古典組織管理理論

1、古典組織管理理論第1頁，共87頁，2022年，5月20日，6點43分，星期二Henri Fayol ( 18411925) was a French mining engineer, director of mines, and management theorist, who developed independent of the theory of Scientific Management, a general theory of business administration also known as Fayolism. He was one of the most influen

2、tial contributors to modern concepts of management. 法國 1841-1925 西方古典管理理論在法國的最杰出代表。亨利法約爾，法國科學(xué)管理專家。管理學(xué)先驅(qū)之一。1841年生于土耳其伊斯坦布爾，1925年卒于巴黎。早年曾為采礦師，是一位在理論上有特殊發(fā)現(xiàn)的地質(zhì)學(xué)者。1860年從圣艾蒂安國立礦業(yè)學(xué)院畢業(yè)后進(jìn)入康門塔里福爾香堡（Comentry-Fourchambault）采礦冶金公司，成為一名采礦工程師，并在此度過了整個職業(yè)生涯。他的一般管理理論也被稱為法約爾主義，對現(xiàn)代管理理念產(chǎn)生了重大影響。第2頁，共87頁，2022年，5月20日，6點43分

3、，星期二BiographyFayol was born in 1841 in a suburb of Istanbul, Turkey, where his father, an engineer, was appointed superintendent主管 of works to build a bridge. They returned to France in 1847. Fayol studied at the mining school 。第3頁，共87頁，2022年，5月20日，6點43分，星期二In 1916 he published his experience in the

4、 book Administration of industry in general, only a few years after Taylor had published his theory of Scientific Management.第4頁，共87頁，2022年，5月20日，6點43分，星期二When 19 years old he started as an engineer at a mining company.He became director in 1888,（） when the mine company employed over 1,000 people, a

5、nd held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.第5頁，共87頁，2022年，5月20日，6點43分，星期二FayolismFayolism is one of the first comprehensive綜合的statements of表述 a general theory of management deve

6、loped by Fayol. He has proposed that there are five primary functions of management 管理的五項功能and 14 principles of management14條原則.The five primary functions of management was popularized推廣 by Fayol with the acronym縮寫 of POCCC:planning,organizing,commanding,corordinating,controling1885年起任法國最大的礦冶公司總經(jīng)理達(dá)3

7、0年。在實踐和大量調(diào)查研究的基礎(chǔ)上，提出了管理功能理論。將管理作為一個學(xué)科進(jìn)行傳授。1916年工業(yè)管理與一般管理問世，是他一生管理經(jīng)驗與管理思想的總結(jié)，他認(rèn)為他的管理理論雖然是以大企業(yè)為研究對象，但除了可應(yīng)用于工商業(yè)之外，還適用于政府、教會、慈善團(tuán)體、軍事組織以及其他各種事業(yè)。所以，人們一般認(rèn)為法約爾是第一個概括和闡述一般管理理論的管理學(xué)家。第6頁，共87頁，2022年，5月20日，6點43分，星期二一、經(jīng)營與管理及其關(guān)系經(jīng)營技術(shù)活動商業(yè)活動管理活動計劃組織指揮協(xié)調(diào)財務(wù)活動會計活動安全活動第7頁，共87頁，2022年，5月20日，6點43分，星期二二、法約爾的14項管理原則(1)勞動分工：專業(yè)

8、化通過使雇員的工作更有效率，從而提高了工作的產(chǎn)出權(quán)力與責(zé)任：管理者必須有命令下級的權(quán)利，但是行使職權(quán)的地方都應(yīng)該建立相應(yīng)的責(zé)任紀(jì)律：雇員必須遵守和尊重統(tǒng)治組織的規(guī)則統(tǒng)一指揮：每一個雇員只接受來自一個上司的命令統(tǒng)一領(lǐng)導(dǎo)：組織應(yīng)當(dāng)具有單一的行動計劃指導(dǎo)管理者和雇員個人利益服從整體利益：任何雇員個人或雇員群體的利益不應(yīng)置于組織的整體利益之上人員報酬：對雇員提供的服務(wù)必須付給公平的工資第8頁，共87頁，2022年，5月20日，6點43分，星期二二、法約爾的14項管理原則(2)適當(dāng)?shù)募瘷?quán)與分權(quán)：管理者應(yīng)該根據(jù)不同實際情況適時改變集權(quán)與分權(quán)的比例等級鏈(Chain of Command)：上下級之間建立明

