管理學(xué)練習(xí)答案

1、MH-01ManagementHistoryModuleInthischapter,weregoingtotakeatripbackintimetoseehowthefieldofstudycalledmanagementhasevolved.Whatyouregoingtofindoutisthattodaysmanagersstillusemanyelementsofthehistoricalapproachestomanagement.Focusonthefollowinglearningoutcomesasyoureadandstudythischapter.LEARNINGOUTCO

2、MESMH.1Describesomeearlymanagementexamples.MH.2Explainthevarioustheoriesintheclassicalapproach.MH.3Describethequantitativeapproach.MH.4Discussthedevelopmentandusesofthebehavioralapproach.MH.5Explainthevarioustheoriesinthecontemporaryapproach.Sincethebirthofmodernmanagementtheoryintheearly1900s,manag

3、ementexpertshavedevelopedtheoriestohelporganizationsandtheirmanagerscoordinateandoverseeworkactivitiesaseffectivelyandefficientlyaspossible.Inpresentingthehistoryofmodernmanagement,thissupplementexplorestheevolutionofmanagementthoughtandpracticeduringthetwentiethcentury.Studentsdiscoverhowknowledgeo

4、fmanagementhistorycanhelpusbetterunderstandcurrentmanagementpracticeswhileavoidingsomemistakesofthepast.CHAPTEROUTLINEMH.1HISTORICALBACKGROUNDOFMANAGEMENTManyfascinatingexamplesfromhistoryillustratehowmanagementhasbeenpracticedforthousandsofyears.Organizationsandmanagershaveexistedforthousandsofyear

5、s.TheEgyptianpyramidsandtheGreatWallofChinawereprojectsoftremendousscopeandmagnitude,requiringtheeffortsoftensofthousandsofpeople.Howwasitpossiblefortheseprojectstobecompletedsuccessfully?Theanswerismanagement.Regardlessofthetitlesgiventomanagersthroughouthistory,someonehasalwayshadtoplanwhatneedsto

6、beaccomplished,organizepeopleandmaterials,leadanddirectworkers,andimposecontrolstoensurethatgoalswereattainedasplanned.ExamplesofearlymanagementpracticescanalsobeseenbystudyingtheArsenalofVenice.Assemblylines,accountingsystems,andpersonnelfunctionsareonlyafewoftheprocessesandactivitiesusedin1Copyrig

7、ht?2013PearsonEducation,Inc.publishingasPrenticeHallbusinessinthefifteenthcenturythatarecommontotodaysorganizationsaswell.AdamSmith,authoroftheclassicaleconomicsdoctrineTheWealthofNations,arguedbrilliantlyfortheeconomicadvantagesthathebelieveddivisionoflabor(thebreakdownofjobsintonarrow,repetitiveta

8、sks)wouldbringtoorganizationsandsociety.TheIndustrialRevolutionispossiblythemostimportantpre-twentiethcenturyinfluenceonmanagement.Theintroductionofmachinepowerscombinedwiththedivisionoflabormadelarge,efficientfactoriespossible.Planning,organizing,leading,andcontrollingbecamenecessaryactivities.Exhi

9、bitMH-1illustratesthedevelopmentofmanagementtheories.MH.2CLASSICALAPPROACHScientificmanagementisdefinedastheuseofthescientificmethodtodeterminethe“onebestway”forajobtobedone.FrederickW.Taylorisknownasthe“father”ofscientificmanagement.TaylorsworkattheMidvaleandBethlehemSteelcompaniesstimulatedhisinte

10、restinimprovingefficiency.Taylorsoughttocreateamentalrevolutionamongbothworkersandmanagersbydefiningclearguidelinesforimprovingproductionefficiency.Hedefinedfourprinciplesofmanagement(ExhibitMH-2).Hispigironexperimentisprobablythemostwidelycitedexampleofhisscientificmanagementefforts.Usinghisprincip

11、lesofscientificmanagement,Taylorwasabletodefinethe“onebestway”fordoingeachjob.FrederickW.Taylorachievedconsistentimprovementsinproductivityintherangeof200percent.Heaffirmedtheroleofmanagerstoplanandcontrolandtheroleofworkerstoperformastheywereinstructed.FrankandLillianGilbrethwereinspiredbyTaylorswo

12、rkandproceededtostudyanddeveloptheirownmethodsofscientificmanagement.FrankGilbrethisprobablybestknownforhisexperimentsinreducingthenumberofmotionsinbricklaying.TheGilbrethswereamongthefirsttousemotionpicturefilmstostudyhand-and-bodymotionsinordertoeliminatewastefulmotions.Theyalsodevisedaclassificat

