Max WEBER

Max Weber is best known as one of the leading scholars and founders of modern sociology and also an economist. He dealed with sociology of religion in The Protestant Ethic and the Spirit of Capitalism and continued with the analysis of The Religion of China: Confucianism and Taoism, The Religion of India: The Sociology of Hinduism and Buddhism, and Ancient Judaism. After his analysis on religions Weber mentioned that Calvinist (Protestan) religious ideas had had an important affects in developing social innovations and economic system of Europe and U.S. by stating that they are not the only factors in this improvement. His had studies about sociology of politics and government also.He seperated three types of political leadership, domination and authority: charismatic domination (familial and religious), traditional domination (patriarchs, patrimonalism, feudalism), and legal domination (modern law and state, bureaucracy.

While Max Weber is best known and recognised today as one of the leading scholars and founders of modern sociology, he also accomplished much in other fields, notably economics, although this is largely forgotten today among orthodox economists, who pay very little attention to his works. The view that Weber is at all influential to modern economists comes largely from non-economists and economic critics with sociology backgrounds. During his life distinctions between the social sciences were less clear than they are now, and Weber considered himself a historian and an economist first, sociologist distant second.From the view poin tof the economists Weber is thought to be a German historical school of economics. The one of the most important studies of Weber was the essay named “The Protestant Ethic and the Spirit of Capitalism” in this essay he discussed the difference between different religions and the relative wealth of their followers.The other important study of him was The theories about Verstehen (interprative sociology) and antipositivism (humanistic socilogy).

Max Weber formulated a three-component theory of stratification, with Social class, Social status and party (or politicals) as conceptually distinct elements

Social class: includes the relatioship (economical) with the market.(owner renter employee)

Status: noneconomical qualities (honur,prestige and religion)

Party: includes the political elements

Weber's other contributions to economics were several: these include a (seriously researched) economic history of Roman agrarian society, his work on the roles of idealism and materialism in the history of capitalism in his Economy and Society (1914) which present Weber's criticisms (or according to some, revisions) of some aspects of Marxism. Finally, his thoroughly researched General Economic History (1923) can be considered the Historical School at its empirical best.

References:
1-http://en.wikipedia.org/wiki/Max_Weber
2-ansiklopedi.turkcebilgi.com/Max_Weber

Henry FAYOL

Henry Fayol was born in İstanbul, he was a French management theorist and an engineer (mine director).He has taken place in English literature after his studies were translated in to English.He is one of the most important contributors of the concept of scientific management and he has proposed 5 functions of managements: 1) planning, 2) organizing, 3) commanding, 4) coordinating and 5) controlling.His book named “General and Industrial Management” is an extraordinary book that offers the first theory of general management.

According to Fayol management is a human activity which requires the same behaviour that is necessary to manage a person’s own family.Some writers associated Fayol with Taylor but Fayol states about his difference by mentioning that ” Taylor's approach differs from the one we have outlined in that he examines the firm from the "bottom up."According to Fayol “the most marked outward characteristics of functional management lies in the fact that each workman, instead of coming in direct contact with the management at one point only, … receives his daily orders and help from eight different bosses…(Fayol, 1949, p. 68.)”
1- Division of work. This principle is the same as Adam Smith's 'division of labour. Specialisation increases output by making employees more efficient.
2- Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised.
3- Discipline. Employees must obey and respect the rules that govern the organisation. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organisation's rules,
4- Unity of command. Every employee should receive orders from only one superior.
5- Unity of direction. Each group of organisational activities that have the same objective should be directed by one manager using one plan.
6- Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organisation as a whole.
7- Remuneration. Workers must be paid a fair wage for their services.
8- Centralisation. Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralised (to management) or decentralised (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation.
9- Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed.
10- Order. People and materials should be in the right place at the right time.
11- Equity. Managers should be kind and fair to their subordinates.
12- Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.
13- Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.
14- Esprit de corps. Promoting team spirit will build harmony and unity within the organisation.

