第2章管理的歷史

1Management

Yesterday

andToday

管理的昨天與今天Chapter2Exhibit2–1 DevelopmentofMajorManagementTheories圖2-1主要管理理論的發(fā)展P.31(10e修改）2ManagementTheories管理理論的流派ScientificManage-ment科學(xué)管理PP.32-33GeneralAdminis-trativeTheorists一般行政管理P.34Quanti-tativeApproach計(jì)量方法P.36Organiza-tionalBehavior組織行為方法PP.37-39Early

Advocates早期倡導(dǎo)者Hawthorne

Studies霍桑實(shí)驗(yàn)Early

ExamplesofManagementAdamSmith亞當(dāng)史密斯IndustrialRevolutionHistoricalBack-ground歷史背景1911年以前SystemsApproach系統(tǒng)方法PP.13-14第1章Contin-gencyApproach權(quán)變方法P.15第1章ContemporaryApproach

當(dāng)代方法ClassicalApproach古典學(xué)派LearningOutcomes學(xué)習(xí)成果

閱讀及學(xué)習(xí)完本章后要求掌握以下6點(diǎn)，并能回答其中的有關(guān)問題：LO

2.1

管理的歷史背景LO

2.2

兩個(gè)古典管理學(xué)派LO

2.3

計(jì)量管理學(xué)派LO

2.4行為學(xué)派LO

2.5

當(dāng)代的管理學(xué)派LO

2.6

當(dāng)前的問題和趨勢(shì)3HistoricalBackgroundOfManagement管理的歷史背景LearningOutcome

2.1Describesomeearlyevidencesofmanagementpractice.描述早期管理存在的史實(shí)Describetwoimportanthistoricaleventsthataresignificanttothestudyofmanagement.描述對(duì)管理研究非常重要的兩個(gè)歷史事件4HistoricalBackgroundofManagement

PP.30-31AncientManagement古代的管理Egypt(pyramids)andChina(GreatWall)Venetians威尼斯的(floatingwarshipassemblylines)5HistoricalBackgroundofManagement

PP.30-31管理史上的兩大事件：AdamSmith

(重大歷史事件1)Published“TheWealthofNations”in1776Advocatedthedivisionoflabor(jobspecialization)toincreasetheproductivityofworkers

IndustrialRevolution

(重大歷史事件2)SubstitutedmachinepowerforhumanlaborCreatedlargeorganizationsinneedofmanagement6ScientificManagement科學(xué)管理學(xué)派GeneralAdministrativeTheory一般行政管理理論學(xué)派QuantitativeManagement計(jì)量方法管理學(xué)派OrganizationalBehavior組織行為學(xué)派SystemsApproach系統(tǒng)論方法ContingencyApproach權(quán)變方法MajorApproachestoManagement

6大管理流派ClassicalApproach古典管理學(xué)派LearningOutcome

2.2DescribetheimportantcontributionsmadebyFrederickW.TaylorandFrankandLillianGilbreth.描述泰勒及加爾布雷斯夫婦的重要貢獻(xiàn)DiscussFayol’sandWeber’scontributionstomanagementtheory.討論法約爾和韋伯對(duì)一般管理理論的貢獻(xiàn)Explainhowtoday’smanagersusescientificmanagementandgeneraladministrativetheory.解釋今天的管理者如何應(yīng)用科學(xué)管理和一般行政管理理論。8古典管理學(xué)派之一ScientificManagement科學(xué)管理10ScientificManagement

科學(xué)管理P.32The“father”ofscientificmanagement科學(xué)管理之父1856

–

1915PublishedPrinciplesofScientificManagement《科學(xué)管理原理》(1911)

FredrickWinslowTaylor佛雷德里克泰羅1856

–

191511ScientificManagement

科學(xué)管理P.32Thetheoryofscientificmanagement: Usingscientificmethodstodefinethe“onebestway”forajobtobedone用科學(xué)方法來確定完成一項(xiàng)工作的最佳方法:Puttingtherightpersononthejobwiththecorrecttoolsandequipment.Havingastandardizedmethodofdoingthejob.Providinganeconomicincentivetotheworker.泰羅的科學(xué)管理主要是致力于提高工作效率12表2–1 Taylor’sFourPrinciplesofManagement

4項(xiàng)管理原則P.32Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped. Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.13ScientificManagement(cont’d)FocusedonincreasingworkerproductivitythroughthereductionofwastedmotionDevelopedthemicrochronometer(精密計(jì)時(shí)器）totimeworkermotionsandoptimizeworkperformance通過時(shí)間動(dòng)作優(yōu)化來提高工作效率Frank佛蘭克(1868-1924);Lillian莉蓮(1878-1972)Gilbreth加爾布雷思夫婦14ScientificManagement(cont’d)