13、ionschemetolabel17basichandmotionscalledtherbligs(Gilbrethspelledbackward,withthethtransposed).HowDoTodaysManagersUseScientificManagement?GuidelinesdevisedbyTaylorandotherstoimproveproductionefficiencyarestillusedintodaysorganizations.However,currentmanagementpracticeisnotrestrictedtoscientificmanag

14、ement2Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallpracticesalone.Elementsofscientificmanagementstillusedinclude:UsingtimeandmotionstudiesHiringbestqualifiedworkersDesigningincentivesystemsbasedonoutputGeneralAdministrativeTheorists.Thisgroupofwriters,whofocusedontheentireorganization,

15、developedmoregeneraltheoriesofwhatmanagersdoandwhatconstitutesgoodmanagementpractice.HenriFayol,whowasacontemporaryofFrederickW.Taylor,wasthemanagingdirectorofalargeFrenchcoal-miningfirm.Fayolfocusedonactivitiescommontoallmanagers.Hedescribedthepracticeofmanagementasdistinctfromothertypicalbusinessf

16、unctions.Hestated14principlesofmanagement(fundamentaloruniversaltruthsofmanagementthatcanbetaughtinschools;seeExhibitMH-3).MaxWeber(pronouncedVAY-ber)wasaGermansociologistwhowroteintheearlytwentiethcentury.a.Weberdevelopedatheoryofauthoritystructuresanddescribedorganizationalactivitybasedonauthority

17、relations.b.Hedescribedtheidealformoforganizationasabureaucracymarkedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships(seeExhibitMH-4).HowDoTodaysManagersUseGeneralAdministrativeTheories?Somecurrentmanagementconceptsandtheoriescanbetracedtotheworkofthe

18、generaladministrativetheorists.a.ThefunctionalviewofamanagersjobrelatestoHenriFayolsconceptofmanagement.b.Webersbureaucraticcharacteristicsareevidentinmanyoftodayslargeorganizationseveninhighlyflexibleorganizationsthatemploytalentedprofessionals.Somebureaucraticmechanismsarenecessaryinhighlyinnovati

19、veorganizationstoensurethatresourcesareusedefficientlyandeffectively.MH.3BEHAVIORALAPPROACHThefieldofstudyconcernedwiththeactions(behaviors)ofpeopleatworkisorganizationalbehavior.Organizationalbehavior(OB)researchhascontributedmuchofwhatweknowabouthumanresourcesmanagementandcontemporaryviewsofmotiva

20、tion,leadership,trust,teamwork,andconflictmanagement.EarlyAdvocatesofOrganizationalBehaviorFourindividualsRobertOwen,HugoMunsterberg,MaryParkerFollett,andChesterBarnardwereearlyadvocatesoftheOBapproach.Their3Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallideasservedasthefoundationforempl

21、oyeeselectionprocedures,motivationprograms,workteams,andorganizationenvironmentmanagementtechniques.(SeeExhibitMH-5forasummaryofthemostimportantideasoftheseearlyadvocates.)TheHawthorneStudieswerethemostimportantcontributiontothedevelopmentoforganizationalbehavior.Thisseriesofexperimentsconductedfrom

22、1924totheearly1930sattheWesternElectricCompanyWorksinCicero,Illinois,wereinitiallydevisedasascientificmanagementexperimenttoassesstheimpactofchangesinvariousphysicalenvironmentvariablesonemployeeproductivity.AfterHarvardprofessorEltonMayoandhisassociatesjoinedthestudyasconsultants,otherexperimentswe

23、reincludedtolookatredesigningjobs,makechangesinworkdayandworkweeklength,introducerestperiods,andintroduceindividualversusgroupwageplans.Theresearchersconcludedthatsocialnormsorgroupstandardswerekeydeterminantsofindividualworkbehavior.Althoughnotwithoutcriticism(concerningprocedures,analysesoffinding

24、s,andtheconclusions),theHawthorneStudiesstimulatedinterestinhumanbehaviorinorganizationalsettings.HowDoTodaysManagersUsetheBehavioralApproach?Thebehavioralapproachassistsmanagersindesigningjobsthatmotivateworkers,inworkingwithemployeeteams,andinfacilitatingtheflowofcommunicationwithinorganizations.T

