美國人學(xué)習(xí)的《管理學(xué)》教程（3）美國原版教程

1、PowerPoint Presentation to AccompanyManagement, 9/eJohn R. Schermerhorn, Jr.Prepared by: Jim LoPresti University of Colorado, BoulderPublished by: John Wiley & Sons, Inc.Chapter 3: Management Historical Perspectives1Planning Ahead Chapter 3 Study QuestionsWhat can be learned from classical managemen

2、t thinking? What insights come from behavioral management approaches?What are the foundations of modern management thinking?2Study Question 1: What can be learned from classical management thinking?Classical approaches to management include:Scientific managementAdministrative principlesBureaucratic

3、organization3 Major branches in the classical approach to management.4Study Question 1: What can be learned from classical management thinking?Scientific management (Frederick Taylor)Develop rules of motion, standardized work implements, and proper working conditions for every job.Carefully select w

4、orkers with the right abilities for the job.Carefully train workers and provide proper incentives.Support workers by carefully planning their work and removing obstacles.5Study Question 1: What can be learned from classical management thinking?Scientific management (the Gilbreths)Motion studyScience

5、 of reducing a job or task to its basic physical motions.Eliminating wasted motions improves performance.6Study Question 1: What can be learned from classical management thinking?Practical lessons from scientific managementMake results-based compensation a performance incentiveCarefully design jobs

6、with efficient work methodsCarefully select workers with the abilities to do these jobsTrain workers to perform jobs to the best of their abilitiesTrain supervisors to support workers so they can perform jobs to the best of their abilities7Study Question 1: What can be learned from classical managem

7、ent thinking?Administrative principles (Henri Fayol) rules of management:Foresight to complete a plan of action for the future.Organization to provide and mobilize resources to implement the plan.Command to lead, select, and evaluate workers to get the best work toward the plan.Coordination to fit d

8、iverse efforts together and ensure information is shared and problems solved.Control to make sure things happen according to plan and to take necessary corrective action.8Study Question 1: What can be learned from classical management thinking?Administrative principles (Henri Fayol) key principles o

9、f management:Scalar chain there should be a clear and unbroken line of communication from the top to the bottom of the organization.Unity of command each person should receive orders from only one boss.Unity of direction one person should be in charge of all activities with the same performance obje

10、ctive.9Study Question 1: What can be learned from classical management thinking?Administrative principles (Mary Parker Follett)Groups and human cooperation:Groups are mechanisms through which individuals can combine their talents for a greater good.Organizations are cooperating “communities” of mana

11、gers and workers.Managers job is to help people in the organization cooperate and achieve an integration of interests.10Study Question 1: What can be learned from classical management thinking?Administrative principles (Mary Parker Follett)Forward-looking management insights:Making every employee an

12、 owner creates a sense of collective responsibility (precursor of employee ownership, profit sharing, and gain-sharing)Business problems involve a variety of inter-related factors (precursor of systems thinking)Private profits relative to public good (precursor of managerial ethics and social respon

13、sibility)11Study Question 1: What can be learned from classical management thinking?Bureaucratic organization (Max Weber)BureaucracyAn ideal, intentionally rational, and very efficient form of organization.Based on principles of logic, order, and legitimate authority.12Study Question 1: What can be

14、learned from classical management thinking?Characteristics of bureaucratic organizations:Clear division of laborClear hierarchy of authorityFormal rules and proceduresImpersonalityCareers based on meritPossible disadvantages of bureaucracy:Excessive paperwork or “red tape”Slowness in handling proble

15、msRigidity in the face of shifting needsResistance to changeEmployee apathy13Study Question 2: What insights come from the behavioral management approaches?Human resource approaches include:Hawthorne studiesMaslows theory of human needsMcGregors Theory X and Theory YArgyriss theory of adult personal

16、ity14 Foundations in the behavioral or human resource approaches to management15Study Question 2: What insights come from the behavioral management approaches?Hawthorne studiesInitial study examined how economic incentives and physical conditions affected worker output.No consistent relationship fou

17、nd.“Psychological factors” influenced results.16Study Question 2: What insights come from the behavioral management approaches?Hawthorne studies (cont.)Relay assembly test-room studiesManipulated physical work conditions to assess impact on output.Designed to minimize the “psychological factors” of

18、previous experiment.Factors that accounted for increased productivity:Group atmosphereParticipative supervision17Study Question 2: What insights come from the behavioral management approaches?Hawthorne studies (cont.)Employee attitudes, interpersonal relations and group processes.Some things satisfi

19、ed some workers but not others.People restricted output to adhere to group norms.Lessons from the Hawthorne Studies:Social and human concerns are keys to productivity.Hawthorne effect people who are singled out for special attention perform as expected.18Study Question 2: What insights come from the

20、 behavioral management approaches?Maslows theory of human needsA need is a physiological or psychological deficiency a person feels compelled to satisfy.Need levels:PhysiologicalSafetySocialEsteemSelf-actualization19 Maslows hierarchy of human needs.20Study Question 2: What insights come from the be

21、havioral management approaches?Maslows theory of human needsDeficit principleA satisfied need is not a motivator of behavior.Progression principleA need becomes a motivator once the preceding lower-level need is satisfied.Both principles cease to operate at self-actualization level.21Study Question

22、2: What insights come from the behavioral management approaches?McGregors Theory X assumes that workers:Dislike workLack ambitionAre irresponsibleResist changePrefer to be ledMcGregors Theory Y assumes that workers are:Willing to workCapable of self controlWilling to accept responsibilityImaginative

23、 and creativeCapable of self-direction22Study Question 2: What insights come from the behavioral management approaches?Implications of Theory X and Theory Y:Managers create self-fulfilling prophecies.Theory X managers create situations where workers become dependent and reluctant.Theory Y managers c

24、reate situations where workers respond with initiative and high performance.Central to notions of empowerment and self-management.23Study Question 2: What insights come from the behavioral management approaches?Argyriss theory of adult personalityClassical management principles and practices inhibit

25、 worker maturation and are inconsistent with the mature adult personality.Management practices should accommodate the mature personality by: Increasing task responsibilityIncreasing task varietyUsing participative decision making24Study Question 3: What are the foundations of modern management think

26、ing?Foundations for continuing developments in managementSystems view of organizationsContingency thinkingCommitment to quality and performanceLearning organizations25Study Question 3: What are the foundations of modern management thinking?Systems thinkingSystemCollection of interrelated parts that

27、function together to achieve a common purpose.SubsystemA smaller component of a larger system.Open systemsOrganizations that interact with their environments in the continual process of transforming resource inputs into outputs.26Figure 3.4 Organizations as complex networks of interacting subsystems

28、.27Study Question 3: What are the foundations of modern management thinking?Contingency thinkingTries to match managerial responses with problems and opportunities unique to different situations.Especially individual or environmental differences.No “one best way” to manage.Appropriate way to manage

29、depends on the situation.28Study Question 3: What are the foundations of modern management thinking?Quality and performance excellenceManagers and workers in progressive organizations are quality conscious.Quality and competitive advantage are linked.Total quality management (TQM)Comprehensive appro

30、ach to continuous quality improvement for a total organization.Creates context for the value chain.29Study Question 3: What are the foundations of modern management thinking?Quality and performance excellenceISO certificationGlobal quality benchmark.Refine and upgrade quality to meet ISO standardsCo

31、ntinuous improvementContinual search for new ways to improve qualitySomething always can and should be improved on30Study Question 3: What are the foundations of modern management thinking?Quality and performance excellenceQuality circleSmall groups of workers meeting regularly to discuss quality imp