北大光華組織與管理week2ppt課件

1、Chapter 2MANAGEMENTYESTERDAYAND TODAY2-1You should learn to:Discuss managements relationship to other academic fields of studyExplain the value of studying management historyIdentify some major pre-twentieth-century contributions to managementSummarize the contributions of the scientific management

2、advocatesDescribe the contributions of the general administrative theoristsLearning Objectives2-2Learning Objectives (cont.)You should learn to:Summarize the quantitative approach to managementDescribe the contributions of the early organizational behavior advocatesExplain the importance of the Hawt

3、horne Studies to managementDescribe the effects of: globalization, workforce diversity, entrepreneurship, e-business, flexibility and innovation, quality management, learning organizations, and workplace spirituality2-3Managements Connection To Other FieldsAcademic Disciplines that Affected Manageme

4、ntAnthropology - work on cultures and social environmentsEconomics - concern about the allocation and distribution of scarce resourcesPhilosophy - examines the nature of thingsPolitical science - effect of political environment on individuals and groupsPsychology - seeks to measure, explain, and cha

5、nge human behaviorSociology - studies people in relation to their fellow human beings2-4Be humble, let imperialism go! Development Of Major Management TheoriesHistoricalBackgroundScientificManagementGeneralAdministrativeTheoristsQuantitativeApproachManagement TheoriesIndustrialRevolutionAdam SmithEa

6、rly AdvocatesHawthorne StudiesOrganizationalBehavior2-6Early Examplesof ManagementHistorical Background Of ManagementOrganizations Have Existed for Thousands of Yearstestifies to the existence of early management practiceability to create the Pyramids, Great Wall of ChinaSignificant Pre-Twentieth-Ce

7、ntury EventsWealth of Nations - Adam Smithdivision of labor - breakdown of jobs into narrow and repetitive tasks increased productivityIndustrial Revolution substitution of machine power for human powerlarge organizations required formal management2-7Scientific ManagementF.W. Taylor - Principles of

8、Scientific Managementuse of scientific methods to define the “one best way for a job to be doneperspective of improving the productivity and efficiency of manual workersapplied the scientific method to shop floor jobsFrank and Lillian Gilbrethuse of motion pictures to study hand-and-body movementsmi

9、crochronometertherbligs - classification system for 17 basic hand motions2-8IllustrationThe Bethlehem Steel CompanyHandling pig iron Old way: 12 and half tons per day per worker, paid $1.15New way: 47 tons per day per work; paid $1.85.Correct movement, tools and sequencingTime and motion studyOrdina

10、ry Management V.S. Scientific ManagementOrdinary Management:-different ways of doing work-learn through experience-workmans initiative-various incentiveScientific Management:-one best way-code, analyze, and describe each job-initiative from management-material incentiveEXHIBIT 2.2: TAYLORS FOUR PRIN

11、CIPLES OF MANAGEMENT2-11Separation of plan and executionPlan versus executionHead versus handTask specifies what is to be done, how it is to be done, and exact time allowed for doing itCritique of SMWhat progress has SM made compared to previous management?What elements in SM are still relevant in c

12、ontemporary management?Problems of SM德勝洋樓清潔馬桶的流程一倒在馬桶內(nèi)上沿均勻地倒一圈“威猛洗潔劑；二泡讓洗潔劑浸泡10分鐘，此時(shí)可先擦馬桶的隔離門(mén)、洗手池等；三刷用毛刷刷干凈馬桶；四沖放水把馬桶沖干凈；五濕擦用濕布將馬桶內(nèi)外及踏腳處擦一遍，放刷子的底座內(nèi)的水也要擦干凈；六干擦用干布把馬桶外圍及桶內(nèi)水線以上部分的水跡擦干Harry Bravermans CritiqueThree principles:First, dissociation of the labor process from the skills of the workers.Second

13、, 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 TheoristsHenri Fayolconcerned with making the overall organization more effectivedeveloped theories of what constitut

14、ed good management practiceproposed a universal set of management functionspublished principles of managementfundamental, teachable rules of managementEXHIBIT 2.3: FAYOLS 14 PRINCIPLES OF MANAGEMENT2-17General Administrative Theorists (cont.)Max Weberdeveloped a theory of authority structures and re

15、lationsBureaucracy - ideal type of organizationdivision of laborclearly defined hierarchydetailed rules and regulationsimpersonal relationships2-18EXHIBIT 2.4: WEBERS IDEAL BUREAUCRACY2-19The position of the officialVocation and dutySocial esteem AppointedTenure for life, autonomySalaryCareer ladder

16、, seniorityBureaucracy versus Democracy Bureaucracy accompanies mass democracyAppointed versus electedResponsible for above versus for belowBureaucratic domination versus equality before the lawExpertness versus accessibility Quantitative Approach To ManagementOperations Research (Management Science

17、)use of quantitative techniques to improve decision makingapplications of statisticsoptimization modelscomputer simulations of management activitiesLinear programming - improves resource allocation decisionsCritical-path scheduling analysis - improves work scheduling2-22古典管理實(shí)際理性效率放之四海而皆準(zhǔn)只見(jiàn)組織不見(jiàn)人Towar

18、d Understanding Organizational BehaviorOrganizational Behaviorstudy of the actions of people at workearly advocateslate 1800s and early 1900s believed that people were the most important asset of the organizationideas provided the basis for a variety of human resource management programsemployee sel