25、hebehavioralapproachprovidesthefoundationforcurrenttheoriesofmotivation,leadership,andgroupbehavioranddevelopment.MH.4QUANTITATIVEAPPROACHTOMANAGEMENTThequantitativeapproachtomanagementsometimesknownasoperationsresearchormanagementscience,usesquantitativetechniquestoimprovedecisionmaking.Thisapproac

26、hincludesapplicationsofstatistics,optimizationmodels,informationmodels,andcomputersimulations.A.ImportantContributions.ThequantitativeapproachoriginatedduringWorldWarIIasmathematicalandstatisticalsolutionstomilitaryproblemsweredevelopedforwartimeuse.Asoftenhappensafterwartime,methodsthatweredevelope

27、dduringWorldWarIItoconductmilitaryaffairswereappliedtoprivateindustryfollowingthewar.Forinstance,agroupofmilitaryofficerstheWhizKidsusedquantitativemethodstoimprovedecisionmakingatFordMotorCompanyinthemid-1940s.B.HowDoTodaysManagersUsetheQuantitativeApproach?Thequantitativeapproachhascontributedmost

28、directlytomanagerialdecisionmaking,particularlyinplanningandcontrolling.4Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallTheavailabilityofsophisticatedcomputersoftwareprogramshasmadetheuseofquantitativetechniquesmorefeasibleformanagers.TotalQualityManagement.1.Qualitymanagementisaphilosop

29、hyofmanagementthatisdrivenbycontinualimprovementandresponsetocustomerneedsandexpectations(seeExhibitMH-6).2.TQMwasinspiredbyasmallgroupofqualityexperts,includingW.EdwardsDeming,whowasoneofitschiefproponents.TQMrepresentsacounterpointtoearliermanagementtheoristswhobelievedthatlowcostsweretheonlyroadt

30、oincreasedproductivity.Theobjectiveofqualitymanagementistocreateanorganizationcommittedtocontinuousimprovementinworkprocesses.MH.5CONTEMPOARYAPPROACHA.SystemsTheory.Duringthe1960sresearchersbegantoanalyzeorganizationsfromasystemsperspectivebasedonthephysicalsciences.Asystemisasetofinterrelatedandint

31、erdependentpartsarrangedinamannerthatproducesaunifiedwhole.Thetwobasictypesofsystemsareclosedandopen.Aclosedsystemisnotinfluencedbyanddoesnotinteractwithitsenvironment.Anopensysteminteractswithitsenvironment(seeExhibitMH-7).1.Usingthesystemsapproach,managersenvisionanorganizationasabodywithmanyinter

32、dependentparts,eachofwhichisimportanttothewell-beingoftheorganizationasawhole.2.Managerscoordinatetheworkactivitiesofthevariouspartsoftheorganization,realizingthatdecisionsandactionstakeninoneorganizationalareawillaffectotherareas.Thesystemsapproachrecognizesthatorganizationsarenotselfcontained;they

33、relyonandareaffectedbyfactorsintheirexternalenvironment.B.TheContingencyApproach.Thecontingencyapproachrecognizesthatdifferentorganizationsrequiredifferentwaysofmanaging.Thecontingencyapproachtomanagementisaviewthattheorganizationrecognizesandrespondstosituationalvariablesastheyarise.Somepopularcont

34、ingencyvariablesareshowninExhibitMH-7.AHSWERSTOREVIEWAhDDISCUSSIONQUESTIONSExplainwhystudyingmanagementhistoryisimportant.Whilethestudyofmanagementhistoryreviewstheworkofexpertsinthepast,fromapracticalsideitshowsthetechniquesandimplementationsthatcompaniesareusingtoday.Forexample,theprincipleslearne

35、dfromScientificManagementarestillused5Copyright?2013PearsonEducation,Inc.publishingasPrenticeHalltodayinmanufacturing.Assemblylinelayouts,workprocesses,andcompensationplansinmodernorganizationsaremodificationsofthefoundationlaidbymenandwomenlikeTaylor.ThesameistruefortheworkofWeber,Fayol,andmorerece

36、ntlyDeming.Theorganizationsweworkintodayaretheresultofanevolutionofmanagementconcepts,notsomethingcompletelynew.Whatearlyevidenceofmanagementpracticecanyoudescribe?Theanswertothisquestioncanbefoundinthefirstsectionofthischapterandstudentscanbeencouragedtothinkofothers.Basically,anymajorundertakingth