References:
1- http://everything2.net/?node_id=1021426
2- http://en.wikipedia.org/wiki/Henri_Fayol

Frank Bunker GILBRETH- Lillian Moller GILBRETH (GILBRETHS)

One of the greatest couple of the science and engineering. Frank and Lillian Gilbreth worked in an extremeley good coorporation for the development of motion and time study as en engineering and management tecnique.Frank Gilbreth’s education was no longer than high school. He started as a bricklayer then he became a building conductor, an inventor and finally he became an occasional lecturer. He and Lillian Moller married and they started to work together. Their motion and time studies had something to do with the fact that they have extremely large family. Frank Bunker Gilbreth used himself and his family in the experiments..Gilbreth’s first trade was to find ways of making bricklaying faster and easier. To acheive this he and his wife developed 18 basic motion that involves grasp ,transport loaded, hold etc.. These motions were called “therbligs” and by creating these they aimed to develop the best method in working. These elements were studied by means of a motion-picture camera and a timing device which indicated the time intervals on the film as it was exposed. Gilbreths were, above all, scientists who sought to teach managers that all aspects of the workplace should be constantly questioned, and improvements constantly adopted. Their emphasis on the "one best way" and the therbligs predates the development of continuous quality improvement (CQI), and the late 20th century understanding that repeated motions can lead to workers experiencing repetitive motion injuries. Frank Gilbreth also designed the standart tecniques used by armies to teach recruits how to rapidly disassemble and reassemble their weapons even when blindfolded or in total darkness. These tecniques helped save millions of lives. After Frank Gilbreth's death, Dr. Lillian Gilbreth continued the work and extended it into the home in an effort to find the "one best way" to perform household tasks. She has also worked in the area of assistance to the handicaped, as, for instance, her design of an ideal kitchen layout for the person afflicted with heart disease. She is widely recognized as one of the world's great industrial and management engineers and has traveled and worked in many countries of the world.

Although it is thought that Gilbreths were inspired by Taylor’s ideas, there were some differences between the two. Taylor was like a stopwacth (koronometer) which means that Taylor generally deals with the time of the production process, while The Gilbreths aim to reduce the motions in production. For The Gilbreths welfare and psychological situation of the workers were more important. Especially Lillian Gilbreth being an industrial - organizational psychologist contributed his husband’s studies by taking into account the workers’ psychological sides in order to increase efficiency. Also Gilbreths developed the triple promotion plan which means that workers would do their own missions, get ready to be promoted and at the same time they would educate the other workers.

References:
1-http://gilbrethnetwork.tripod.com/bio.html
2-en.wikipedia.org/wiki/Lillian_Moller_Gilbreth -
3-en.wikipedia.org/wiki/Frank_Bunker_Gilbreth –
4-www2.aku.edu.tr/~hozutku/sayfalar/klasik.ppt

Henry Ford and Division Of Labor

Division of labour is the specialisation of cooperative labour in specific, circumscribed tasks and roles, intended to increase the productivity of labour. Historically the growth of a more and more complex division of labour is closely associated with the growth of total output and trade, the rise of capitalism, and of the complexity of industrialisation processes. Later, the division of labour reached the level of a scientifically-based management practice with the time and motion studies associated with Taylorism .The productivity gains of the division of labor are important within any type of production process, ranging from pin manufacture to software production to legal practice and medical care.The division of labor makes trade necessary and is the source of economic interdependence..

Henry Ford was the founder of the Henry Ford Motor Company which later became Cadillac and Ford Motor Company. He was the first person to implement the assembly line manifacturing tecnique to the mass production of the affordable automobiles.

In spite of the fact that he is known as the inventor of Ford automobiles, he has many inventories about automotive mechanisms. Actually his best remembered idea is the implementation of the factory assembly approach to the production which is a revolutionary step of the automobile industry because of the reducing time to assemble a car.

Ford grew up in an agricultural environment but he always had a big interest about how the things work and always had considered about the mechanisms of the machineries, he was became famous in his neighborhood for fixin the people’s wathes.

Henry Ford constructed his first steam engine at he age of 15 and then he started to work as amachinist at Detroit. Later he became a mechanical engineer and started to work witk Edison.In the following years he invented first internal combustion engine, a small one-cylinder gasoline model. However, Ford’s business adventure started by his invention of “the Quadricycle”(horseless carriage) which showed enough popularity that opened the doors of the business world to Henry Ford.

After leaving Edison in order to work for the newly developed Detroit Automobile Company that can only produce a few amount of cars Henry Ford decides to work for his own racing car. While his studies in Henry Ford Company he shought for incorporate ideas from different industries in order to make the production process more efficent. His own racing cars were good enough to attract backers and even partners, Ford Motor Company was founded on June 16, 1903.Soon his vision of producing automobile was understood to get bigger and bigger. During the first five years Ford used a development program that started in converted wagon shop.