HowDoToday’sManagersUseScientificManagement?Usetimeandmotionstudiestoincreaseproductivity使用時(shí)間動(dòng)作研究來提高工作效率Hirethebestqualifiedemployees雇用最好的合格員工Designincentivesystemsbasedonoutput設(shè)計(jì)根據(jù)產(chǎn)出的激勵(lì)機(jī)制（如：計(jì)件工資）古典管理學(xué)派之二GeneralAdministrativeTheory

一般行政管理理論16GeneralAdministrativeTheory

一般行政管理理論P(yáng)P.34-35主要貢獻(xiàn)Believedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctions管理是一項(xiàng)獨(dú)立工作提出5大管理職能（第1章）Developedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituations提出14項(xiàng)管理原則HenriFayol1841-1925亨利法約爾現(xiàn)代管理理論之父17表2–2法約爾14項(xiàng)管理原則14PrinciplesofManagement

P.34Divisionofwork.Authority.Discipline.Unityofcommand.Unityofdirection.Subordinationofindividualintereststothegeneralinterest.Remuneration.Centralization.Scalarchain.Order.Equity.Stabilityoftenureofpersonnel.Initiative.Espritdecorps.GeneralAdministrativeTheory

一般行政管理理論P(yáng)P.34-35主要貢獻(xiàn)：bureaucracyorganization官僚制/科層制組織Emphasizedrationality理性,predictability守規(guī)矩,impersonality不講私人情面,technicalcompetence技術(shù)素質(zhì),andauthoritarianism威權(quán)18德國(guó)社會(huì)學(xué)家MaxWeber馬克斯韋伯1864-192019圖2–2韋伯的理想的官僚制/科層制組織原則P.35不講個(gè)人情面管理職業(yè)化正式規(guī)章制度正規(guī)化選拔權(quán)力等級(jí)化勞動(dòng)分工QuantitativeApproach計(jì)量（定量）管理方法LearningOutcome

2.3Explainwhatthequantitativeapproachhascontributedtothefieldofmanagement.解釋哪些數(shù)量方法在管理領(lǐng)域做出貢獻(xiàn)Discusshowtoday’smanagersusethequantitativeapproach.討論今天的管理者如何運(yùn)用計(jì)量方法2021QuantitativeApproachtoManagement管理中的計(jì)量方法Alsocalledoperationsresearchormanagementscience又叫運(yùn)籌學(xué)，或管理科學(xué)EvolvedfrommathematicalandstatisticalmethodsdevelopedtosolveWWIImilitarylogisticsandqualitycontrolproblems來源于二次大戰(zhàn)中軍事后勤和質(zhì)量控制的數(shù)學(xué)和統(tǒng)計(jì)方法。Focusesonimprovingmanagerialdecisionmakingbyapplying:Statistics統(tǒng)計(jì)學(xué),optimizationmodels優(yōu)化模型,informationmodels信息模型,andcomputersimulations計(jì)算機(jī)模擬Behavioralapproach行為方法LearningOutcome

2.4DescribethecontributionsoftheearlyadvocatesofOB.描述組織行為早期倡導(dǎo)者的貢獻(xiàn)ExplainthecontributionsoftheHawthorneStudiestothefieldofmanagement.解釋霍桑實(shí)驗(yàn)在管理上的貢獻(xiàn)Discusshowtoday’smanagersusethebehavioralapproach.今天的管理者如何運(yùn)用行為方法2223UnderstandingOrganizationalBehavior了解組織行為OrganizationalBehavior(OB)Thestudyoftheactionsofpeopleatwork;對(duì)人們?cè)诠ぷ髦械男袨榈难芯縫eoplearethemostimportantassetofanorganization人是組織最重要的資產(chǎn)組織行為學(xué)派的4位早期倡導(dǎo)者Early

AdvocatesRobertOwen羅伯特歐文HugoMunsterberg雨果芒斯特博格MaryParkerFollett瑪麗福萊特ChesterBarnard切斯特巴納德25圖2–3組織行為的早期貢獻(xiàn)EarlyAdvocatesofOB26AseriesofproductivityexperimentsconductedatWesternElectricExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions.Theeffectofincentiveplanswaslessthanexpected.TheHawthorneStudies霍桑實(shí)驗(yàn)1924年-1932年P(guān).38梅奧（EltonMayo）的一些結(jié)論：人的行為和情緒是密切相關(guān)的，領(lǐng)導(dǎo)方式要注重提高職工的滿意度組織中存在非正式組織，群體對(duì)個(gè)人的行為有巨大的影響群體規(guī)范決定了單個(gè)工人的工作產(chǎn)量生產(chǎn)效率主要取決于工人的工作態(tài)度以及他和周圍人的關(guān)系，金錢因素比群體規(guī)范、群體情緒和安全感這些因素的作用要小27TheHawthorneStudies霍桑實(shí)驗(yàn)1924年-1932年P(guān).38ContemporaryApproach兩種當(dāng)代的管理方法（第1章）LearningOutcome

2.5Describeanorganizationusingthesystemsapproach.能用系統(tǒng)論方法來描述一個(gè)組織Discusshowthesystemsapproachhelpsusunderstandmanagement.系統(tǒng)論方法如何幫助我們理解管理Explainhowthecontingencyapproachisappropriateforstudyingmanagement.解釋如何用權(quán)變方法來研究管理28當(dāng)代管理方法之一systemsapproach系統(tǒng)論方法30TheSystemsApproach系統(tǒng)論方法

PP.