37、atinvolvedthecoordinatedeffortofpeopleandresourcescouldbeusedasearlyevidenceofthepracticeofmanagement.Describetheimportantcontributionsmadebytheclassicaltheorists.ManyoftheideasthatwerepioneeredbyTaylor,Fayol,andWeberarestillinusetoday.Taylorscontributiontotimeandmotionstudiesareseeninmanufacturing,

38、Fayolsconceptsofmanagementlaythefoundationforeveryonestudyingprinciplesofmanagement(thefourfunctionsofmanagement:planning,organizing,leadingandcontrolling),andWebersideaspavedthewayforhowlargeorganizationsoperatemoreefficiently.WhatdidtheearlyadvocatesofOBcontributetoourunderstandingofmanagement?The

39、earlyadvocatesofOBgavemanagersagreaterunderstandingofthehumanelementpresentinallorganizations.WhatwaslearnedfromScientificManagementandtheQuantitativeStudiesallowedforbetteruseofpeopleseffort,buttheunderlyingcausesofwhypeopleputfortheffortstillneededtobeexplored.Theearlyadvocatesalsobroughtinavariet

40、yofnewvariablesthataffectorganizationalperformance,i.e.groupdynamics,employeeattitudes,conflict,etc.WhyweretheHawthorneStudiessocriticaltomanagementhistory?WhileTaylorandWebersoughttomakeworkmoreefficient,theydidnotfocusonthehumanelementofwork.Whetherthroughchanceorintentionaldesign,theHawthornestud

41、iesbroughtupthepointthatpeoplearemorecomplexthantoolsandmachines.Becauseanemployeeisputinajobthathasbeendesignedtomaximizeefficiencydoesnotmeanthattheemployeewillmakethechoicetodoso.WhatkindofworkplacewouldHenriFayolcreate?HowaboutMaryParkerFollett?HowaboutFrederickW.Taylor?Fayolwouldlikelycreateawo

42、rkplaceinwhichmanagerscouldperformthemanagerialfunctionsofplanning,organizing,coordinating,commanding,andcontrolling.IntheworkplacecreatedbyFayol,his14principlesofmanagementwouldbeespoused.Follettwouldcreateaworkplacewheremanagersandworkersviewedthemselvesaspartners,aspartofacommongroup.Insuchaworkp

43、lace,managerswouldrelymoreontheirexpertiseandknowledgetoleadsubordinates,ratherthanontheformal6Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallauthorityoftheirposition.EmpowermentandteamworkwouldbehallmarksofaworkenvironmentcreatedbyFollett.Taylorwouldenvisionaworkplaceinwhichmanagersandw

44、orkersscientificallyanalyzedanddeterminedthe“onebestway”toaccomplisheachjob.Hewouldgiveaqualifiedworkertheappropriatetoolsandequipment,wouldhavetheworkerfollowhisinstructionsexactly,andwouldmotivatetheworkerwithasignificantincreaseindailywage.ConsistentproductivityimprovementswouldbeTaylorsgoalinthe

45、workplace.Explainwhatthequantitativeapproachhascontributedtothefieldofmanagement.Although“people”problemscanrarelyberesolvedusingquantitativetechniquesexclusively,mathematicaltechniquescanhelpamanagersolvethesetypesofproblems.Statisticalmethods,informationmodels,computersimulations,andotherquantitat

46、ivetechniquesaredesignedtohelpmanagersmakebetterdecisions.Accordingly,theycouldhelpamanageraddresspeopleproblemsencounteredintheworkplace.Describetotalqualitymanagement.AsproposedbyEdwardDeming,TQMisamanagementphilosophydevotedtocontinualimprovementandrespondingtocustomerneedsandexpectations.(SeeExh

47、ibitMH-6.)Customersincludesanyonewhointeractswiththeorganizationsproductorservicesinternallyorexternally.Itencompassesemployeesandsuppliersaswellasthepeoplewhopurchasetheorganizationsgoodsorservices.TQMalsoadvocatesContinualimprovementwhichrequiresstatisticaltechniquesthatmeasureeverycriticalvariabl

48、eintheorganizationsworkprocesses.Thesemeasurementsarecomparedagainststandardstoidentifyandcorrectproblems.Howdosystemstheoryandthecontingencyapproachmakemanagersbetteratwhattheydo?GoingbacktoviewofScientificManagement,Taylorsoughtfortheonebestwaytoorganizework.Whatweknowtodayfromthesystemsandconting

