Fordist PrinciplesIntroductionIn organizational development, different theories are considered influential. One of them is the theory of Fordism. Fordism is a form of industrial production developed from the methods of Taylorism; the main objective is product maximization through strict control of movements and separation of planning and execution of tasks. This production management practice was widely criticized for its inhumane production system regarding employee conditions and was later replaced by Fordism (Edwards 1990). Fordism is a production ideology pioneered by Henry Ford during the post-war decades in Western industrial countries that supported mass production and the distribution of relatively higher wages among workers. Ford was credited with improving production methods during this period through the development of assembly line and manufacturing methods implemented by the Ford Motor Company. According to the concept of Fordism, mass consumption considerations were integrated with production responsibilities in order to support economic growth (Hounshell, 1984). Ford believed that the deskilling of automobile production was necessary to achieve "continuous improvement" and mass production. Additionally, the Fordist philosophy has greatly influenced business operations management strategies that have transformed over time to meet current demands in a highly complex and competitive market environment. These include the principles of lean management, flexible production system, also called Japanese management system, total quality management, just-in-time inventory control, leaderless work groups; globalization of consumer goods markets, faster production life cycles, and intensive product/market segmentation and differentiation (Hounshell, 1984). Analysis As modern organizations grow, skills become increasingly fragmented and specialized and positions become more functionally differentiated. (Hardy and Clegg, 1996). The best organizations/vendors continually update and improve their service delivery to meet the demands of their customers. Customers have an ever-increasing demand to get their hands on new products, which can lead to a change of supplier if expectations are not met. This meant that organizations had to completely reformulate their conventional business goals and objectives, moving from a process-oriented approach to a customer-centric approach. Organizations/suppliers must strongly differentiate their product line to meet and satisfy customer needs. Rethinking and reformulating the organization, on the other hand, involves taking into account several factors such as various processes, technology, the environment as well as people's success factors (Cohen & Moore, 2000). Therefore, in order to bring out exceptional customer services within the organization's operations, management must resort to fine-tuned organizational restructuring..