北大光华组织与管理week2.ppt

1、Chapter 2,MANAGEMENT YESTERDAY AND TODAY,2-1,You should learn to: Discuss managements relationship to other academic fields of study Explain the value of studying management history Identify some major pre-twentieth-century contributions to management Summarize the contributions of the scientific ma

2、nagement advocates Describe the contributions of the general administrative theorists,Learning Objectives,2-2,Learning Objectives (cont.),You should learn to: Summarize the quantitative approach to management Describe the contributions of the early organizational behavior advocates Explain the impor

3、tance of the Hawthorne Studies to management Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, flexibility and innovation, quality management, learning organizations, and workplace spirituality,2-3,Managements Connection To Other Fields,Academic Disciplines t

4、hat Affected Management Anthropology - work on cultures and social environments Economics - concern about the allocation and distribution of scarce resources Philosophy - examines the nature of things Political science - effect of political environment on individuals and groups Psychology - seeks to

5、 measure, explain, and change human behavior Sociology - studies people in relation to their fellow human beings,2-4,Be humble, let imperialism go!,Development Of Major Management Theories,Historical Background,Scientific Management,General Administrative Theorists,Quantitative Approach,Management T

6、heories,Industrial Revolution,Adam Smith,Early Advocates,Hawthorne Studies,Organizational Behavior,2-6,Early Examples of Management,Historical Background Of Management,Organizations Have Existed for Thousands of Years testifies to the existence of early management practice ability to create the Pyra

7、mids, Great Wall of China Significant Pre-Twentieth-Century Events Wealth of Nations - Adam Smith division of labor - breakdown of jobs into narrow and repetitive tasks increased productivity Industrial Revolution substitution of machine power for human power large organizations required formal mana

8、gement,2-7,Scientific Management,F.W. Taylor - Principles of Scientific Management use of scientific methods to define the “one best way” for a job to be done perspective of improving the productivity and efficiency of manual workers applied the scientific method to shop floor jobs Frank and Lillian

9、 Gilbreth use of motion pictures to study hand-and-body movements microchronometer therbligs - classification system for 17 basic hand motions,2-8,Illustration,The Bethlehem Steel Company Handling pig iron Old way: 12 and half tons per day per worker, paid $1.15 New way: 47 tons per day per work; pa

10、id $1.85. Correct movement, tools and sequencing Time and motion study,Ordinary Management V.S. Scientific Management,Ordinary Management: -different ways of doing work -learn through experience -workmans initiative -various incentive,Scientific Management: -one best way -code, analyze, and describe

11、 each job -initiative from management -material incentive,EXHIBIT 2.2: TAYLORS FOUR PRINCIPLES OF MANAGEMENT,2-11,Separation of plan and execution,Plan versus execution Head versus hand Task specifies what is to be done, how it is to be done, and exact time allowed for doing it,Critique of SM,What p

12、rogress has SM made compared to previous management? What elements in SM are still relevant in contemporary management? Problems of SM,德胜洋楼清洁马桶的流程,一倒在马桶内上沿均匀地倒一圈“威猛”洗洁剂；二泡让洗洁剂浸泡10分钟，此时可先擦马桶的隔离门、洗手池等；三刷用毛刷刷干净马桶；四冲放水把马桶冲干净；五湿擦用湿布将马桶内外及踏脚处擦一遍，放刷子的底座内的水也要擦干净；六干擦用干布把马桶外围及桶内水线以上部分的水迹擦干,Harry Bravermans Cr

13、itique,Three principles: First, dissociation of the labor process from the skills of the workers. Second, separation of conception from execution. Third, managements use of monopoly over knowledge to control each step of the labor process and its mode of execution.,General Administrative Theorists,H

14、enri Fayol concerned with making the overall organization more effective developed theories of what constituted good management practice proposed a universal set of management functions published principles of management fundamental, teachable rules of management,EXHIBIT 2.3: FAYOLS 14 PRINCIPLES OF

15、 MANAGEMENT,2-17,General Administrative Theorists (cont.),Max Weber developed a theory of authority structures and relations Bureaucracy - ideal type of organization division of labor clearly defined hierarchy detailed rules and regulations impersonal relationships,2-18,EXHIBIT 2.4: WEBERS IDEAL BUR

