管理學(xué)原理Ch2 management thoughts.ppt

1、Chapter 2 The Evolution of Management,You should learn to: Explain the value of studying management history Identify some major pre-twentieth-century contributions to management Summarize the contributions of the scientific management advocates Describe the contributions of the general administrativ

2、e theorists, Describe the contributions of the early organizational behavior advocates Explain the importance of the Hawthorne Studies to management Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, flexibility and innovation, quality management, learning org

3、anizations.,Chapter 2 The Evolution of Management,The Early Years 早期的管理思想：19世紀(jì)末以前 The Classical School 古典管理思想：19世紀(jì)末-1930 代表人物： Frederick W. Taylor； Henri Fayol The Behavior School 中期的管理思想：1930-1945 代表人物：Elton Mayo; Chester Barnard The Modern Theories 現(xiàn)代管理思想：1945年以后,2.1 The Early Years 2.1.1 亞當(dāng)斯密 （Ad

4、am Smith) An Inquiry into the Nature and Causes of the Wealth of Nations, Wealth of Nations division of labor - breakdown of jobs into narrow and repetitive tasks increased productivity Craft - each worker did all steps. Factory - each worker specialized in one step.,2.1.2 查爾斯巴貝奇（Charles Babbage) （1

5、）節(jié)省了學(xué)習(xí)所需要的時間。生產(chǎn)中包含的工序 愈多，則所需要的學(xué)習(xí)時間愈長。例如一個工人無 需從事全部工序而只做其中少數(shù)工序或一道工 序，就只需要少量的學(xué)習(xí)時間。 （2）節(jié)省了學(xué)習(xí)中所耗費(fèi)的材料。因?yàn)樵趯W(xué)習(xí)中都 要耗費(fèi)一定的材料。實(shí)行勞動分工后，需要學(xué)習(xí)的 內(nèi)容減少了，所耗費(fèi)的材料也相應(yīng)地減少。 （3）節(jié)省了從一道工序轉(zhuǎn)變到另一道工序的耗費(fèi) 的時間。而且，由于分工后經(jīng)常作某一項(xiàng)作業(yè)， 肌肉得到了鍛煉，就更不易疲勞。 （4）節(jié)省了改變工具所耗費(fèi)的時間。在許多手藝中，工具常常是很精細(xì)的，需要作精密的調(diào)節(jié)。調(diào)節(jié)這些工具所占的時間相當(dāng)多，分工后就可以大大節(jié)省這些時間。 （5）由于經(jīng)常重復(fù)同一操作，技術(shù)熟

6、練，工作速度可以加快。 （6）分工后注意力集中于比較單純的作業(yè)，能改進(jìn)工具和機(jī)器，設(shè)計(jì)出更精致合用的工具和機(jī)器，從而提高勞動生產(chǎn)率。 2.1.3 羅伯特歐文（Robbert Owen) Returns from investments in human resources would far exceed those in machinery and equipment.,2.2 The Classical School 2.2.1 Scientific Management School by Frederick Taylor 泰羅(泰勒）的科學(xué)管理理論 problem ：（1）Misuse

7、 of labor （2）Payment （3）Organization and management innovation： （1）Find “one best way” for each job and scientifically select and train workers. A、improvement of operations: 作業(yè)研究原理（Motion study) 時間研究原理（Time Study) 操作動作動素,“在這些實(shí)驗(yàn)中，我們并不想去探索一個人在一次短促突擊或三兩天中最多能干多少活，我們所研究的是在一個整勞動日里，一個頭等工人活計(jì)的實(shí)際構(gòu)成是什么；一個工人能年復(fù)

8、一年地正常地完成一個勞動日的最佳工作量，下班后仍然精神旺盛?！?“如果施密特為想掙高工資而被允許去沖擊那堆47噸生鐵，但卻未經(jīng)懂得搬運(yùn)生鐵藝術(shù)或科學(xué)的人的指導(dǎo)，那么，興許在一天中他只干到十一二點(diǎn)鐘，就累倒了。他不得不持續(xù)不斷地干活，這使他的肌肉得不到適當(dāng)?shù)男菹r間，而這明明是為復(fù)原所絕對必需的。這樣，還沒干到這一天的早半晌，他就會完全精疲力盡了。但是如果有一個懂得這個規(guī)律的人每天監(jiān)督和指導(dǎo)他干活，直到使他養(yǎng)成一種習(xí)慣，能利用適當(dāng)?shù)拈g隙休息，他就能在一整天中以平均的速度干活，而不至于使他自己感到過度的勞累?！?不是苦干，而是更聰明地干活。,B、 Standardization of Proced

