羅賓斯-管理學(xué)第九版英文版PPT-Management-2

?2007PrenticeHall,Inc.

Allrightsreserved.ManagementYesterdayandTodayChapter

2?2007PrenticeHall,Inc.Allrightsreserved.2–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.HistoricalBackgroundofManagementExplainwhystudyingmanagementhistoryisimportant.Describesomeearlyevidencesofmanagementpractice.ScientificManagementDescribetheimportantcontributionsmadebyFredrickW.TaylorandFrankandLillianGilbreth.Explainhowtoday’smanagersusescientificmanagement.?2007PrenticeHall,Inc.Allrightsreserved.2–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.GeneralAdministrativeTheoryDiscussFayol’scontributionstomanagementtheory.DescribeMaxWeber’scontributiontomanagementtheory.Explainhowtoday’smanagersusegeneraladministrativetheory.QuantitativeApproachExplainwhatthequantitativeapproachhascontributedtothefieldofmanagement.Discusshowtoday’smanagersusethequantitativeapproach.?2007PrenticeHall,Inc.Allrightsreserved.2–4LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.TowardUnderstandingOrganizationalBehaviorDescribethecontributionsoftheearlyadvocatesofOB.ExplainthecontributionsoftheHawthorneStudiestothefieldofmanagement.Discusshowtoday’smanagersusethebehavioralapproach.TheSystemsApproachDescribeanorganizationusingthesystemsapproach.Discusshowthesystemsapproachhelpsusmanagement.?2007PrenticeHall,Inc.Allrightsreserved.2–5LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.TheContingencyApproachExplainhowthecontingencyapproachdiffersfromtheearlytheoriesofmanagement.Discusshowthecontingencyapproachhelpsusunderstandmanagement.CurrentIssuesandTrendsExplainwhyweneedtolookatthecurrenttrendsandissuesfacingmanagers.Describethecurrenttrendsandissuesfacingmanagers.?2007PrenticeHall,Inc.Allrightsreserved.2–6HistoricalBackgroundofManagementAncientManagementEgypt(pyramids)andChina(GreatWall)Venetians(floatingwarshipassemblylines)AdamSmithPublished“TheWealthofNations”

