science and technology can be effectively used in the practice of achieving the goals of the organization (Appendix, Table 1).

Very often, leadership was carried out by one person. If the person at the top level of government (and this was almost always a man) was a good leader and ruler, like Julius Caesar, then everything went more or less smoothly. When such an inept leader as Nero came to power, life could plunge into darkness. Comparison of old and modern organizations (Appendix, Table 2).

New entrepreneurs are often reproached for focusing on obtaining maximum profits, but even the heads of old enterprises now think little about people - mass layoffs, strikes, long delays in salary payments, even hunger strikes do not prevent many enterprise directors from remembering their own pockets. The desire to receive the greatest possible payment for your work is understandable and typical for any time and for any people, but to receive it for work, for initiative, for a well-thought-out commercial risk, and not for theft and deception.

Conclusion

For the effective use of management principles, it is necessary to reveal and comprehensively study the objective laws and patterns of management. In turn, since the laws and patterns of management are based on the laws of development of nature, society and thinking, it is necessary to form a perfect system of scientific knowledge of each leader, the broadest cultural and professional outlook.

Management principles, being objective in nature, must have legal formalization, enshrined in a system of normative documents, regulations, agreements, contractual obligations, legislative acts, etc. However, the nature and forms of consolidation of management principles must be flexible enough to avoid unnecessary rigidity of procedures and formulations. This is very important, since changes in specific historical conditions lead to changes in the operation of socio-economic laws and, accordingly, the content of the principles of management themselves.

As already noted, management uses data and conclusions from many sciences, since it is almost impossible to manage a complex modern economy “by inspiration.” At the same time, the situation can change so rapidly and unpredictably that there is simply no time to find a scientifically based solution, and then unconventional approaches have to be used. This requires the manager, in addition to deep knowledge, extensive experience, mastery of the art of interpersonal communication, and the ability to find a way out of hopeless situations.

The management process must be purposeful, that is, it must always be carried out for a reason, but be focused on solving specific problems that the organization is currently facing. Any management process must be based on the principle of consistency. In some cases, the sequence of management actions may be cyclical, suggesting their repetition in the same form at certain intervals. The continuity of the implementation of economic processes in an organization requires, accordingly, the continuity of their management, control and coordination of personnel activities. The latter requires an optimal combination of centralized regulation and self-government of individual elements of the organization. Since self-regulation is carried out by people, it is impossible without observing such a principle as taking into account the individual characteristics and psychology of workers, as well as the patterns of interpersonal relationships and group behavior.

In order for the management process to proceed normally, it is necessary to observe such an important principle as ensuring the unity of rights and responsibilities in each of its links. An excess of rights compared to responsibility leads in practice to managerial arbitrariness, and a deficiency paralyzes business activity and employee initiative. Here, it is important to consider the competitiveness of management participants based on personal interest in success, supported by a variety of motivators, such as material incentives, the opportunity for career advancement, self-realization, and obtaining new knowledge and skills.

There are no barriers to career growth for any employee, he just needs to be a good manager or specialist, and then he is able to achieve any leadership positions. It is extremely important to be imbued with the corporate spirit, to understand the company’s goals, its strategy, and ideology. You need to be able to work in a team, take responsibility and discuss everything in a positive way - your work plans, plans of your department, the entire company, problems of your department, criticism.

It is necessary to take initiative, overcome the slowness and slowness of large corporations in making decisions, and take responsibility. Bonuses and career prospects for staff should be used as widely as possible. This is the best way to engage employees and especially managers.

There is no single production management model. Everything is relative to the general level of development, worldview, culture of the organization... Each system has its own effective principles and disadvantages. At the international level, there is a constant search for the most effective ways of management.

Thus, the principles of management reflect an objective reality that exists independently of human consciousness, in other words, they are objective. At the same time, each of the principles is an idea, that is, a subjective construction, a subjective construction that each leader mentally makes at the level of his knowledge of general and professional culture. Since the principles belong to the subject, they have a subjective character. The more the reflection of a principle in a person’s consciousness approaches the law, the more accurate the knowledge, the more effective the leader’s activities in the field of management.