13-14SystemDefined系統(tǒng)的定義Asetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.一組相互關(guān)聯(lián)和依存的部分組成的一個(gè)整體BasicTypesofSystems兩種基本系統(tǒng)Closedsystems封閉系統(tǒng)Opensystems開放系統(tǒng)31圖1–5TheOrganizationasanOpen

System

組織是開放系統(tǒng)

P.1432ImplicationsoftheSystemsApproach系統(tǒng)方法對(duì)管理的意義P.14Coordinationoftheorganization’spartsisessentialforproperfunctioningoftheentireorganization.組織各部分的協(xié)調(diào)是整個(gè)組織正常運(yùn)作所必不可少的。Decisionsandactionstakeninoneareaoftheorganizationwillhaveaneffectinotherareasoftheorganization.在組織中某一方面采取的決策和行動(dòng)會(huì)對(duì)組織的其他部分產(chǎn)生影響。Organizationsarenotself-containedand,therefore,mustadapttochangesintheirexternalenvironment.組織不是獨(dú)立自足的，所以必須要應(yīng)對(duì)外部的環(huán)境。當(dāng)代管理方法之二contingencyapproach權(quán)變方法34TheContingencyApproach

權(quán)變方法P.

15ContingencyApproachDefined

（Alsosometimescalledthesituationalapproach.又叫情境方法)Thereisnooneuniversallyapplicablesetofmanagementprinciples(rules)bywhichtomanageorganizations.不存在一套普遍適用的管理原則Organizationsareindividuallydifferent,facedifferentsituations(contingencyvariables),andrequiredifferentwaysofmanaging.組織各不相同，面臨不同的情境（稱為權(quán)變變量），從而需要不同的管理方法。35表1–3

PopularContingencyVariables常見的權(quán)變變量OrganizationsizeAssizeincreases,sodotheproblemsofcoordination.RoutinenessoftasktechnologyRoutinetechnologiesrequireorganizationalstructures,leadershipstyles,andcontrolsystemsthatdifferfromthoserequiredbycustomizedornon-routinetechnologies.EnvironmentaluncertaintyWhatworksbestinastableandpredictableenvironmentmaybetotallyinappropriateinarapidlychangingandunpredictableenvironment.IndividualdifferencesIndividualsdifferintermsoftheirdesireforgrowth,autonomy,toleranceofambiguity,andexpectations.CurrentIssuesandTrends當(dāng)前管理方面的問題題和趨勢(shì)LearningOutcome

2.6Explainwhyweneedtolookatthecurrenttrendsandissuesfacingmanagers.解釋我們?yōu)槭裁匆P(guān)注當(dāng)前管理者面臨的趨勢(shì)和問題。Describethecurrenttrendsandissuesfacingmanagers.描述當(dāng)前管理者面臨的趨勢(shì)和問題。3637CurrentTrendsandIssues

當(dāng)前的一些趨勢(shì)和熱點(diǎn)問題PP.39-48Globalization全球化Ethics道德倫理WorkforceDiversity勞動(dòng)隊(duì)伍多元化Entrepreneurship企業(yè)家精神E-Business電子企業(yè)38培養(yǎng)一種知識(shí)共享的文化，讓組織成員可以有系統(tǒng)地獲得知識(shí)，并愿與他人分享，從而提高整個(gè)組織的績(jī)效。知識(shí)管理一個(gè)能夠不斷學(xué)習(xí)，適應(yīng)與改變的組織。學(xué)習(xí)型組織39CurrentTrendsandIssues

當(dāng)前的一些趨勢(shì)和熱點(diǎn)問題PP.39-48Globalization全球化Ethics道德倫理WorkforceDiversity勞動(dòng)隊(duì)伍多元化Entrepreneurship企業(yè)家精神E-Business電子企業(yè)KnowledgeManagement知識(shí)管理LearningOrganizations學(xué)習(xí)型組織QualityManagement質(zhì)量管理TQM40TermstoKnowdivisionoflabor(orjobspecialization)IndustrialRevolutionscientificmanagementgeneraladministrativetheoryprinciplesofmanagementbureaucracyquantitativeapproachorganizationalbehavior(OB)HawthorneStudiessystemclosedsystemsopensystemscontingencyapproachworkforcediversityentrepreneurshipe-business(electronicbusiness)learningorganizationknowledgemanagementqualitymanagement41ReviewQuestions1.

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