19、ectionemployee motivation2-24EXHIBIT 2.5: EARLY ADVOCATES OF OB2-25Hawthorne Studiesstarted in 1924 at Western Electric Companybegan with illumination studiesintensity of illumination not related to productivityElton Mayo - studies of job designrevealed the importance of social norms as determinants

20、 of individual work behaviorchanged the dominant view that employees were no different from any other machinesOrganizational Behavior (cont.)2-26The two major functions of an industrial plant (organization)Producing a product: economic function. Efficiency and rationalization. Creating and distribut

21、ing satisfactions among the individual members of the organization: maintaining employee relations, employee good will, cooperation (Labor turnover, tenure of employment, sickness leave, wages, employee attitude)Philosophy of human relationsHuman side of organizations: human needs, human nature (sen

22、timents, values, etc.).Contrast with rational view對(duì)梅奧的批判梅奧主義者只是“社會(huì)工程師，努力對(duì)工人進(jìn)展“調(diào)理，以便使人的要素適宜于工業(yè)要素其思想的本質(zhì)是“母牛社會(huì)學(xué)，“滿足的奶牛能提供更多的牛奶，滿足的工人更有效率經(jīng)過(guò)對(duì)于工人內(nèi)心深層的了解，對(duì)其進(jìn)展支配梅奧并不真正關(guān)懷員工，只不過(guò)他比泰勒做的更巧妙而已一個(gè)農(nóng)民向神父訴苦說(shuō)：他的小茅屋可怕地?fù)矶?，神父建議他把母牛牽到房間去，下一個(gè)星期又把羊放進(jìn)去，再下一個(gè)星期又把馬放進(jìn)去，農(nóng)民更厲害地埋怨起本人的命運(yùn)來(lái)于是神父勸他把牛牽出去，下一周把羊放出去，再下一周把馬放出去，最后農(nóng)民贊賞地對(duì)神父致謝，由于

23、神父減輕了他的負(fù)擔(dān)梅奧之后的“社會(huì)人思潮呼喚社會(huì)的，群體的技藝而不是技術(shù)的技藝強(qiáng)調(diào)經(jīng)過(guò)群體和社會(huì)團(tuán)結(jié)來(lái)重建人們的歸屬感，抑制“靈魂的混亂留意經(jīng)過(guò)工會(huì)、參與式指點(diǎn)以及把工廠中的正式組織和社會(huì)組織結(jié)合起來(lái)實(shí)現(xiàn)權(quán)益的平衡在人類(lèi)的商業(yè)活動(dòng)中，經(jīng)濟(jì)利益決非是首要和獨(dú)一的原動(dòng)力，他在使人們情愿去任務(wù)的鼓勵(lì)要素排名中是很靠后的任務(wù)中的人們不僅僅是“經(jīng)濟(jì)人，更是社會(huì)性動(dòng)物，他們不僅有經(jīng)濟(jì)需求，還有個(gè)性和社會(huì)的需求。任務(wù)提供應(yīng)他們的不僅是一種生存手段，更是一種生活方式當(dāng)我們放棄“經(jīng)濟(jì)人的觀念時(shí)，我們開(kāi)場(chǎng)質(zhì)疑商業(yè)組織的理念：它能否只是一種為了提高消費(fèi)效率的合理的運(yùn)營(yíng)組織。Roethlisberger,F.J.,1

24、984,pp.12-13Current Trends And IssuesGlobalizationall organizations are faced with the opportunities and challenges of operating in a global marketNo longer constrained by national bordersStrategic alliances 2-33Current Trends And Issues (cont.)Entrepreneurshipthree important themespursuit of opport

25、unities - capitalizing on environmental change to create valueinnovation - introducing new approaches to satisfy unfulfilled market needsgrowth - not content to remain smallwill continue to be important in all societieswill influence profit and not-for-profit organizations2-34Current Trends And Issu

26、es (cont.)Managing in an E-Business WorldE-commerce - any form of business exchange or transaction in which parties interact electronicallyE-business - comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with key constituenciesmay include

27、 e-commercethree categories reflect different degrees of involvement in e-businessintranet - an internal organizational communication system that uses Internet technology and is accessible only by organizational employees 2-35Types of E-Commerce TransactionsE-CommerceBusiness-to-Consumer(B2C)Electro

28、nic retailingGovernment-to-Business(G2B)All transactions betweencompanies and government agenciesBusiness-to-Business(B2B)All transactions between acompany and its suppliersConsumer-to-Consumer(C2C)Electronic markets formedby Web-based auctions2-36Categories of E-Business InvolvementE-business units

29、withintraditionalorganizationE-business-enhancedOrganizationE-business toolsand applicationsused within tradi-tional organizationE-business-enabledOrganizationOrganizations entire workprocesses revolve arounde-business model2-37Current Trends And Issues (cont.)Need for Innovation and Flexibilitywith

30、out a constant flow of new ideas, an organization is doomed to obsolescence or even worsemust be flexible to accommodate changing customers needs, appearance of new competitors, and shifting employees from project to projectQuality ManagementTotal Quality Management (TQM) - philosophy of management

31、based on continual improvement and responding to customer needs and expectationscustomer - refers to internal and external entities that interact with the organizations product or service2-38Current Trends And Issues (cont.)Learning Organizations and Knowledge Managementlearning organization - one that has developed