Henry Ford’s consideration about the future of the car production was producing affordable cars for a mass market and in a great amount. In 1907, Henry Ford announced his goal for the Ford Motor Company: to create "a motor car for the great multitude." At that time, automobiles were expensive, custom-made machines. Ford's engineers took the first step towards this goal by designing the Model T, a simple, sturdy car, offering no factory options ( not even a choice of color). The Model T was inexpensive for its day, and proved to be sturdy, reliable and easy to operate. It quickly became very popular; and soon Ford found he was unable to meet the enormous demand for his cars.

Ford had a solution about in order to satisfy the demand. The idea was moving industrial production line. By installing a moving belt in his factory, employees would be able to build cars one piece at a time, instead of one car at a time. This principle, called "division of labor," allowed workers to focus on doing one thing very well, without being responsable for the different tasks at the same time. After the adaptation of labor division, his plant incorporated the first moving assembly line. In addition to the moving assembly line, Ford revolutionized the auto industry by increasing the pay and decreasing the hours of his employees, ensuring he could get enough and the best workers. (at that time Ford gives a wage of 5 dollars per day which is enormous at that time). Perhaps Ford Motor Company's single greatest contribution to automotive manufacturing was the moving assembly line. The new technique allowed individual workers to stay in one place and perform the same task repeatedly on multiple vehicles that passed by them. This innovation, although greatly increasing productivity, had resulted in a monthly labor turnover of 40 to 60 percent in his factory, largely because of the unpleasant monotony of assembly-line work and repeated increases in the production quotas assigned to workers. Ford met this difficulty by doubling the daily wage then standard in the industry, raising it from about $2.50 to $5.Ford considered the workers as “potential costumers” ( Ford gives a wage of 5 dollars per day which is an enormous amount at that time). Instead of constant turnover of employees, the best mechanics in Detroit flocked to Ford, bringing in their human capital, raising productivity, and lowering training costs. Ford called it “wage motive.”

Besides being a successful scientific business man Henry Ford dealed with politics but he was not very successful(during the World War 1 he tried to seek peace without ayn government support bu he became unsuccessful then he never ran political subjects)

The famous Ford Model T automobile ended production in 1927.. It is generally regarded as the first affordable automobile, and the car which "put America on wheels".

Henry Ford was the founder of the Ford Motor Company and father of the modern assembly line used in mass production. His introduction of the Model T automobile revolutionized transportation and American industry.


Mass Production Vision

Ford’s main aim was to produce cars in great amounts,at that time the automobiles were expensive and Ford’s engineers take the first step by producing very simple T models without any factory options and T models gained big interest, because from the start T model was cheaper than most of the cars.Ford then thought about the ways to produce the cars in a lower price. He and his team used the corporation of the different ideas which are: interchangeable parts, continuous flow, division of labor, and reducing wasted effort.

Interchangeable parts: The making of the individual part of the car the same at every time.This method increases the machinery while decreasing the necessity of high skilled worker.

Continuous flow of network: The production should be arranged so that one part of it finished than the next part of the production is started without losin any set up time. This could be done with a moving conveyor belt. By this way workers will spent time during production.

Division of labor: Each worker should be done only one part of the work. Assembly is divided into pieces.This increases the productivity.

Reducing waste effort: Ford studied with Frederick Taylor in order to achieve this principle. By making time studies and determining the exact speed at which the work should be done and the exact motions that workers should use to accomplish their tasks, the waste of the effort can be minimized.

Ford put these principles into play gradually over five years, fine-tuning and testing as he went along. In 1913, they came together in the first moving assembly line ever used for large-scale manufacturing. Ford produced cars at a record-breaking rate. That meant he could lower the price and still make a good profit by selling more cars.

Some Quotes From Henry Ford:
" When everything seems to be going against you, remember that the airplane takes off against the wind, not with it."
" Quality means doing it right when no one is looking."
"Failure is simply the opportunity to begin again, this time more intelligently."

References:
1-http://www.ideafinder.com/history/inventors/ford.htm
2-http://en.wikiquote.org/wiki/Henry_Ford
3-http://quotes4all.net/authors/henry%20ford/quotes.html
4- http://en.wikipedia.org/wiki/Division_of_labor

Frederick Winslow Taylor

"In tomorrows enterprise the knowledge worker will be freed to release creative energy that will result in an era of enormous innovation and discovery, fulfilling the potential and promise of the mind." Frederick Winslow Taylor.

