管理学原理ChEvolutionofManagementTheoryPPT课件

2 1 STEPHENP ROBBINS MARYCOULTER 9thed ChapterTwo EvolutionofManagementTheory 2 2 1 HistoricalBackgroundofManagement AncientManagementEgypt pyramids andChina GreatWall AdamSmithPublished TheWealthofNations in1776AdvocatedthedivisionoflaborIndustrialRevolutionSubstitutedmachinepowerforhumanlaborCreatedlargeorganizationsinneedofmanagement 3 EvolutionofManagementTheory ClassicalManagementTheory BehavioralManagementTheory ManagementScienceTheory ContemporaryManagementTheory 189019001910192019301940195019601970198019902000 4 管理理论演进的主线 5 2 ClassicalManagementTheory Taylor ScientificManagementTheoryFayol GeneralAdministrativeManagementTheoryWeber TheoryofBureaucracy return 6 2 1ScientificManagementTheory RepresentativeFrederickWinslowTaylor泰勒The father ofscientificmanagementPublishedPrinciplesofScientificManagement 1911 2 7 Taylor Usedscientificmethodstodefinethe onebestway forajobPuttingtherightpersononthejobwiththecorrecttoolsandequipmentHavingastandardizedmethodofdoingthejobProvidinganeconomicincentivetotheworker return 2 8 2 2GeneralAdministrativeTheory HenriFayol法约尔FrenchDevelopedfourteenprinciplesofmanagementDevelopedfivefunctionsofmanagement 9 Fayol s14PrinciplesofManagement Divisionofwork Authority Discipline Unityofcommand Unityofdirection Subordinationofindividualintereststothegeneralinterest Remuneration Centralization Scalarchain Order Equity Stabilityoftenureofpersonnel Initiative Espritdecorps 2 10 Fayol sFiveFunctionsofManagementPlanningOrganizingCommandingCoordinatingControlling Leading return 2 11 2 3TheoryofBureaucracy MaxWeber韦伯GermanDevelopedatheoryofbureaucracybasedonanidealtypeoforganizationIdealformoforganization thebureaucracy 12 Weber sIdealBureaucracy return 12 13 3 BehavioralManagementTheory Mayo HumanRelationsTheoryMaslow HierarchyofNeedsMcGregor TheoryX TheoryYHerzberg Motivation HygieneTheory return 2 14 3 1TheHawthorneStudies Aseriesofproductivityexperiments 1924 1932 ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions Theeffectofincentiveplanswaslessthanexpected Workersarealso socialman notjust economicman Socialnorms groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentives 15 i 1924 1927 Effectoflightingonworkers productivityFoundthatproductivityalmostalwaysincreasedafteranychangeinilluminationRealizedthatsomethingelsebesideslightingwasaffectingproductivity 2 16 ii 1927 1932 Mayoasconsultant 梅奥 founderofHumanRelationsTheory Changedpayrules workdayandworkweeklengthsFoundthatchangingavariableusuallyincreasedproductivity evenifthevariablewasjustachangebacktotheoriginalconditionHypothesizedthatworkingasagroup beingtreatedasspecial workinginaseparateroom weretherealreasonsfortheproductivityincrease 2 17 iii Interviewsiv 1931 1932 TheeffectofpaymentincentiveswaslessthanexpectedAlthoughpaidbyindividualproductivity productivitydidnotgoupbecausetheywereafraidifproducedmore thebaseratewouldchangeInformalgroupandsocialhierarchywereformed andservedtocontrolgroupmembersandtomanagebosses return 2 18 3 2Maslow sHierarchyofNeeds AbrahamH Maslow马斯洛AmericanNeedswerecategorizedasfivelevelsoflower to higher orderneeds Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy 2 19 Maslow sHierarchyofNeeds Physiology Self actualization Esteem Social Safety 2 20 Assumesthatworkersdislikeworkavoidresponsibility Assumesthatworkersliketoworkdesireresponsibility 3 3TheoryX TheoryY DouglasMcGregor麦克雷戈American Hesuggestedthatmanagementcoulduseeithersetofneedstomotivateemployees 2 21 4 ManagementScienceTheory AlsocalledQuantitativeTheoryEvolvedfrommathematicalandstatisticalmethods statistics optimizationmodels informationmodels computersimulations forecasting andgametheory return 2 22 4 1Simon Decision Making HerbertA Simon西蒙AmericanNobelPrizewinnerineconomicsHewasamongthefoundingfathersofartificialIntelligencedecision makingproblem solvingpsychologyofhumancognition 2 23 Decision makingintermsofuncertainty Agentsfaceuncertaintyaboutthefutureandcostsinacquiringinformationinthepresent thustheypossessonly boundedrationality andmakedecisionsby satisficing orchoosingwhatmightnotbeoptimalbutwillmakethemhappyenough return 2 24 4 2TheSystemsTheory SystemDefinedAsetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwholeBasicTypesofSystemsClosedsystemsOpensystems 25 TheOrganizationasanOpenSystem 25 2 26 ImplicationsoftheSystemsTheoryCoordinationoftheorganization spartsisessentialforproperfunctioningoftheentireorganization Decisionsandactionstakeninoneareaoftheorganizationwillhaveaneffectinotherareasoftheorganization Organizationsarenotself containedandmustadapttochangesintheirexternalenvironment return 2 27 5 ContemporaryManagementTheory 5 1TheContingencyTheoryAlsocalledtheSituationalApproach Thereisnooneuniversallyapplicablesetofmanagementrules Organizationsareindividuallydifferent facedifferentsituations andrequiredifferentwaysofmanaging 28 5 2PeterF Drucker PeterF Drucker1905 2005德鲁克ManagementbyobjectivesKnowledgeeconomyAwardedthePresidentialMedalofFreedombyU S PresidentGeorgeW Bushin2002 2 29 6 CurrentTrendsandIssues GlobalizationEthicsWorkforceDiversityE businessEntrepreneurshipLearningOrganizationsKnowledgeManagementQualityManagement 2 30 GlobalizationPoliticalandculturalchallengesofoperatinginaglobalmarketEthicsIncreaseduseofcodesofethicsbybusinessesWorkforceDiversityIncreasedheterogeneityintheworkforceMoregender minority ethnicinemployeese BusinessUseelectroniclinkagestoorganization skeyconstituenciese businessorganization 2 31 EntrepreneurshipEntrepreneurshipprocessPursuitofopportunitiesInnovationinproducts services orbusinessmethodsDesireforcontinualgrowthoftheorganizationQualityManagementQualitymanagementisaphilosophyofmanagementthatisdr