Fordism is Scientific Management for Contemporary OrganizationsFordism and Scientific Management are terms used to describe management that finds application in practical situations with extremely dramatic effects. Fordism takes its name from Henry Ford's mass production units and is identified by a technical division of labor within companies and their production units. Other characteristics of Fordism include strong hierarchical control, with workers in a production line often limited to a single task, usually skilled and unskilled. Scientific management, on the other hand, “originated” with Fredrick Winslow Taylor in 1911, and in very simple terms he described the best way work could be done and that the best way to improve production was to improve techniques or the methods used by workers. (Robbins p.38) Many comparisons can be made between the two theories, such as the mechanization, fragmentation and specialization of work, and the fact that the lack of intellectual or skilled content will speed up the work to be done. Fordism's mechanization of mass production further emphasized many of Taylor's popular beliefs that management was separate from business and human emotions, using "human beings as tools or machines to be manipulated by their leaders" (Hersey p.84 ). Fordism blended and emphasized scientific methods to achieve results through Ford's successful mass production processes. There are also contrasts between the two theories. Fordism dehumanized the worker, while scientific management convinced workers that their goals could easily be achieved together with those of the employer, therefore that they should all work together in this direction. Fordism suited industrial companies that participated in mass production, while scientific management could be used in many types of organizations. Large companies such as Ford Motors, The Reichskuratorium fur Wirtschaftkichkeit (RKW) in Germany exemplify these theories in practice. These theories of the past are lessons for how modern organizations are managed today. Managers now realize that they should treat their workers more democratically, and since the mid-1970s, radical changes in markets and technology have encouraged managers and producers to use a greater diversity of products and production methods. more flexible production. Movements towards a more flexible organization have become evident. Examples of organizations such as Nissan, NASA, and Toyota serve as modern examples of post-Fordism and describe the movement towards modified scientific management. Comparisons that can be made include Fordism's mechanization of mass production and Taylor's attempts to use employees as machines. Taylor designed it using his management principles which included developing a science for each work item and finding the quickest way to get the job done.