9、確的職權(quán)等級系列秩序：雇員和物料應(yīng)當(dāng)在恰當(dāng)?shù)臅r間處在恰當(dāng)?shù)奈恢霉汗芾碚邞?yīng)當(dāng)和藹、公平地對待下屬保持人員穩(wěn)定：管理當(dāng)局應(yīng)該提供有規(guī)則的人事計劃，并保證有合適的人選接替職位的空缺首創(chuàng)精神：允許雇員發(fā)起和實施計劃將會調(diào)動他們的極大熱情團(tuán)隊精神：鼓勵團(tuán)隊精神將會在組織中建立其和諧與團(tuán)結(jié)第9頁，共87頁，2022年，5月20日，6點43分，星期二三、管理工作的5大職能 法約爾把管理活動分為計劃、組織、指揮、協(xié)調(diào)和控制五大職能。第10頁，共87頁，2022年，5月20日，6點43分，星期二簡 評從經(jīng)營活動中獨立出管理活動提出管理活動所必需的五大職能提出14項管理原則為管理科學(xué)提供了一套科學(xué)的理論構(gòu)架一

10、般管理理論后來成為管理過程學(xué)派的理論基礎(chǔ)法約爾為管理教育提供了理論依據(jù)第11頁，共87頁，2022年，5月20日，6點43分，星期二The Five Functions are:1. PLANNINGdrawing up plans of actions that combine unity一致性, continuity, flexibility and precision精確性 given the organisations resources, type and significance of work and future trends. 第12頁，共87頁，2022年，5月20日，6點

11、43分，星期二Planning is the most difficult of the five tasks and requires the active participation of the entire organisation. Planning must be coordinated on different levels and with different time horizons界限;第13頁，共87頁，2022年，5月20日，6點43分，星期二2. ORGANISINGproviding capital資本, personnel and raw materials f

12、or the day-to-day running of the business, and building a structure to match the work. 第14頁，共87頁，2022年，5月20日，6點43分，星期二Organisational structure depends entirely on the number of employees. An increase in the number of functions expands the organisation horizontally and promotes additional layers of s

13、upervision;第15頁，共87頁，2022年，5月20日，6點43分，星期二3. COMMANDINGoptimising return from all employees in the interest of the entire enterprise. Successful managers have personal integrity誠實, communicate表達(dá) clearly and base their judgments on regular audits審計. Their thorough knowledge of personnel creates unity

14、, energy, initiative and loyalty and eliminates incompetence不稱職;第16頁，共87頁，2022年，5月20日，6點43分，星期二4. COORDINATINGunifying 一致and harmonizing協(xié)調(diào) activities and efforts to maintain the balance between the activities of the organisation . Fayol recommended weekly conferences for department heads to solve pr

15、oblems of common interest; 第17頁，共87頁，2022年，5月20日，6點43分，星期二5. CONTROLLINGidentifying weaknesses and errors by controlling feedback反饋, and conforming一致性 activities with plans, policies and instructions. 第18頁，共87頁，2022年，5月20日，6點43分，星期二The word Control clearly provoked引起some misunderstanding by English-

16、readers because its 1st meaning in French is to check and its 2nd meaning is to have a grip抓住，影響 over. And it is the other way round in English. So for the French-reader Fayol clearly meant Check everything!.第19頁，共87頁，2022年，5月20日，6點43分，星期二Fayols management process went further than Taylors basic hie

17、rarchical層級 model by allowing command functions to operate efficiently and effectively through co-ordination and control methods. For Fayol, the managing director overlooked忽視 a living organism有機(jī)體系 that requires liaisonli*eizon聯(lián)絡(luò) officers and joint committees.第20頁，共87頁，2022年，5月20日，6點43分，星期二The Art o

18、f Commanding relies upon certain personal qualities and upon the knowledge of management general principles.The manager in charge of a commandment must:第21頁，共87頁，2022年，5月20日，6點43分，星期二have a deep knowledge of his staff;cull剔除 the incapables;well know the conventions傳統(tǒng)，習(xí)俗 binding the organisation and

