羅賓斯管理學管理理論與發(fā)展ppt課件

1、Management History Module Chapter1ContentsHistorical Background of ManagementScientific Management General Administrative TheoryQuantitative ApproachToward Understanding Organizational BehaviorThe Systems ApproachThe Contingency ApproachCurrent Issues and Trends21. Historical Background of Managemen

2、tEarly evidences of management practice.Adam Smiths division of laborIndustrial revolutionL E A R N I N G O U T L I N E Picture of pyramid4251. Historical Background of ManagementAncient ManagementEgypt (pyramids) 5000 years agoa project of 100,000 People for 20 yearsWho told each workers what to do

3、? Who ensured that there would be enough stones at the site to keep workers busy?Some one had to plan what was to be done, organize people and materials to do it, lead and direct the workers, and impose some controls to ensure that everything was done as planned.They wereManagersVenice 中心碼頭 古代威尼斯造船流

4、水線Picture of the site of6271. Historical Background of ManagementAncient Management Venetians (floating warship assembly lines)During the 1400s in the city of VeniceWarship were floated along the canals and at each stop, materials and riggings were added to the ships,Developed inventory systems to k

5、eep track of materials, Developed human resource managementStarted an accounting system to keep track of revenues and costs 281. Historical Background of ManagementAncient ManagementChina 中國古代的管理實際商周的管理職位“三官五卿六爵軍隊長城的建立Picture of the Great WallChina (The Great Wall)92101. Historical Background of Man

6、agementAdam Smith 亞當.斯密Published “The Wealth of Nations in 1776Advocated the division of labor (job specialization) to increase the productivity of workersPin industry as an example:10 individuals, each doing specialized task, could produce about 48,000 pins a dayEach person worked alone, performing

7、 each task separately, it would be quite an accomplishment to produce even 10 pins a day.2111. Historical Background of ManagementIndustrial Revolution (the late of 18th century)Substituted machine power for human labor, making it more economical to manufacture goods in factories rather than at home

8、Created large efficient organizations in need of managementTo forecast the demandEnsure enough material was on hand to make productsAssign tasks to peopleDirect daily activities1. Historical Background of ManagementIndustrial RevolutionSubstituted machine power for human laborCreated large organizat

9、ions in need of management (plan,organize, lead, control)工業(yè)革命帶來的大規(guī)模消費，促進了管理實際的開展，逐漸構成了系統(tǒng)的管理實際122. Scientific ManagementFredrick Winslow TaylorFrank and Lillian GilbrethThe Opperational Approach2. Scientific ManagementFredrick W. Taylor- 泰勒Frederick Winslow Taylor (March 20, 1856 March 21, 1915) was

10、an American mechanical engineer at the steel company in Pennsylvania who sought to improve industrial efficiency.Father of scientific managementP2914Scientific Management (cont.)F.W. Taylor Problems Employees were inclined to “take it easy on the job-no work standards existed -workers were placed in

11、 jobs with little or no concern for matching their abilities with the tasks -managers and workers were in continual conflictworkers output was believed only about one-third of what was possibleF.W. Taylors Solution- “one best way: Pig iron experimentWorkers were asked to load pigs of iron to railcar

12、s by applying different combinations of procedures, techniques, and tools.The average daily output of workers was improved from 12.5 tons to 48 tonsExhibit 22Taylors Four Principles of ManagementDevelop a science for each element of an individuals work, which will replace the old rule-of-thumb metho

13、d. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. Divide work and responsibility almost equally between management and workers. Ma

14、nagement takes over all work for which it is better fitted than the workers. result consistent improvements in productivity in the range of 200%P3017Exhibit 22 Key words of Taylors Four Principles of ManagementScientific method Selecting and trainingCooperationSharing responsibilityP30182. Scientifi

15、c ManagementFredrick W. TaylorPublished Principles of Scientific Management (1911)The theory of scientific managementUsing scientific methods to define the “one best way for a job to be done:Putting the right person on the job with the correct tools and equipment.Having a standardized method of doin

16、g the job.Providing an economic incentive to the worker. The “father of scientific managementP2919Scientific Management (contd)Frank and Lillian GilbrethFocused on increasing worker productivity through the reduction of wasted motionDeveloped a device called a micro-chronometer (Therbligs) to time w

17、orker motions and optimize work performance20221Scientific Management (contd)How to use How Do Todays Managers Use Scientific Management?Use time and motion studies to increase productivityToyota assembly line improvementSports Hire the best qualified employeesDesign incentive systems based on outpu

18、tFocus & side effects 視點與副作用FocusProductivity improvement of Individual OperativesSide effectsOperatives are looked as machinesConflicts between managers and operatives223. General Administrative Theory普通行政實際 Henri Fayol & Max WeberThe universal process approach3. General Administrative TheoryHenri

