管理学原理Ch2 management thoughts.ppt

1、Chapter 2 The Evolution of Management,You should learn to: Explain the value of studying management history Identify some major pre-twentieth-century contributions to management Summarize the contributions of the scientific management advocates Describe the contributions of the general administrativ

2、e theorists, Describe the contributions of the early organizational behavior advocates Explain the importance of the Hawthorne Studies to management Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, flexibility and innovation, quality management, learning org

3、anizations.,Chapter 2 The Evolution of Management,The Early Years 早期的管理思想：19世纪末以前 The Classical School 古典管理思想：19世纪末-1930 代表人物： Frederick W. Taylor； Henri Fayol The Behavior School 中期的管理思想：1930-1945 代表人物：Elton Mayo; Chester Barnard The Modern Theories 现代管理思想：1945年以后,2.1 The Early Years 2.1.1 亚当斯密 （Ad

4、am Smith) An Inquiry into the Nature and Causes of the Wealth of Nations, Wealth of Nations division of labor - breakdown of jobs into narrow and repetitive tasks increased productivity Craft - each worker did all steps. Factory - each worker specialized in one step.,2.1.2 查尔斯巴贝奇（Charles Babbage) （1

5、）节省了学习所需要的时间。生产中包含的工序 愈多，则所需要的学习时间愈长。例如一个工人无 需从事全部工序而只做其中少数工序或一道工 序，就只需要少量的学习时间。 （2）节省了学习中所耗费的材料。因为在学习中都 要耗费一定的材料。实行劳动分工后，需要学习的 内容减少了，所耗费的材料也相应地减少。 （3）节省了从一道工序转变到另一道工序的耗费 的时间。而且，由于分工后经常作某一项作业， 肌肉得到了锻炼，就更不易疲劳。 （4）节省了改变工具所耗费的时间。在许多手艺中，工具常常是很精细的，需要作精密的调节。调节这些工具所占的时间相当多，分工后就可以大大节省这些时间。 （5）由于经常重复同一操作，技术熟

6、练，工作速度可以加快。 （6）分工后注意力集中于比较单纯的作业，能改进工具和机器，设计出更精致合用的工具和机器，从而提高劳动生产率。 2.1.3 罗伯特欧文（Robbert Owen) Returns from investments in human resources would far exceed those in machinery and equipment.,2.2 The Classical School 2.2.1 Scientific Management School by Frederick Taylor 泰罗(泰勒）的科学管理理论 problem ：（1）Misuse

7、 of labor （2）Payment （3）Organization and management innovation： （1）Find “one best way” for each job and scientifically select and train workers. A、improvement of operations: 作业研究原理（Motion study) 时间研究原理（Time Study) 操作动作动素,“在这些实验中，我们并不想去探索一个人在一次短促突击或三两天中最多能干多少活，我们所研究的是在一个整劳动日里，一个头等工人活计的实际构成是什么；一个工人能年复

8、一年地正常地完成一个劳动日的最佳工作量，下班后仍然精神旺盛。”,“如果施密特为想挣高工资而被允许去冲击那堆47吨生铁，但却未经懂得搬运生铁艺术或科学的人的指导，那么，兴许在一天中他只干到十一二点钟，就累倒了。他不得不持续不断地干活，这使他的肌肉得不到适当的休息时间，而这明明是为复原所绝对必需的。这样，还没干到这一天的早半晌，他就会完全精疲力尽了。但是如果有一个懂得这个规律的人每天监督和指导他干活，直到使他养成一种习惯，能利用适当的间隙休息，他就能在一整天中以平均的速度干活，而不至于使他自己感到过度的劳累。” 不是苦干，而是更聪明地干活。,B、 Standardization of Proced

9、ures and Work Environment C、The selection and Training of Staff (2)、Incentive Wage Plans differential rate piece work (3)、The separation of management and workers The role of managers is to plan and control. The role of workers is to perform. TAYLORS FOUR PRINCIPLES OF MANAGEMENT Frank and Lillian G

10、ilbreth Henry Ford: Assembly line “降低部分工人的思考的必要性和将工人的移动次数减至最低，因为工人移动一次只可能做一件事。”“我们希望工人只做那些要求必须做的事情。组织是高度分工的，一部分与另一部分是相互依赖的，我们一刻也不能允许让工人按他们自己的方式来工作，没有最严格的纪律，我们就会陷入极大的混乱。”,1916年产福特T型车,1908年 6000辆T型车 850美元； 1916年 6万辆 360美元；第1500万辆车 290美元。 轿车价格每降低1美元，我就可以新增1000个购买者。,Problems of Scientific Management: Ec

11、onomic man Now one of the first requirements for a man who is fit to handle pig iron ad a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental makeup the ox than any other type. Specialized jobs became very boring、dull Ignore the social conte

12、xt and workers needs, it led to increased conflict and sometimes violent clashes between managers and employees. Focus on the lowest organizational level,2 .2.2 General Administrative Theory 一般管理学派 Henry Fayol 亨利 法约尔 -concerned with making the overall organization more effective -developed theories

13、of what constituted good management practice (1)、Business Activities: Technical：Production, manufacture Commercial: Buying,Selling,Exchange Financial: Search for and optimal use of capital Accounting: Stocktaking, Balance sheets,costs,statistics Security: Protection of property and persons Manageria

14、l: Plan,Organize,Command,Coordination,Control (2) Management Functions: Planning, Organizing, Commanding, Coordinating, Controlling.,(3) 14 Principles of Management Division of Labor Unity of Direction Centralization and Decentralization Authority and Responsibility Scalar Chain gang-plank principle