List of sources and literature used

management management manager decision

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Table 1.

Solutions typical for control functions

Planning1. What is our mission or the nature of our business? 2. What should our goals be? 3. What changes are taking place in the external environment and how are they reflected and may affect the organization in the future? 4. What strategy and tactics should we choose to achieve our goals? Organization of activities1. How should the work of the organization be structured? How is it advisable to enlarge the blocks of work performed? 2. How to coordinate the functioning of these blocks so that it proceeds harmoniously and is not contradictory? 3. Deciding which decisions at each level of the organization should be trusted by people, particularly managers? 4. Should we change the structure of the organization due to changes in the external environment? Motivations1. What do my subordinates need? 2. To what extent are these needs satisfied in the course of activities aimed at achieving the goals of the organization? 3. If my subordinates' job satisfaction and productivity increased, why did this happen? 4. What can we do to improve job satisfaction and productivity of subordinates? Control1. How should we measure performance? 2. How often should results be assessed? 3. How successful have we been in achieving our goals? 4. If we have not made enough progress towards our goals, then why did this happen and what adjustments should be made?

Table 3.

Comparison of old and modern organizations

Old organizationModern organizations Few large organizations, no giant organizations. Large number of extremely powerful organizations, both for-profit and non-profit. Relatively few managers, virtually no middle managers. Large number of managers, including middle managers. Managerial work was often not highlighted and was not separated from non-managerial work. Management groups are clearly defined, managerial work is clearly perceived and separated from non-managerial work. Occupation of leadership positions in an organization is most often by birthright or by force. Occupation of leadership positions in an organization is most often by right of competence in compliance with law and order. A small number of people capable of making decisions important to the organization. A large number of people capable of making decisions important to the organization. Emphasis on orders and intuition. Emphasis on teamwork and rationality.Submit your application indicating the topic right now to find out about the possibility of obtaining a consultation.

Management thought developed very inconsistently. There were several approaches, which sometimes coincided and sometimes differed significantly from each other. The objects of management are people and technology, so successes in management largely depended on successes in other areas. As society developed, management specialists learned more and more about the factors influencing the success of an organization.

In addition, the world was becoming an arena of rapid change driven by scientific and technological progress, and many governments were increasingly taking a more decisive approach to business. These factors have influenced management researchers to begin to recognize the existence of external forces that influence organizational performance. In this regard, new approaches have been developed. There are four main approaches that have made a significant contribution to the development of management science.

First of all, the approach is from the standpoint of identifying different schools in management. It includes, in turn, five different schools in which management is viewed from various points of view: scientific management, administrative management, human relations, behavioral science, and management science or quantitative method.

School of Scientific Management. The formation and development of this school, which became widely known throughout the world under the name “scientific organization of labor,” coincided with the beginning of the 20th century. The origins of this school were the American practical engineer and manager F. Taylor (1856-1915), who in his daily work solved the problems of rationalizing production and labor in order to increase productivity and efficiency. His teaching has become the main theoretical source of modern management concepts.

F. Taylor wrote the books that made his name famous throughout the world: “The Transactional System” (1895), “Workshop Management” (1903) and “Principles of Scientific Management” (1911). In his works, he tried to combine the interests of capital and labor, to implement the “philosophy of cooperation” in capitalist enterprises. The method he developed to ensure labor intensification aroused great interest among managers from different countries.

F. Taylor sought to prove that the methods of scientific organization of labor he developed and the principles of “scientific management” formulated on their basis could replace outdated authoritarian methods of management.

F. Taylor advocated for the transformation of scientific management into a branch of industrial labor similar to engineering. His system consisted in the consistent implementation of the principle of division of labor into executive labor and managerial labor, in the specialization of work. In a production system that operates like a well-coordinated machine, each worker must be responsible for his or her functions. At the same time, one should strive to match the types of workers to the types of work. In addition, strict regulation of activities is required. This directs each worker to perform a partial function, but does not require him to understand the overall plan.

F. Taylor indicated the tasks that the administration must perform and thanks to which the subjectivity and arbitrariness of previous management methods are replaced by the “scientific logic” of rules, laws and formulas.