19、Fayol亨利.法約爾Henri Fayol (Istanbul, 29 July 1841 Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration that is often called Fayolism.A managing director of a French coal-mining firm for 52 years.243. General Administrative

20、 TheoryHenri Fayol Focus on all managers not first line managers as Taylor concerned with making the overall organization more effectiveManagement was an activity to all business endeavors, government, and even in the homeTwo Contributions:Planning, Organizing, Commanding, Coordinating, and Controll

21、ing 方案組織命令協(xié)調(diào)控制 Fourteen principles for management25Fayols Management Functions-POCCC(1) Planning To complete a plan of action for the future(2) Organizing To provide and mobilize resources to implement the plan(3) Commanding To lead, select, and evaluate workers to get the best work toward the plan(

22、4) Coordinating To fit subunit efforts together and ensure information is shared and problems solved(5) Controlling To make sure things happen according to plan, and to take necessary corrective actionExhibit MH3 Fayols 14 Principles of Management十四條管理原那么Division of work.Authority.Discipline.Unity o

23、f command.Unity of direction.Subordination of individual interests to the general interest.Remuneration.報酬Centralization.Scalar chain. 等級鏈Order.Equity.Stability of tenure of personnel.Initiative. (自動性，自發(fā)性Esprit de corps. 集體精神P3127228General Administrative TheoryMax Weber 馬克思韋伯A German sociologist wh

24、o studied organizations.Developed a theory of authority structures and Relations based on an ideal type of organization (bureaucracy) 官僚制度Emphasized rationality, predictability, impersonality, technical competence, and authoritarianismBureaucracy is a lot like scientific managementExhibit 24Webers I

25、deal Bureaucracy 韋伯的理想官僚構造P3229How to use-General Administrative Theorists (cont.) The functional view of a managers job can be traced to Henri Fayol Webers bureaucratic characteristics are still evident in many of todays large organizations even in highly flexible organizations of talented professi

26、onals where some bureaucratic systems are necessary to ensure that resources are used efficiently and effectively3. General Administrative TheoryDifferences between G A Theory & Scientific ManagementFayol-G A Theory-entire organization-activities of all managers-a practitioner who managed from perso

27、nal experienceTaylor-Scientific management-individual worker-management at shop floor,the lowest organizational level-a scientist who used thescientific methods to manage314. Quantitative ApproachQuantitative approachs contribution to the field of management.How todays managers use the quantitative

28、approach.L E A R N I N G O U T L I N E 4. Quantitative ApproachW. Edwards Deming 戴明Joseph M. Juran 朱蘭Developed and widely used after World War II Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsWhiz Kids33Contributions of Quant

29、itative Approach Use of quantitative techniques to improve decision makingFocuses on improving managerial decision making by applying:Statistics, optimization models, information models, and computer simulationsAlso called operations research or management scienceExample of America West Airlines-rev

30、erse pyramid way of boarding34Total quality management (TQM)W. Edwards Deming and Joseph M. Juran advocated in the 1950s in the U.S., become popular in 1980s-90s in Japan A management philosophy devoted to continual improvement and responding to customer needs and expectations35Exhibit 25 What Is Qu

31、ality Management? Intense focus on the customer (in/outsiders)Concern for continual improvementProcess-focused quality management focuses on work processImprovement in the quality of everythingAccurate measurement measure, compare and correctEmpowerment of employees P35How to useThis approach has co

32、ntributed most directly to managerial decision making, particularly in planning and controlling -Linear programming -Critical-path scheduling analysis The application of computer software programs made it possible to use quantitative techniques for managers5. Understanding Organization BehaviorContr

33、ibutions of the early advocates of OB.Contributions of the Hawthorne Studies to the field of management.How to use the behavioral approach.5. Understanding Organizational Behavior 組織行為Organizational Behavior (OB)The study of the actions of people at work; people are the most important asset of an or

34、ganizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard39Exhibit 26Early Advocates of OBP3340Conducted at Western Electric from 1924 to 1932.Illumination experiment in 1924 by engineersexperimental group (various lighting intensities) control group (constant intensi

35、ty)Findings:The Hawthorne Studies 1霍桑實驗Productivity unexpectedly increased under imposed adverse working conditions.41Conducted at Western Electric from 1927-1932 by Harvard professor Elton MayoExperiment in the redesign of jobs-Elton Mayo 梅奧Piece work pay, rest periods, length of working days, grou

36、p and individual wage payFindings:Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.社會規(guī)范、組織規(guī)范和態(tài)度比金錢刺激更加影響任務行為和產(chǎn)出The Hawthorne Studies 242Organizational Behavior (cont.)How to use OB helps managers in designing motivati

37、ng jobs, working with employee teams, and opening up communication channels provided the foundation for current theories of motivation, leadership, group behavior and development, and other behavioral topics6. Systems Approach 系統(tǒng)實際Describe an organization using the systems approach.Discuss how the s

38、ystems approach helps us management.6. The Systems ApproachSystem DefinedA set of interrelated and interdependent parts arranged in a manner that produces a unified whole.First advocator: Chester Barnard, a company executive 1938, publication of The Functions of an Executive1960s widely accepted456.