19、its members;give the good example (by his attitude);conduct regular inspections of the corps social ;第22頁，共87頁，2022年，5月20日，6點43分，星期二get together his main partners in conferences (meetings) where are prepared the Unity of Direction and the Focus of Efforts;not be distracted忙亂 by details;aim to make p

20、revalent推廣，流行 among his staff, energy, initiative and dvouement.第23頁，共87頁，2022年，5月20日，6點43分，星期二The American Luther Gulick and Brit Lydnall Urwick expanded Fayols list to seven executive management activities summarised by the acronym POSDCORB:第24頁，共87頁，2022年，5月20日，6點43分，星期二planning: determine object

21、ives in advance and the methods to achieve them;organising: establish a structure of authority for all work;第25頁，共87頁，2022年，5月20日，6點43分，星期二staffing安置職工: recruit, hire and train workers; maintain favourable working conditions;directing指示: make decisions, issue發(fā)布 orders 圣職and directives指令;第26頁，共87頁，20

22、22年，5月20日，6點43分，星期二coordinating: interrelate相互關(guān)聯(lián) all sectors of the organisation;reporting: inform通報 hierarchy領(lǐng)導(dǎo)層 through reports, records and inspections;budgeting: depend on fiscal財政的 planning, accounting and control.第27頁，共87頁，2022年，5月20日，6點43分，星期二The 6 types of Operations經(jīng)營For Fayol any Organisat

23、ion can be subdivided細(xì)分 into six types of Operations. Each Operation being fulfilled by its corresponding相應(yīng)的 Essential Function:第28頁，共87頁，2022年，5月20日，6點43分，星期二Technical Operations操作 (production, manufacturing, transformation轉(zhuǎn)換)Commercial Operations 運營(purchases, sales, exchanges)Financial Operations

24、 (seek for capital and finance management)第29頁，共87頁，2022年，5月20日，6點43分，星期二Security Operations (protection of goods and people)Accounting Operations會計運營 (balance, P&L, cost control, statistics, etc)Administrative Operations (Management)(see below The 5 Elements of Administration)第30頁，共87頁，2022年，5月20日，

25、6點43分，星期二In 1925 six month before Henri Fayols death Verney helped Fayol redefine The function of administration.The old definition went as follows: The activities involved in businesses can all be classified under one of the following six headings標(biāo)題，方面:第31頁，共87頁，2022年，5月20日，6點43分，星期二 TECHNICAL, COM

26、MERCIAL, FINANCIAL, SECURITY, ACCOUNTING, ADMINISTRATIVE organization, command, coordination and control. Compared with the new definition: The activities involved in businesses can all be classified under one of the following five headings:第32頁，共87頁，2022年，5月20日，6點43分，星期二 TECHNICAL, COMMERCIAL, FINA

27、NCIAL, SECURITY, ACCOUNTING These activities must be planned, organized, directed, coordinated and controlled, in a word: administered. 第33頁，共87頁，2022年，5月20日，6點43分，星期二The removal of the distinction between management and administration and the re-definition of administration, it appears that Fayol h

28、ad finally synthesized these two concepts. Therefore the previous difficulties with this distinction no longer exist.第34頁，共87頁，2022年，5月20日，6點43分，星期二The 9 Levels層次Fayol was representing an organisation like a living body ( corps social , i.e. social body) with main organs hierarchically structured as

29、 follow:第35頁，共87頁，2022年，5月20日，6點43分，星期二Shareholders持股人,Board董事會 of Administration,General Direction and its General staff (advisors)第36頁，共87頁，2022年，5月20日，6點43分，星期二Regional/local Directions,Main Engineers,Services Managers,Workshops Managers,Foremen,工頭Workers.第37頁，共87頁，2022年，5月20日，6點43分，星期二The 14 Pri

30、nciples of AdministrationDivision of work: Reduces the span跨度 of attention or effort for any one person or group. Develops practice or routine慣例 and familiarity.Authority: The right to give orders. Should not be considered without reference to responsibility.第38頁，共87頁，2022年，5月20日，6點43分，星期二Unity of d

31、irection: One head and One plan for a group of activities with the same objective.Subordination從屬 of Individual Interests to the Common Interest: The interests of one individual or group should not prevail 壓倒over the general or common good.第39頁，共87頁，2022年，5月20日，6點43分，星期二Remuneration 酬勞，償還of personne