49、encyviewisthatthereisnoonebestwaytodoanythinginanorganization.Therearetoomanyinternalandexternalfactorsthataffectemployeeandorganizationalperformancetodesignajobortaskandthensitbackandbecomfortable.Managersmustunderstandthattheworkplaceisbothcomplexanddynamic.Butthisshouldnotbeanexcuseformanagerswho

50、attempttouseacceptedtheoryandpractices.Managersshouldembracethedifferencesinpeopleandorganizationsanddotheirbesttoapplytheorytothecontextoftheirorganization.Howdosocietaltrendsinfluencethepracticeofmanagement?Whataretheimplicationsforsomeonestudyingmanagement?Societaltrendshaveamajorimpactonthepract

51、iceofmanagement.Forexample,thechangeinsocietysemphasisonthevalueofdiversityhasprofoundimplicationsfortherecruiting,hiring,training,development,andmotivationprogramsinthehumanresourcesfunctionsofanorganization.Work-relatedprocessesmustbealignedwith7Copyright?2013PearsonEducation,Inc.publishingasPrent

52、iceHalltheneedsofadiverseandpluralisticworkforce.Theimpactofthesechangesisaglobalissue;businessorganizationsthroughouttheworldincludingCanada,Australia,SouthAfrica,Japan,andEuropeareexperiencingsimilartrends.?Choosetwonon-managementclassesthatyouarecurrentlyenrolledinorhavetakenpreviously.Describeth

53、reeideasandconceptsfromthosesubjectareasthatmighthelpyoubeabettermanager.?Readatleastonecurrentbusinessarticlefromanyofthepopularbusinessperiodicalseachweekforfourweeks.Takeoneofthosearticlesanddescribewhatitisaboutandhowitrelatestoany(orall)ofthefourapproachestomanagement.?Chooseanorganizationwithw

54、hichyouarefamiliaranddescribethejobspecializationusedthere.Isitefficientandeffective?Whyorwhynot?Howcoulditbeimproved?Canscientificmanagementprincipleshelpyoubemoreefficient?Chooseataskthatyoudoregularly(suchaslaundry,fixingdinner,groceryshopping,studyingforexams,etc.).Analyzeitbywritingdownthesteps

55、involvedincompletingthattask.Seeifthereareactivitiesthatcouldbecombinedoreliminated.Findthe“onebestway”todothistask.Andthenexttimeyouhavetodothetask,trythescientificallymanagedwayandseeifyoubecomemoreefficient(keepinginmindthatchanginghabitsisnteasytodo).?Howdobusinessorganizationssurvivefor100+year

56、s?Obviously,theyveseenalotofhistoricaleventscomeandgo!Chooseonesuchcompany(forexample,Coca-Cola,Procter&Gamble,Avon,GeneralElectric)andresearchitshistory.Howhasthecompanychangedovertheyears?Fromyourresearchonthiscompany,whatdidyoulearnthatcouldhelpyoubeabettermanager?Findthecurrenttopfivebest-sellin

57、gmanagementbooks.Readareviewofeachbook,readthebookcovers(orevenreadthebooks).Writeashortparagraphdescribingwhateachbookisabout.Alsowriteaboutwhichofthehistoricalmanagementapproachesyouthinkthebookfitswithandhowyouthinkitfitsintothatapproach.?Chooseonehistoricaleventfromthiscenturyanddosomeresearchon

58、it.Writeapaperdescribingtheimpactthatthiseventmightbehavingorhashadonhowworkplacesaremanaged.?StevesandMaryssuggestedreadings:GaryHamel,TheFutureofManagement(HarvardBusinessSchoolPress,2007);MalcolmGladwell,Blink(Little,BrownandCompany,2005);JamesC.Collins,GoodtoGreat:WhySomeCompaniesMaketheLeap.and

59、OthersDont(HarperBusiness,2001);MatthewJ.Kiernan,TheElevenCommandmentsof21stCenturyManagement(PrenticeHall,1996);andJamesC.CollinsandJerryI.Porras,BuilttoLast:SuccessfulHabitsofVisionaryCompanies(HarperBusiness,1994).?Comeon,admitit.Youmultitask,dontyou?Andifnot,youprobablyknowpeoplewhodo.Multitaski

60、ngiscommonintheworkplace.Butdoesitmakeemployeesmoreefficientandeffective?Pretendyourethemanagerinchargeofaloanprocessingdepartment.Describehowyouwouldresearchthisissue,usingeachofthefollowing8Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallmanagementapproachesortheories:scientificmanageme