15、 Equity Discipline: Discipline is what leaders make it. Unity of Command: People cannot bear dual command Remuneration Subordination of individual interest to the organizations interest Order Stability of staff Initiative Esprit de corps,2.2.3 Max Weber 马克斯韦伯（科层组织理论） Seeks to create an organization

16、that leads to both efficiency and effectiveness. Max Weber developed the concept of bureaucracy. Bureaucracy - ideal type of organization A formal system of organization and administration to ensure effectiveness and efficiency. Weber developed the Six principles: (P33) Division of Labor Authority H

17、ierarchy Formal Selection Formal Rules and Regulations Impersonality Career Orientation,2.3 The Hawthorne Studies and The Industrial Relation School by Mayo 霍桑实验和梅奥的人际关系学说 Organizational Behavior study of the actions of people at work believed that people were the most important asset of the organiz

18、ation ideas provided the basis for a variety of human resource management programs employee selection employee motivation,2.3.1 The Hawthorne Studies Study of worker efficiency at the Hawthorne Works of the Western Electric Co. during 1924-1932. Illumination studies: Worker productivity was measured

19、 at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, productivity rose. intensity of illumination not related to productivity 继电器装配小组实验 Actually, it appears that the workers enjoyed the attention they received as part of the

20、study and were more productive.,Hawthorne Effect: When special attention is given to workers by management, productivity is likely to increase, regardless of actual changes in the working conditions. Interviewing Studies访谈实验 Observational Studies,2.3.2 Mayos Theory 1、 Economic rewards (incentive pay

21、) by themselves have little effect in production levels. Many workers fear loss of attention and respect from co-workers than they desire increased pay. 2、 Informal work groups and the social environment have great influence on productivity. 3、 Leadership is a crucial element in the work situation a

22、nd there is a difference in formal and informal leadership. Contribution of Mayor: - revealed the importance of social norms as determinants of individual work behavior changed the dominant view that employees were no different from any other machines,Theory X and Y Douglas McGregor proposed the two

23、 different sets of worker assumptions. Theory X: Assumes the average worker is lazy, dislikes work and will do as little as possible. Managers must closely supervise and control through reward and punishment. Theory Y: Assumes workers are not lazy, want to do a good job and the job itself will deter

24、mine if the worker likes the work. Managers should allow the worker great latitude, and create an organization to stimulate the worker.,Theory Z William Ouchi researched the cultural differences between Japan and USA. USA culture emphasizes the individual, and managers tend to feel workers follow th

25、e Theory X model. Japan culture expects worker committed to the organization first and thus behave differently than USA workers. Theory Z combines parts of both the USA and Japan structure. Managers stress long-term employment, work-group, and organizational focus.,2.4 Modern Theories System Approac

26、h This approach looks at the organization as a series of inter-dependent systems and sub-systems. All sub-units have to work together for the benefit of the organization as a whole. The system approach helps managers to realize the importance of cooperation and coordination between departments.,Quan

27、titative Approach To Management Operations Research (Management Science) use of quantitative techniques to improve decision making applications of statistics optimization models computer simulations of management activities Linear programming - improves resource allocation decisions Critical-path sc

28、heduling analysis - improves work scheduling,Contingency Approach This approach stresses the importance of circumstances or environmental factors which surround the firm. Many variables affect the profitability and productivity of the firm. Assumes there is no one best way to manage. Managers are ma

29、de to realize that internal and external factors must be considered in decision making. In the contingency approach, all ideas are examined and analyzed to see how each fits into the aims, structure, capacity, resources and leadership of the organization.,Current Trends And Issues,Globalization all

30、organizations are faced with the opportunities and challenges of operating in a global market no longer constrained by national borders 安东尼吉登斯（Anthony Giddens）,Workforce Diversity heterogeneous workforce in terms of gender, race, ethnicity, and age workforce is getting older Asians and Hispanics are

31、 an increasingly large percentage of workforce “melting pot” approach versus celebration of differences,Entrepreneurship three important themes pursuit of opportunities - capitalizing on environmental change to create value innovation - introducing new approaches to satisfy unfulfilled market needs

32、growth - not content to remain small will continue to be important in all societies will influence profit and not-for-profit organizations,比空气重的飞行器是不可能的。 开尔文爵士,英国数学家、物理学家,英国皇家学会会长,1895年 人绝对登不上月球,不管将来的科学多么先进。 李德福雷斯特,三极管发明者,1957年2月25日 没有理由要每个人家里有一台电脑。 肯奥尔森,数字设备公司总裁,在国际未来社会大会上的发言,1977年 640K对任何人来说都足够了。

33、比尔盖茨,1981年,Managing in an E-Business World E-commerce - any form of business exchange or transaction in which parties interact electronically E-business - comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with key constituencies intrane

34、t - an internal organizational communication system that uses Internet technology and is accessible only by organizational employees,Different kinds of E-Commerce Business-to-Consumer(B2C):Electronic retailing Government-to-Business(G2B):All transactions between companies and government agencies Bus

35、iness-to-Business(B2B):All transactions between a company and its suppliers Consumer-to-Consumer(C2C):Electronic markets formed by Web-based auctions,Need for Innovation and Flexibility without a constant flow of new ideas, an organization is doomed to obsolescence or even worse must be flexible to

36、accommodate changing customers needs, appearance of new competitors, and shifting employees from project to project Quality Management Total Quality Management (TQM) - philosophy of management based on continual improvement and responding to customer needs and expectations,Learning Organizations and Knowledge Management learning organization - one that has developed the capacity to continuously learn, adapt, and change create learning capabilities throughout the organization understanding that knowledge is an important r