32、l: Pay should be fair to both the worker as well as the organization.Centralisation: Is always present to a greater or lesser extent, depending on the size of the company and the quality of its managers.第40頁，共87頁，2022年，5月20日，6點43分，星期二Discipline: Outward表面的 marks of respect in accordance with formal

33、or informal agreements between a firm and its employees.Unity of command: One man one superior!第41頁，共87頁，2022年，5月20日，6點43分，星期二Scalar 條塊結(jié)合chain: The line of authority from top to bottom of the organization.Order: A place for everything and everything in its right place; ie. the right man in the right

34、 place.Equity: A combination of kindness and justice towards employees.第42頁，共87頁，2022年，5月20日，6點43分，星期二Stability of personnel tenure: Employees need to be given time to settle in to their jobs, even though this may be a lengthy period in the case of some managers.第43頁，共87頁，2022年，5月20日，6點43分，星期二Initia

35、tive: Within the limits of authority and discipline, all levels of staff should be encouraged to show initiative.Union is strength: Harmony is a great strength to an organization; teamwork should be encouraged.第44頁，共87頁，2022年，5月20日，6點43分，星期二Fayol suggested that it is important to have unity of comma

36、nd: a concept that suggests there should be only one supervisor for each person in an organization. Like Socrates, Fayol suggested that management is a universal human activity that applies equally well to the family as it does to the corporation.第45頁，共87頁，2022年，5月20日，6點43分，星期二The 16 Management Duti

37、es of the OrganisationTo aim at giving serious thoughts to activity plans and having them firmly executed.To aim at having employed people and used equipment being relevant to the goal, the resources and the needs of the organisation.第46頁，共87頁，2022年，5月20日，6點43分，星期二To set up a unique Direction (top m

38、anagement), skilled and vigorous.To consult others for actions, to coordinate efforts.To formulate decisions in a clear, clean and precise way.第47頁，共87頁，2022年，5月20日，6點43分，星期二To aim to an efficient recruitment, each department needing to be lead by a skilled and active man, each employee being at the

39、 place where he can provide the most services.To define clearly the attributions (i.e. job description).第48頁，共87頁，2022年，5月20日，6點43分，星期二To encourage people to take initiatives and responsibilities.To pay fairly and expertly for the services provided to the Organisation.第49頁，共87頁，2022年，5月20日，6點43分，星期二

40、to sanction制裁 faults and errors.To enforce discipline.To aim at having individual interests subordinated to the Organisations interest.To give a special attention to the Unity of Command.第50頁，共87頁，2022年，5月20日，6點43分，星期二To supervise the material order and social order (i.e. to keep the place tidy and

41、to avoid strikes).To verify everything (i.e. to apply quality control on every operation).To fight against the red tape官方文章 attitude.第51頁，共87頁，2022年，5月20日，6點43分，星期二The 7 QualitiesThe 7 qualities he was expecting from managers were:Health and vigour;Cleverness;Moral qualities;第52頁，共87頁，2022年，5月20日，6點

42、43分，星期二General knowledge (culture);Management capacity;Notions觀念 about other functions (activities);The strongest skills in the function managed.第53頁，共87頁，2022年，5月20日，6點43分，星期二For the Top Managing Director, the 7th quality was the broadest 廣泛的skills in the dedicated專門的 activity of the organisation.F

43、or example, if the organisation was a car manufacturer, the top Director must have the largest possible knowledge about the manufacturing of cars. This was suggesting that this Director would have to be probably a former car manufacturing engineer.第54頁，共87頁，2022年，5月20日，6點43分，星期二Managers need the abi

44、lity to perform the elements of Management but they also need abilities in the Technical, commercial, financial, security, and Accounting areas of the enterprise. Managerial Ability became more important as he moves up to upper level management. Fayols ideas inspired a number of individuals to teach

45、 and Write about management(Wren).第55頁，共87頁，2022年，5月20日，6點43分，星期二Research & teaching of ManagementFayol believed management theories could be developed, then taught (to students of Grandes coles). His theories were published in a monograph titled General and Industrial Management (1916). In doing so