39、 The Systems ApproachBasic Types of SystemsClosed systems 閉合系統(tǒng)Are not influenced by and do not interact with their environment (all system input and output is internal).Open systems 開放系統(tǒng)Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distrib

40、uted into their environments. organizations- take in inputs from their environments- transform or process inputs into outputs- outputs are distributed into the environment46Exhibit 26The Organization as an Open SystemP3647ExamplesProduction department and marketing department 消費與銷售Purchasing departm

41、ent and production department 消費與采購Organizations survive and their environment, such as government regulations, supplier relations, o the varied external constituencies upon which it depends 企業(yè)的生存與環(huán)境48Implications of the Systems ApproachCoordination of the organizations parts is essential for proper

42、 functioning of the entire organization. 協(xié)調(diào)協(xié)作Decisions and actions taken in one area of the organization will have an effect in other areas of the organization. 部分決策行動，涉及全部Organizations are not self-contained and, therefore, must adapt to changes in their external environment. 組織必需順應外部環(huán)境變化497. The C

43、ontingency Approach 權變實際Distinction of contingency approach How the contingency approach helps us understand management.7. The Contingency ApproachContingency Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set of management principles (rules) by

44、 which to manage organizations.Organizations are individually different, face different situations (contingency variables), and require different ways of managing.If, then 假設那么51Exhibit MH8 Popular Contingency VariablesOrganization size 企業(yè)規(guī)模As size increases, so do the problems of coordination.Routi

45、neness of task technology義務技術日?；萊outine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or non-routine technologies.Environmental uncertainty 環(huán)境穩(wěn)定性What works best in a stable and predictable environment may be tota

46、lly inappropriate in a rapidly changing and unpredictable environment.Individual differences 個人差別Individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.P3852 Major Approaches to ManagementScientific ManagementGeneral Administrative TheoryQuantitati

47、ve ManagementOrganizational BehaviorSystems ApproachContingency ApproachClassical management theoriesContemporary management thoughts53Development of Major Management Theories 人物引見：彼得.德魯克Peter F. Drucker 1909.11.19-2005.11.11管理學之父，第一個提出“管理學概念的人195419732002“總統(tǒng)自在勛章558. Current Trends and Issues8. Curr

48、ent Trends and IssuesGlobalizationEthicsWorkforce DiversityEntrepreneurshipE-business worldKnowledge ManagementLearning OrganizationsQuality Management57Lecture Outline review in Chinese引言一、管理的歷史背景二、科學管理 重要奉獻 弗雷德里克.溫斯洛.泰勒 弗蘭克和莉蓮.吉爾布雷斯 當今的管理者怎樣運用科學管理？三、普通行政管理實際家 重要奉獻 亨利.法約爾 馬克斯.韋伯 當今的管理者怎樣運用普通行政管 理實際

49、？四、管理定量方法 重要奉獻 當今的管理者怎樣運用定量方法？五、了解組織行為 早期的倡導者 霍桑研討 當今的管理者怎樣運用行為方法？六、系統(tǒng)方法 系統(tǒng)方法和管理者七、權變方法 權變方法和管理者八、當前的趨勢和問題 全球化 倫理 任務人員多樣化 企業(yè)家 在電子商務世界的管理 知識管理和學習型組織 質(zhì)量管理259Learning Summary What Does History Tell Us About ManagementOrganized endeavors have existed for thousands of years-examples of Pyramids，the Great

50、 Wall.Adam Smiths Wealth of Nation (division of labor)The Industrial Revolution What is Scientific Management?Using scientific method to find “One best way to do a jobImportant contributors: Frederic W. Taylor (POCCC, pig iron experiment); Frank and Lillian Gibreth (time and motion study)Still used

51、to improve efficiency.260Learning Summary (contd) What is General Administrative Theory?Focuses on managers and what good management practice isImportant contributors: Fayol (14 principles of management) and Max Weber (bureaucracy)Still used today as part of many current management conceptWhat is th

52、e Quantitative Approach?Using quantitative techniques to improve decision making; also known as operation research, and management sciences.Involve application of statistics, optimization models, information models, and computer simulationsStill used today, especially in planning and control.261What is the Organizational Behavior Approach to Management?Organizational behavior is the study of people at workEarly advocates ( Owen, Munsterberg,