F. Taylor considered scientific management as an effective means of bringing together the interests of all workers through the growth of their well-being and the establishment of close cooperation with the owners and administration to achieve the production and economic goals of the organization. He believed that if the scientific management system was accepted in full, it would resolve all disputes and disagreements between the parties.

Representatives of the school of scientific management should also include some Russian scientists, primarily A. A. Bogdanov and A. K. Gastev.

This school is also characterized by the following features:
using scientific analysis to determine the best way to solve business problems;
targeted selection of workers best suited to perform tasks and their training;
equal and fair distribution of duties (responsibilities) between workers and managers;
providing workers with resources;
use of financial incentives;
cooperation between the administration and workers in the practical implementation of NOT.

The concept of scientific management was a major turning point, thanks to which management began to be recognized as an independent field of scientific research. A new science was born, identifying methods and approaches that could be effectively used by practitioners to achieve organizational goals.

Classical, or administrative, school of management. The greatest contribution to its development was made by the French scientist A. Fayol. Representatives of this school tried to determine the general characteristics and patterns of organizations, approaches to improving the management of the organization as a whole.

The purpose of administrative management was to create universal principles of management. This can be recognized as the first independent result of the science of administration. These principles covered two main aspects:
determining the best way to divide an organization into divisions (they considered finance, production, marketing to be such divisions) in order to identify the main functions of management;
proposing principles for building the structure of the organization and managing employees (these are, first of all, the principles of unity of command, authority and responsibility, workplace stability, etc.). Many of them are still useful and used in practice.

It should be noted that representatives of the administrative school did not care about the social aspects of management. They viewed the organization from a broad perspective. A. Fayol's main contribution to management theory was that he considered management a universal process consisting of interrelated functions of planning and organization.

School of human relations in management. Its biggest authorities are M. Follett (England), E. Mayo (USA). Representatives of this school believed that if management increases their concern for their employees, then the level of employee satisfaction should increase, which will inevitably lead to increased productivity. They recommended the use of human relations management techniques, including more effective supervisors, consultation with employees and providing them with greater opportunities for communication at work.

According to modern management doctrine, 3 significant factors matter in the management system: people, finance and technology, and the first place is occupied by the “people” factor. Among the dominant goals of management (relationships between people and task performance), the human factor predominates. It is this kind of management system, where the main attention is paid to the human factor, that is the most optimal in market conditions.

Management is a psychologically rich management system, the main functions of which are directly related to psychology. Therefore, to effectively carry out these functions, a manager needs to master the psychological components of managerial skills: be able to interact with people, speak in front of an audience, persuade, etc.

In the harsh conditions of market competition, only the ability to communicate with people ensures success in business. Famous Japanese, European and American managers achieve enviable success in the production of goods precisely thanks to their careful attitude towards staff.

The school of behavioral sciences has moved significantly away from the school of human relations. According to this approach, the employee should be increasingly helped to understand his own capabilities through the application of behavioral science concepts to the management of organizations. The main goal of this school was to increase the efficiency of the organization by increasing the efficiency of using human resources, creating all the necessary conditions for the realization of the creative abilities of each employee, for realizing their own importance in managing the organization.

The main postulate of the school: the correct application of behavioral science should always contribute to increasing the effectiveness of both the individual employee and the organization as a whole.

Of great importance for managers here is the study of various behavioral approaches that general management recommends, and the study of the possibility of their application in the process of analyzing the organization. It must be remembered that a person is the most important element in a management system. A successfully selected team of like-minded people and partners who are able to understand and implement the ideas of their leader is the most important condition for economic success.

The school of management science, or the quantitative method, is based on the use of data from the exact sciences - mathematics, statistics, engineering - in management and involves the widespread use of the results of operations research and situation models. Also, the use of quantitative measurements in decision making. However, before the Second World War, quantitative methods were not used enough in management.

A very strong impetus for the use of these methods in management was the development of computer technology and management information systems. This has made it possible to construct mathematical models of increasing complexity that come closest to reality and are therefore more accurate.