46、, he stated, .starting a general discussion- that is what I am trying to do by publishing this survey, and I hope that a theory will emanate from it.第56頁，共87頁，2022年，5月20日，6點43分，星期二His theories and ideas were ideally a result of his environment; that of a post revolutionized France in which a republi

47、c bourgeois was emerging. A bourgeois himself, He believed in the controlling of workers in order to achieve a greater productivity over all other managerial considerations.第57頁，共87頁，2022年，5月20日，6點43分，星期二 However, through reading General and Industrial Management, it is apparent that Fayol advocated

48、 a flexible approach to management, one which he believed could be applied to any circumstance whether in the home, the workplace, or within the state.第58頁，共87頁，2022年，5月20日，6點43分，星期二 He stressed the importance and the practice of forecasting and planning in order to apply these ideas and techniques

49、which demonstrated his ability and his emphasis in being able to adapt to any sort of situation.第59頁，共87頁，2022年，5月20日，6點43分，星期二 In General and Industrial Management he outlines an agenda whereby, under an accepted theory of management, every citizen is exposed and taught some form of management educ

50、ation and allowed to exercise management abilities first at school and later on in the workplace.第60頁，共87頁，2022年，5月20日，6點43分，星期二Everyone needs some concepts of management; in the home, in affairs of state, the need for managerial ability is in keeping with the importance of the undertaking, and for

51、individual people the need is everywhere in greater accordance with the position occupied. - excerpt from General and Industrial Management第61頁，共87頁，2022年，5月20日，6點43分，星期二DiscussionFayol has been described as the father of modern operational management theory (George, p. 146). Although his ideas have

52、 become a universal part of the modern management concepts, some writers continue to associate him with Frederick Winslow Taylor.第62頁，共87頁，2022年，5月20日，6點43分，星期二 Taylors scientific management deals with the efficient organisation of production in the context of a competitive enterprise that has to co

53、ntrol its production costs. That was only one of the many areas that Fayol addressed. Perhaps the connection with Taylor is more one of time, than of perspective.第63頁，共87頁，2022年，5月20日，6點43分，星期二 According to Claude George (1968), a primary difference between Fayol and Taylor was that Taylor viewed ma

54、nagement processes from the bottom up, while Fayol viewed it from the top down.第64頁，共87頁，2022年，5月20日，6點43分，星期二 Georges comment may have originated from Fayol himself. In the classic General and Industrial Management Fayol wrote that Taylors approach differs from the one we have outlined in that he e

55、xamines the firm from the bottom up.第65頁，共87頁，2022年，5月20日，6點43分，星期二He starts with the most elemental units of activitythe workers actionsthen studies the effects of their actions on productivity, devises new methods for making them more efficient, and applies what he learns at lower levels to the hi

56、erarchy.(Fayol, 1987, p. 43)第66頁，共87頁，2022年，5月20日，6點43分，星期二 He suggests that Taylor has staff analysts and advisors working with individuals at lower levels of the organization to identify the ways to improve efficiency. According to Fayol, the approach results in a negation 取消of the principle of un

57、ity of command .第67頁，共87頁，2022年，5月20日，6點43分，星期二Fayol criticized Taylors functional management in this way. “ the most marked outward characteristics of functional management lies in the fact that each workman, 第68頁，共87頁，2022年，5月20日，6點43分，星期二instead of coming in direct contact with the management at

58、one point only, receives his daily orders and help from eight different bosses” (Fayol, 1949, p. 68.) 第69頁，共87頁，2022年，5月20日，6點43分，星期二Those eight, Taylor said, were (1) route clerks, (2) instruction card men, (3) cost and time clerks, (4) gang bosses, (5) speed bosses, (6) inspectors, (7) repair boss

59、es, and the (8) shop disciplinarian (p. 68). - This, Fayol said, was an unworkable situation, and that Taylor must have somehow reconciled the dichotomy in some way not described in Taylors works.第70頁，共87頁，2022年，5月20日，6點43分，星期二Fayols desire for teaching a generalized theory of management stemmed fro

60、m the belief that each individual of an organization at one point or another takes on duties that involve managerial decisions. Unlike Taylor, however, who believed management activity was the exclusive duty of an organizations dominant class. Fayols approach was more in sync with his idea of Author