16、EAUCRACY,2-19,The position of the official,Vocation and duty Social esteem Appointed Tenure for life, autonomy Salary Career ladder, seniority,Bureaucracy versus Democracy,Bureaucracy accompanies mass democracy Appointed versus elected Responsible for above versus for below Bureaucratic domination v

17、ersus equality before the law Expertness versus accessibility,Quantitative 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 pro

18、gramming - improves resource allocation decisions Critical-path scheduling analysis - improves work scheduling,2-22,古典管理理论,理性 效率 放之四海而皆准 只见组织不见人,Toward Understanding Organizational Behavior,Organizational Behavior study of the actions of people at work early advocates late 1800s and early 1900s beli

19、eved that people were the most important asset of the organization ideas provided the basis for a variety of human resource management programs employee selection employee motivation,2-24,EXHIBIT 2.5: EARLY ADVOCATES OF OB,2-25,Hawthorne Studies started in 1924 at Western Electric Company began with

20、 illumination studies intensity of illumination not related to productivity Elton Mayo - studies of job design 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,Organizational Behavio

21、r (cont.),2-26,The two major functions of an industrial plant (organization),Producing a product: economic function. Efficiency and rationalization. Creating and distributing satisfactions among the individual members of the organization: maintaining employee relations, employee good will, cooperati

22、on (Labor turnover, tenure of employment, sickness leave, wages, employee attitude),Philosophy of human relations,Human side of organizations: human needs, human nature (sentiments, values, etc.). Contrast with rational view,对梅奥的批评,梅奥主义者只是“社会工程师”，努力对工人进行“调节”，以便使人的因素适合于工业因素 其思想的本质是“母牛社会学”，“满足的奶牛”能提供更

23、多的牛奶，满足的工人更有效率 通过对于工人内心深层的了解，对其进行操纵 梅奥并不真正关心员工，只不过他比泰勒做的更巧妙而已,一个农民向神父诉苦说：他的小茅屋可怕地拥挤，神父建议他把母牛牵到房间去，下一个星期又把羊放进去，再下一个星期又把马放进去，农民更厉害地抱怨起自己的命运来于是神父劝他把牛牵出去，下一周把羊放出去，再下一周把马放出去，最后农民感激地对神父致谢，因为神父减轻了他的负担,梅奥之后的“社会人”思潮,呼唤社会的，群体的技能而不是技术的技能 强调通过群体和社会团结来重建人们的归属感，克服“灵魂的混乱” 注意通过工会、参与式领导以及把工厂中的正式组织和社会组织结合起来实现权利的平衡,在人

24、类的商业活动中，经济利益决非是首要和唯一的原动力，他在使人们愿意去工作的激励因素排名中是很靠后的工作中的人们不仅仅是“经济人”，更是社会性动物，他们不仅有经济需要，还有个性和社会的需要。工作提供给他们的不仅是一种生存手段，更是一种生活方式当我们放弃“经济人”的观念时，我们开始质疑商业组织的理念：它是否只是一种为了提高生产效率的合理的运营组织。 Roethlisberger,F.J.,1984,pp.12-13,Current Trends And Issues,Globalization all organizations are faced with the opportunities an

25、d challenges of operating in a global market No longer constrained by national borders Strategic alliances,2-33,Current Trends And Issues (cont.),Entrepreneurship three important themes pursuit of opportunities - capitalizing on environmental change to create value innovation - introducing new appro

26、aches to satisfy unfulfilled market needs growth - not content to remain small will continue to be important in all societies will influence profit and not-for-profit organizations,2-34,Current Trends And Issues (cont.),Managing in an E-Business World E-commerce - any form of business exchange or tr

27、ansaction 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 may include e-commerce three categories reflect different degrees of involvement in e-business int

28、ranet - an internal organizational communication system that uses Internet technology and is accessible only by organizational employees,2-35,Types of E-Commerce Transactions,E-Commerce,2-36,Categories of E-Business Involvement,2-37,Current Trends And Issues (cont.),Need for Innovation and Flexibili

29、ty without a constant flow of new ideas, an organization is doomed to obsolescence or even worse must be flexible to accommodate changing customers needs, appearance of new competitors, and shifting employees from project to project Quality Management Total Quality Management (TQM) - philosophy of m

30、anagement based on continual improvement and responding to customer needs and expectations customer - refers to internal and external entities that interact with the organizations product or service,2-38,Current Trends And Issues (cont.),Learning Organizations and Knowledge Management learning organization - one that has developed the capacity to continuously learn, adapt,