Situational approach. The development of this approach made a great contribution to management theory, as it became possible to directly apply science to specific situations and conditions. The main point of the situational approach is the situation, that is, specific circumstances that have a significant impact on the organization at a given specific time. Because there are many such factors both within the organization and in the environment, there is no single “best” way to manage an organization's activities. The most effective management method is the one that best suits the current situation.

M. Follett back in the 20s. spoke about the “law of the situation.” However, this approach was properly developed only in the late 60s.

The situational approach is not a simple set of prescriptive recommendations, but rather a way of thinking about organizational problems and their solutions. Using it, managers can better understand which techniques are most conducive to achieving organizational goals in a particular situation.

The situational approach retains the concept of the management process, which is applicable to all organizations. However, according to this approach, the specific techniques that managers must use to effectively achieve organizational goals can vary significantly. Therefore, it is necessary to link specific techniques and concepts to specific situations to most effectively achieve organizational goals.

The situational approach focuses on situational differences between and within organizations. In this regard, it is necessary to determine the significant variables of the situation and their impact on the effectiveness of the organization.

Systems approach. Application of systems theory in management in the late 50s. was the most important contribution to management by the school of management science and, in particular, by the American scientist J. Paul Getty. A system is a certain integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole. Since this approach has been applied relatively recently, it is currently impossible to fully assess the true impact of this school on the theory and practice of management. Nevertheless, its influence is already great and will continue to grow in the future. On a systematic basis, it will probably be possible to synthesize new knowledge and theories that will be developed in the future.

The identification of variables and their impact on the effectiveness of the organization is the main contribution to the management of the systems approach, which is a logical continuation of systems theory.

The systems approach allows for a comprehensive assessment of the activities of any management system at the level of specific characteristics. This helps to analyze any situation within a single system, identifying the nature of input, process and output problems. The use of a systematic approach allows you to best organize the decision-making process at all levels in the management system.

Managers must know the variables of the organization as systems in order to apply systems theory to the management process. They must view the organization as a collection of interdependent elements, such as people, structure, tasks and technology, that are oriented towards achieving various goals in a changing external environment.

Process approach. This approach is widely used today. It was first proposed by representatives of the school of administrative management, who tried to describe the functions of a manager. The initial development of this concept is attributed to A. Fayol.

The process approach to management reflects the desire of management theorists and practitioners to integrate all types of activities to solve management problems into a single chain, broken as a result of “excessive enthusiasm” for the functional approach, in which each of the functions is considered without connection with the others.

According to this approach, management is considered as a process of continuous interrelated actions (functions), each of which, in turn, also consists of several interrelated actions. They are united by the connecting processes of communication and decision making. At the same time, management (leadership) is considered as an independent activity. It involves the ability to influence employees so that they work towards achieving goals.

From a brief overview of the approaches, it is clear that management thought was constantly evolving, which contributed to the emergence of new ideas about the effective management of an organization.

Representatives of each approach or school believed that they had found the key to most effectively achieving the goals of the organization. However, later research and management practice showed that these studies concerned only certain aspects of the management process, and the results obtained were true only for certain situations. In addition, management practice has always turned out to be more complex, deeper and more varied than the corresponding theoretical thought. From time to time, researchers discovered new, previously unknown aspects of the management process and toppled truths that seemed unshakable from their pedestal. Despite this, it should be recognized that representatives of each approach or school made their own invaluable contribution to the development of management science.

It should also be noted that the presence of a significant number of scientific schools and approaches, each of which offers its own principles and models, is an important feature of management, its difference from other sciences.

The history of the development of management as a science indicates that a large number of theories have been developed, which reflect different views and points of view on management problems. Authors dealing with management issues sought to reflect in their works the vision of individual problems in order to create a more complete picture of management as a science. Therefore, each of the authors working on systematizing approaches and schools focuses on certain properties of the object of research. Many believe that it is impossible to create a universal classification also because the organization is influenced by a large number of internal and external factors.