9、ures and Work Environment C、The selection and Training of Staff (2)、Incentive Wage Plans differential rate piece work (3)、The separation of management and workers The role of managers is to plan and control. The role of workers is to perform. TAYLORS FOUR PRINCIPLES OF MANAGEMENT Frank and Lillian G

10、ilbreth Henry Ford: Assembly line “降低部分工人的思考的必要性和將工人的移動次數(shù)減至最低，因?yàn)楣と艘苿右淮沃豢赡茏鲆患??！薄拔覀兿Ｍと酥蛔瞿切┮蟊仨氉龅氖虑?。組織是高度分工的，一部分與另一部分是相互依賴的，我們一刻也不能允許讓工人按他們自己的方式來工作，沒有最嚴(yán)格的紀(jì)律，我們就會陷入極大的混亂?！?1916年產(chǎn)福特T型車,1908年 6000輛T型車 850美元； 1916年 6萬輛 360美元；第1500萬輛車 290美元。 轎車價格每降低1美元，我就可以新增1000個購買者。,Problems of Scientific Management: Ec

11、onomic man Now one of the first requirements for a man who is fit to handle pig iron ad a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental makeup the ox than any other type. Specialized jobs became very boring、dull Ignore the social conte

12、xt and workers needs, it led to increased conflict and sometimes violent clashes between managers and employees. Focus on the lowest organizational level,2 .2.2 General Administrative Theory 一般管理學(xué)派 Henry Fayol 亨利 法約爾 -concerned with making the overall organization more effective -developed theories

13、of what constituted good management practice (1)、Business Activities: Technical：Production, manufacture Commercial: Buying,Selling,Exchange Financial: Search for and optimal use of capital Accounting: Stocktaking, Balance sheets,costs,statistics Security: Protection of property and persons Manageria

14、l: Plan,Organize,Command,Coordination,Control (2) Management Functions: Planning, Organizing, Commanding, Coordinating, Controlling.,(3) 14 Principles of Management Division of Labor Unity of Direction Centralization and Decentralization Authority and Responsibility Scalar Chain gang-plank principle

15、 Equity Discipline: Discipline is what leaders make it. Unity of Command: People cannot bear dual command Remuneration Subordination of individual interest to the organizations interest Order Stability of staff Initiative Esprit de corps,2.2.3 Max Weber 馬克斯韋伯（科層組織理論） Seeks to create an organization

16、that leads to both efficiency and effectiveness. Max Weber developed the concept of bureaucracy. Bureaucracy - ideal type of organization A formal system of organization and administration to ensure effectiveness and efficiency. Weber developed the Six principles: (P33) Division of Labor Authority H

17、ierarchy Formal Selection Formal Rules and Regulations Impersonality Career Orientation,2.3 The Hawthorne Studies and The Industrial Relation School by Mayo 霍桑實(shí)驗(yàn)和梅奧的人際關(guān)系學(xué)說 Organizational Behavior study of the actions of people at work believed that people were the most important asset of the organiz

18、ation ideas provided the basis for a variety of human resource management programs employee selection employee motivation,2.3.1 The Hawthorne Studies Study of worker efficiency at the Hawthorne Works of the Western Electric Co. during 1924-1932. Illumination studies: Worker productivity was measured

19、 at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, productivity rose. intensity of illumination not related to productivity 繼電器裝配小組實(shí)驗(yàn) Actually, it appears that the workers enjoyed the attention they received as part of the

20、study and were more productive.,Hawthorne Effect: When special attention is given to workers by management, productivity is likely to increase, regardless of actual changes in the working conditions. Interviewing Studies訪談實(shí)驗(yàn) Observational Studies,2.3.2 Mayos Theory 1、 Economic rewards (incentive pay

