管理学原著阅读报告第三章.docx

The reading report of unit three12会计（4）班 2011330300403 王婷慧1The principles of scientific management（Introduction and Chapter 1）This paper has been written from problems to methods. Firstly, to point out, through a series of simple illustrations, the great loss which the whole country is suffering though inefficiency in almost all of our daily acts. Secondly, to try to convince the reader that the remedy for this inefficiency lies in systematic management, rather than in searching for some unusual or extraordinary. Thirdly, to prove that the best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation. And further to show that the fundamental principles of scientific management are applicable to all kinds of human activities, from our simplest individual acts to the work of our great corporations, which call for the most elaborate cooperation. And, briefly, through a series of illustrations, to convince the reader that whenever these principles are correctly applied, results must follow which are truly astounding. Lastly, Taylor noted that while the examples were chosen to appeal to engineers and managers, his principles could be applied to the management of any social enterprise, such as homes, farms, small businesses, churches, philanthropic institutions, universities, and government.Taylor argued that the principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. He argued that the most important object of both the employee and the management should be the training and development of each individual in the establishment, so that he can do the highest class of work for which his natural abilities fit him. Taylor demonstrated that maximum prosperity can exist only as the result of maximum productivity, both for the shop and individual, and rebuked the idea that the fundamental interests of employees and employers are necessarily antagonistic. Taylor described how most all workers deliberately work slowly, or “soldier,” to protect their interests. According to Taylor, there were three reasons for the inefficiency:First. The fallacy, which has from time immemorial been almost universal among workmen, that a material increase in the output of each man or each machine in the trade would result in the end in throwing a large number of men out of work.Second. The defective systems of management which are in common use, and which make it necessary for each workman to soldier, or work slowly, in order that he may protect his own best interests.Third. The inefficient rule-of-thumb methods, which are still almost universal in all trades, and in practicing which our workmen waste a large part of their effort.Prosperity depends on so many factors entirely beyond the control of any one set of men, any state, or even any one country, that certain periods will inevitably come when both sides must suffer, more or less. It is claimed, however, that under scientific management the intermediate periods will be far more prosperous, far happier, and more free from discord and dissension. These are all benefits of scientific management.2.Transfer of Taylorist Ideas to China, 1910-1930This paper is a modest contribution to exploring the transfer of management know-how what we might call soft technologies to China in the early twentieth century, focused on scientific management. Taylorism had a wider currency in China before 1949 than is recognized. One of the very few mentions of Taylorism in China is a recent study of the origin of the Chinese post-1950 danwei institution of labor management. This paper is focused primarily on the translation and transfer of Taylorist ideas to China, the interpretation of several proponents of Taylorism, and includes brief sketches of the introduction of Taylorism by some prominent business men.The paper is an initial exploration of Chinas encounter with western management thought and practice. The remainder of the paper discusses the introduction of scientific management to China, focused on key promoters, organizations and publications, and largely deals with the “rhetoric” or ideology of interwar business leaders encounter with Taylorism as an ideas system (Sturdy, 2004). The paper concludes with consideration of the theoretical issues of the transfer of management ideas to China for future research into the practice of adaptation, the interaction of“nativist” Chinese practices and foreign managerial ideologies.3.Alfred Marshalls critical analysis of scientific managementIn 1911, in America, F.W. Taylor published his famous book, Principles of Scientific Management, in which new principles of industrial organization are suggested and the advantages of an extreme division of labour and mechanization are stressed. Taylors theory of scientific management played a very important role in shaping the early twentieth century factory system, both in America and in Europe. It produced an efficiency mode, which spread throughout Europe before the First World War.However, in 1919, Alfred Marshall published “Industry and Trade”. In Industry and Trade, A study of industrial technique and business organization; and of their influences on the conditions of various classes and nations (1919), Alfred Marshall develops a detailed analysis of scientific management, emphasizing not only its unquestionable advantages but also its dangerous limits. Although in the literature Marshalls evaluation of scientific management has been considered rather positive, the author has found it sceptical and definitively critical in many passages of his book. This paper deals with Marshalls analysis in order to underline the reasons why he criticizes Taylors system, which, at that time, sounded like the greatest expression of modernity.Section 2 gives a sketch of the atmosphere in which scientific management was born and of how it was received at the time in the USA and Great Britain; section 3 provides an outline of Marshalls handling of scientific management and underlines the aspects that are the subject of his main criticism; section 4 highlights the grounds of his criticism; finally, section 5 draws some conclusive remarks.My point view of Marshalls analysis of scientific managementIn Marshalls analysis of scientific management, section 3.3.from personal to card relationship attracts my attention. Why is it called card relationship? Because orders are written in cards and the written orders take the place of personal relationship. As Marshall said, “the relations of an employer to his employees generally contain some elements which have little connection with business: and even from a merely business point of view, account is to be taken of the fact that the trust, esteem and affection of his staff are a valuable business asset, of a kind which his machinery cannot supply.” In such a system, scientific management makes the workers become the boss machinery. The employers only care about the workers efficiency but ignore their spiritual needs. Maslows hierarchy of needs introduce