There are four important approaches that have made it possible to identify four schools of management, each of which is based on its own positions and views:

• approach from the point of view of scientific management - school of scientific management;
• administrative approach - classic (administrative )school in management;
• human relations and behavioral science approach – School of Psychology and Human Relations;
• approach from the point of view of quantitative methods - school of management science (quantitative ).

These schools of management developed in the first half of the 20th century. Each school sought to find the most effective tools and methods to achieve the organization's goals. But the development of management science and practice provided new information about factors not taken into account by previous schools. All of the above schools have made significant contributions to the development of management science. Let us consider the concepts of these schools sequentially, starting with the school of scientific management.

Supporters of this school sought to prove that it is possible to manage “scientifically”, relying on economic, technical and social experiment, as well as on scientific analysis of the phenomena and facts of the management process and their generalization. This method was first applied to a single enterprise by an American engineer Frederick Winslow Taylor(1856–1915), who is considered the founder of scientific production management. Taylor developed the principles of scientific management (Figure 1.4).

Taylor's goal was to create a system of scientific organization of labor (SLO), based on experimental data and analysis of the processes of physical labor and hundred organization.

Rice. 1.4.

Taylor's research method consists of dividing the process of physical labor and organization into its component parts and then analyzing these parts. In particular, Taylor divided the organization process into the following elements: establishing the goals of the enterprise as a whole and for each employee individually; selection of means of activity and their use based on a pre-drawn plan; control over performance results.

The goal of the scientific organization of labor at an enterprise is production with the least expenditure of resources (labor, material and money) while achieving maximum results. The way to achieve this goal is the rationalization of all elements of production: living labor of workers, means of labor (equipment, machines, units, production areas) and objects of labor (raw materials, materials, fuel, energy).

Taylor's main focus was on increasing productivity. The main tenet of Taylor's concept is the need to establish a scientifically based daily task for the worker and methods for its implementation. He believed that managers do not know the potential capabilities of the worker and set production standards “by eye.” Taylor, on the basis of experiments carried out to study the techniques and movements of workers, measuring the execution time of individual elements and operations, established scientifically based standards. The value of the norm was determined for the best workers achieving the highest labor productivity. Workers who did not want to work hard were subject to dismissal. Thus, Taylor focused on the individual qualities of workers. He believed that workers should be supervised at every phase of production.

The main goal of the developed methods was to achieve an increase in worker productivity by any means. To motivate workers to meet and exceed established standards, Taylor improved the wage system. It took on a strictly individual, differentiated character depending on the fulfillment of established standards. Taylor considered personal interest to be the driving force behind the growth of labor productivity and its remuneration.

Much attention in Taylor's system was paid to the normal maintenance of workplaces (tools, devices, etc.) The foremen were entrusted with the responsibility of timely providing workers with everything necessary for effective work, training workers, issuing tasks for the day ahead, etc.

When creating his system, Taylor did not limit himself only to the issues of rationalizing the labor of workers. Taylor paid considerable attention to the best use of the enterprise's production assets: the correct selection of equipment to perform a certain job, care of the equipment, preparation for the operation of the tools and timely provision of jobs with them.

The requirement for rationalization also extended to the layout of the enterprise and workshops. This concerned the rational placement of equipment and workplaces, the selection of the most optimal ways to move materials within the enterprise, i.e. along the shortest routes and with the least amount of time and money.

Taylor's system provided not only ways to rationalize each element of production separately, but also determined the most appropriate interaction between them.

The functions of interaction between production elements were assigned to the planning and distribution bureau of the enterprise, which was given a central place in Taylor’s system. Much attention was also paid to the organization of accounting and reporting at the enterprise.

According to Taylor's system, a staff of foremen was provided to manage the entire enterprise. Part of this staff was assigned to the distribution bureau and communicated with workers, set prices, and monitored general order. Another part of the staff of foremen monitored the exact implementation of the instructions of the distribution bureau: inspector; serviceman; the master who sets the pace of work; foreman

Taylor's concept was based on the division of labor into two components: executive labor and managerial labor. Taylor's important contribution was his recognition that management work was a specialty.