in1776Advocatedthedivisionoflabor(jobspecialization)toincreasetheproductivityofworkersIndustrialRevolutionSubstitutedmachinepowerforhumanlaborCreatedlargeorganizationsinneedofmanagement?2007PrenticeHall,Inc.Allrightsreserved.2–7Exhibit2–1 DevelopmentofMajorManagementTheories?2007PrenticeHall,Inc.Allrightsreserved.2–8MajorApproachestoManagementScientificManagementGeneralAdministrativeTheoryQuantitativeManagementOrganizationalBehaviorSystemsApproachContingencyApproach?2007PrenticeHall,Inc.Allrightsreserved.2–9ScientificManagementFredrickWinslowTaylorThe“father”ofscientificmanagementPublishedPrinciplesofScientificManagement(1911)ThetheoryofscientificmanagementUsingscientificmethodstodefinethe“onebestway”forajobtobedone:Puttingtherightpersononthejobwiththecorrecttoolsandequipment.Havingastandardizedmethodofdoingthejob.Providinganeconomicincentivetotheworker.?2007PrenticeHall,Inc.Allrightsreserved.2–10Exhibit2–2 Taylor’sFourPrinciplesofManagementDevelopascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped. Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.?2007PrenticeHall,Inc.Allrightsreserved.2–11ScientificManagement(cont’d)FrankandLillianGilbrethFocusedonincreasingworkerproductivitythroughthereductionofwastedmotionDevelopedthemicrochronometertotimeworkermotionsandoptimizeworkperformanceHowDoToday’sManagersUseScientificManagement?UsetimeandmotionstudiestoincreaseproductivityHirethebestqualifiedemployeesDesignincentivesystemsbasedonoutput?2007PrenticeHall,Inc.Allrightsreserved.2–12GeneralAdministrativeTheoryHenriFayolBelievedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctionsDevelopedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituationsMaxWeberDevelopedatheoryofauthoritybasedonanidealtypeoforganization(bureaucracy)Emphasizedrationality,predictability,impersonality,technicalcompetence,andauthoritarianism?2007PrenticeHall,Inc.Allrightsreserved.2–13Exhibit2–3 Fayol’s14PrinciplesofManagementDivisionofwork.Authority.Discipline.Unityofcommand.Unityofdirection.Subordinationofindividualintereststothegeneralinterest.Remuneration.Centralization.Scalarchain.Order.Equity.Stabilityoftenureofpersonnel.Initiative.Espritdecorps.?2007PrenticeHall,Inc.Allrightsreserved.2–14Exhibit2–4 Weber’sIdealBureaucracy?2007PrenticeHall,Inc.Allrightsreserved.2–15QuantitativeApproachtoManagementQuantitativeApproachAlsocalledoperationsresearchormanagementscienceEvolvedfrommathematicalandstatisticalmethodsdevelopedtosolveWWIImilitarylogisticsandqualitycontrolproblemsFocusesonimprovingmanagerialdecisionmakingbyapplying:Statistics,optimizationmodels,informationmodels,andcomputersimulations?2007PrenticeHall,Inc.Allrightsreserved.2–16UnderstandingOrganizationalBehaviorOrganizationalBehavior(OB)Thestudyoftheactionsofpeopleatwork;peoplearethemostimportantassetofanorganizationEarlyOBAdvocatesRobertOwenHugoMunsterbergMaryParkerFollettChesterBarnard?2007PrenticeHall,Inc.Allrightsreserved.2–17Exhibit2–5 EarlyAdvocatesofOB?2007PrenticeHall,Inc.Allrightsreserved.2–18AseriesofproductivityexperimentsconductedatWesternElectricfrom1927to1932.ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions.Theeffectofincentiveplanswaslessthanexpected.ResearchconclusionSocialnorms,groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentives.TheHawthorneStudies?2007PrenticeHall,Inc.Allrightsreserved.2–19TheSystemsApproachSystemDefinedAsetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.BasicTypesofSystemsClosedsystemsArenotinfluencedbyanddonotinteractwiththeirenvironment(allsysteminputandoutputisinternal).OpensystemsDynamicallyinteracttotheirenvironmentsbytakingininputsandtransformingthemintooutputsthataredistributedintotheirenvironments.?2007PrenticeHall,Inc.Allrightsreserved.2–20Exhibit2–6 TheOrganizationasanOpenSystem?2007PrenticeHall,Inc.Allrightsreserved.2–21ImplicationsoftheSystemsApproachCoordinationoftheorganization’spartsisessentialforproperfunctioningoftheentireorganization.Decisionsandactionstakeninoneareaoftheorganizationwillhaveaneffectinotherareasoftheorganization.Organizationsarenotself-containedand,therefore,mustadapttochangesintheirexternalenvironment.?2007PrenticeHall,Inc.Allrightsreserved.2–22TheContingencyApproachContingencyApproachDefinedAlsosometimescalledthesituationalapproach.Thereisnooneuniversallyapplicablesetofmanagementprinciples(rules)bywhichtomanageorganizations.Organizationsareindividuallydifferent,facedifferentsituations(contingencyvariables),andrequiredifferentwaysofmanaging.?2007PrenticeHall,Inc.Allrightsreserved.2–23Exhibit2–7 PopularContingencyVariablesOrganizationsizeAssizeincreases,sodotheproblemsofcoordination.RoutinenessoftasktechnologyRoutinetechnologiesrequireorganizationalstructures,leadershipstyles,andcontrolsystemsthatdifferfromthoserequiredbycustomizedornonroutinetechnologies.EnvironmentaluncertaintyWhatworksbestinastableandpredictableenvironmentmaybetotallyinappropriateinarapidlychangingandunpredictableenvironment.IndividualdifferencesIndividualsdifferintermsoftheirdesireforgrowth,autonomy,toleranceofambiguity,andexpectations.?2007PrenticeHall,Inc.Allrightsreserved.2–24CurrentTrendsandIssuesGlobalizationEthicsWorkforceDiversityEntrepreneurshipE-businessKnowledgeManagementLearningOrganizationsQualityManagement?2007PrenticeHall,Inc.Allrightsreserved.2–25CurrentTrendsandIssues(cont’d)GlobalizationManagementininternationalorganizationsPoliticalandculturalchallengesofoperatinginaglobalmarketWorkingwithpeoplefromdifferentculturesCopingwithanticapitalistbacklashMovementofjobstocountrieswithlow-costlaborEthicsIncreasedemphasisonethicseducationincollegecurriculumsIncreasedcreationanduseofcodesofethicsbybusinesses?2007PrenticeHall,Inc.Allrightsreserved.2–26Exhibit2–8 AProcessforAddressingEthicalDilemmasStep1: Whatistheethicaldilemma?Step2: Whoaretheaffectedstakeholders?Step3: Whatpersonal,organizational,and

externalfactors

areimportantto

mydecision?Step4: Whatarepossiblealternatives?Step5: Makeadecision

andactonit.?2007PrenticeHall,Inc.Allrightsreserved.2–27CurrentTrendsandIssues(cont’d)WorkforceDiversityIncreasingheterogeneityintheworkforceMoregender,minority,ethnic,andotherformsofdiversityinemployeesAgingworkforceOlderemployeeswhoworklongeranddonotretireTheincreasedcostsofpublicandprivatebenefitsforolderworkersAnincreasingdemandforproductsandservicesrelatedtoaging.?2007PrenticeHall,Inc.Allrightsreserved.2–28CurrentTrendsandIssues(cont’d)EntrepreneurshipDefinedTheprocessofstartingnewbusinesses,generallyinresponsetoopportunities.EntrepreneurshipprocessPursuitofopportunitiesInnovationinproducts,services,orbusinessmethodsDesireforcontinualgrowthoftheorganization?2007PrenticeHall,Inc.Allrightsreserved.2–29CurrentTrendsandIssues(cont’d)E-Business(ElectronicBusiness)TheworkpreformedbyanorganizationusingelectroniclinkagestoitskeyconstituenciesE-commerce:thesalesandmarketingaspectofane-businessCategoriesofE-BusinessesE-businessenhancedorganizationE-businessenabledorganizationTotale-businessorganization?2007PrenticeHall,Inc.Allrightsreserved.2–30Exhibit2–9 CategoriesofE-BusinessInvolvement?2007PrenticeHall,Inc.Allrightsreserved.2–31CurrentTrendsandIssues(cont’d)LearningOrganizationAnorganizationthathasdevelopedthecapacitytocontinuouslylearn,adapt,andchange.KnowledgeManagementThecultivationofalearningculturewhereorganizationalmemberssystematicallygatherandshareknowledgewithothersinordertoachievebetterperformance.?2007PrenticeHall,Inc.Allrightsreserved.2–32Exhi