21、) by themselves have little effect in production levels. Many workers fear loss of attention and respect from co-workers than they desire increased pay. 2、 Informal work groups and the social environment have great influence on productivity. 3、 Leadership is a crucial element in the work situation a

22、nd there is a difference in formal and informal leadership. Contribution of Mayor: - revealed the importance of social norms as determinants of individual work behavior changed the dominant view that employees were no different from any other machines,Theory X and Y Douglas McGregor proposed the two

23、 different sets of worker assumptions. Theory X: Assumes the average worker is lazy, dislikes work and will do as little as possible. Managers must closely supervise and control through reward and punishment. Theory Y: Assumes workers are not lazy, want to do a good job and the job itself will deter

24、mine if the worker likes the work. Managers should allow the worker great latitude, and create an organization to stimulate the worker.,Theory Z William Ouchi researched the cultural differences between Japan and USA. USA culture emphasizes the individual, and managers tend to feel workers follow th

25、e Theory X model. Japan culture expects worker committed to the organization first and thus behave differently than USA workers. Theory Z combines parts of both the USA and Japan structure. Managers stress long-term employment, work-group, and organizational focus.,2.4 Modern Theories System Approac

26、h This approach looks at the organization as a series of inter-dependent systems and sub-systems. All sub-units have to work together for the benefit of the organization as a whole. The system approach helps managers to realize the importance of cooperation and coordination between departments.,Quan

27、titative Approach To Management Operations Research (Management Science) use of quantitative techniques to improve decision making applications of statistics optimization models computer simulations of management activities Linear programming - improves resource allocation decisions Critical-path sc

28、heduling analysis - improves work scheduling,Contingency Approach This approach stresses the importance of circumstances or environmental factors which surround the firm. Many variables affect the profitability and productivity of the firm. Assumes there is no one best way to manage. Managers are ma

29、de to realize that internal and external factors must be considered in decision making. In the contingency approach, all ideas are examined and analyzed to see how each fits into the aims, structure, capacity, resources and leadership of the organization.,Current Trends And Issues,Globalization all

30、organizations are faced with the opportunities and challenges of operating in a global market no longer constrained by national borders 安東尼吉登斯（Anthony Giddens）,Workforce Diversity heterogeneous workforce in terms of gender, race, ethnicity, and age workforce is getting older Asians and Hispanics are

31、 an increasingly large percentage of workforce “melting pot” approach versus celebration of differences,Entrepreneurship three important themes pursuit of opportunities - capitalizing on environmental change to create value innovation - introducing new approaches to satisfy unfulfilled market needs

32、growth - not content to remain small will continue to be important in all societies will influence profit and not-for-profit organizations,比空氣重的飛行器是不可能的。 開爾文爵士,英國數(shù)學(xué)家、物理學(xué)家,英國皇家學(xué)會會長,1895年 人絕對登不上月球,不管將來的科學(xué)多么先進(jìn)。 李德福雷斯特,三極管發(fā)明者,1957年2月25日 沒有理由要每個人家里有一臺電腦。 肯奧爾森,數(shù)字設(shè)備公司總裁,在國際未來社會大會上的發(fā)言,1977年 640K對任何人來說都足夠了。

33、比爾蓋茨,1981年,Managing in an E-Business World E-commerce - any form of business exchange or transaction in which parties interact electronically E-business - comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with key constituencies intrane

34、t - an internal organizational communication system that uses Internet technology and is accessible only by organizational employees,Different kinds of E-Commerce Business-to-Consumer(B2C):Electronic retailing Government-to-Business(G2B):All transactions between companies and government agencies Bus

35、iness-to-Business(B2B):All transactions between a company and its suppliers Consumer-to-Consumer(C2C):Electronic markets formed by Web-based auctions,Need for Innovation and Flexibility without a constant flow of new ideas, an organization is doomed to obsolescence or even worse must be flexible to

36、accommodate changing customers needs, appearance of new competitors, and shifting employees from project to project Quality Management Total Quality Management (TQM) - philosophy of management based on continual improvement and responding to customer needs and expectations,Learning Organizations and Knowledge Management learning organization - one that has developed the capacity to continuously learn, adapt, and change create learning capabilities throughout the organization understanding that knowledge is an important r