Thus, we can highlight the main provisions of Taylor’s concept:

• recognition of management as an independent activity, the main function of which is the rationalization of production;
• dividing the production process and labor operations into individual elements and identifying the range of time spent on their implementation, which allows them to be rationed;
• planning based on work assignment standards; performance of planning functions by special units that determine the sequence, time, and timing of work;
• increasing labor productivity through higher wages;
• selection of workers in accordance with physiological and psychological requirements and their training.

Taylor formulated two main tasks of management.

• 1. Ensuring the greatest prosperity of the entrepreneur, which included not only receiving high dividends on invested capital, but also further development of the business;
• 2. Increasing the well-being of each employee, providing not only high wages in accordance with the efforts expended, but also the development in each employee of the potential that is inherent in him by nature itself.

The philosophical basis of Taylor's system was the concept of the so-called "economic man", which became widespread at that time. At the heart of this concept was the assertion that the only driving incentive for people is their needs. Taylor believed that with the help of an appropriate payment system, maximum productivity could be achieved.

A significant contribution to the development of the Taylor system was made by Garrington Emerson(1853–1931). He studied the principles of labor activity in relation to any production, regardless of the type of activity.

The analysis allowed him to formulate twelve principles of labor productivity, which boil down to the following.

• 1. The presence of clearly defined goals or ideals as the main prerequisite for effective work.
• 2. The presence of common sense in all work.
• 3. The opportunity to receive qualified advice, competent consultation. Each organization needs to create a rationalization department that would develop recommendations for improving management in all departments.
• 4. Maintain strict discipline based on standard written instructions, complete and accurate records, and use of a reward system.
• 5. Fair treatment of staff (through “fair” wages). This principle involves improving the qualifications of personnel, improving working and living conditions.
• 6. Availability of timely, complete, reliable, permanent and accurate records.
• 7. Regulation of production (dispatching) as an integral part of the organization’s activities.
• 8. Work planning.
• 9. Rationing of operations based on rational methods of their implementation. Rationing allows you to set time standards and prices, taking into account the identification of unused reserves for increasing labor productivity.
• 10. Normalization of working conditions as a necessary prerequisite for increasing labor productivity.
• 11. Availability of developed instructions and standards in written form.
• 12. Availability of a rational system of remuneration for increasing productivity. Emerson noted that the growth of workers' productivity is largely determined by their "ideals." Therefore, remuneration should not be reduced only to increased wages.

The purpose of the formulated principles of productivity, according to Emerson, is the elimination of waste. In what particular business to eliminate losses is not of fundamental importance.

Henry Ford(1863–1947) continued Taylor's ideas in the field of production organization. He ensured the creation of mass assembly line production and the development of the automotive industry. When creating automobile production, Ford wrote that its goal was “to produce with a minimum expenditure of material and manpower and sell with a minimum profit.” At the same time, he made huge profits due to increased sales. The production he organized was based on the following principles:

• one should not be afraid of possible failures, since “failures only provide an excuse to start again and smarter”;
• you should not be afraid of competition and at the same time you should not strive to harm the business and life of another person who is your competitor;
• Profit should not be prioritized over working for the benefit of consumers. “In essence, there is nothing wrong with profit. A well-run enterprise, while bringing great benefits, should bring in great income”;
• “Producing does not mean buying cheap and selling high.” You should buy raw materials and materials “at reasonable prices,” adding minor additional costs during the production process, but at the same time achieving the production of high-quality products.

Ford took the Taylor system a step further by replacing manual labor with machines. He formulated the basic principles of production organization (Fig. 1.5).

Based on these principles, it became possible to create continuous production, which allows increasing the productivity of workers without the intervention of a master, who does not need to adjust the workers himself. On a production line this is done automatically; the worker is forced to adapt to the speed of the conveyor and other mechanisms.

Rice. 1.5.

Conveyorization of production contributed to a sharp increase in the intensity and intensity of workers' labor, while at the same time the exhausting monotony of their work. The assembly line method of organization placed workers in extremely harsh conditions.

Henry Ford was a pioneer of modern mass production. The combination of continuity and speed provided the necessary production efficiency. The production methods developed by Ford were of great importance not only for the automobile industry, but also for many other industries.