Frederick Winslow Taylor:

Frederick Winslow Taylor who can be considered as the father of the scienific management was born in Philadelphia,1865. His family was rich and his parents were quakers (the people who believe in the fact that everybody can reach and experince God themselves without meditation and the other people. In his early childhood Taylor used his quaker belief in order to solve problems and pevent problems among his friends.

Taylor always aimed to create “better solutions” against problems and always struggled to seek more efficent ways of doing something. For example he developed a harness in order to prevent from sleeping o his back and by this way in the hope of avoiding nightmares. He was very talented in maths and sports. At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey while holding a full time job and one of the other achievements of him was his winning of the U.S. Lawn Tennis Association doubles championship where he used a patented spoon-shaped racket that he himself designed.

Despite his excellent talents in math he preferred to work as a machinist then he soon became a common laborer in Midvale Steel Company.(while wrking there he continued to his education to became an engineer ans he graduated as a mechanical engineer) While working there his aim was always to find the most efficent ways in performing a specific task(whic can be considered the basic princible of the industrial engineering).To do this he wathed how the work is done and then measured the quantity produced..Taylor was working in a period when the mass production had started to take place and small factories became large plants.The problem was The owners of the capital was eraning more and more but the workers were earning little for their affords.So this inefficent wages was causing carelesness safety, inefficiencies, and soldiering (worker foot dragging) on the job. He believed that incentive wages were no solution unless they were combined with efficient tasks that were carefully planned and easily learned. He proposed that management should work cooperatively in a supportive role. The wages should be distributed depending on the hardness of the workers’ tasks. According to him, productivity can be achieved by finding the suitable challenge for the right person and and paying well to him for increased production. He used time studies to set daily production quotas. Incentives would be paid to those reaching their daily goal. Those who didn't reach their goal would get the differential rate, a much lower pay. Taylor doubled productivity using time study, systematic controls and tools, functional foremanship, and his new wage scheme. He paid the person not the job.

Taylor’s most shiny years was in Bethlehem Iron Company. While working there he installed installing production planning, differential piece rates, and functional foremanship. He also created analysis of daily output and costs, a modern cost accounting system. He successfully implemented cost saving techniques even though he added clerks, teachers, time-study engineers, supervision and staffing support positions.

After giving up his career at Bethlehem Iron Company, Taylor chosen to work wthout paid.

He developed the book Principles Of Scientific Management”. The system described in the book was the composition of the methods which were tried by Taylor at he different companies he worked.These principles are stil being used by the consultants today.

In his last years Frederick felt misunderstood by quick-fix managers and zealous unionists, and wronged by consultant imitators. His energy was sapped by the constant attention he paid to his wife's severe illnesses.

While on a speaking tour in the Midwest, in 1915, he contracted influenza. He was admitted to a hospital in Philadelphia and celebrated his fifty-ninth birthday there. He died the next day.

Taylor and Scientific Management:

Taylor’s core values:

1The rule of reason, 2improved quality, 3lower costs, 4higher wages, 5higher output, 6labor-management cooperation, 7experimentation, 8clear tasks and goals, 9feedback, 10training, 11mutual help and support, 12stress reduction, 13the careful selection and development of people.

These values mentioned above made the Taylor first to conduct a systematic study of interactions among job requirements, tools, methods, and human skill, to fit people to jobs both psychologically and physically, and to let data and facts do the talking rather than prejudice, opinions, or egomania.

Taylor's 4 Principles of Scientific Management

After years of various experiments to determine optimal work methods, Taylor proposed the following four principles of scientific management:
1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
2. Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.
3. Cooperate with the workers to ensure that the scientifically developed methods are being followed.
4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.

These principles were implemented in many factories, often increasing productivity by a factor of three or more. Henry Ford applied Taylor's principles in his automobile factories, and families even began to perform their household tasks based on the results of time and motion studies.

References:
1-http://www.netmba.com/mgmt/scientific/
2-http://www.stfrancis.edu/ba/ghkickul/stuwebs/bbios/biograph/fwtaylor.htm
3-http://www.kimkimdir.gen.tr/kimkimdir.php?id=150
4-http://tr.wikipedia.org/wiki/Frederick_Winslow_Taylor