管理学原理ChEvolutionofManage课件

《管理学原理ChEvolutionofManage课件》由会员分享，可在线阅读，更多相关《管理学原理ChEvolutionofManage课件（34页珍藏版）》请在装配图网上搜索。

1、STEPHEN P.ROBBINSSTEPHEN P.ROBBINSMARY COULTERMARY COULTER9 9thth ed.ed.Chapter TwoEvolution of Management Theory1.1.Historical Background of ManagementlAncient ManagementlEgypt(pyramids)and China(Great Wall)lAdam SmithlPublished“The Wealth of Nations”in 1776lAdvocated the division of laborlIndustri

2、al RevolutionlSubstituted machine power for human laborlCreated large organizations in need of management2Evolution of Management TheoryClassical Management TheoryBehavioral Management TheoryManagement Science Theory Contemporary Management Theory1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 199

3、0 20003.管理理论演进的主线管理理管理理论古典理古典理论行政管理行政管理一般管理一般管理科学管理科学管理 权变理理论现代理代理论行行为科学科学人人际关系关系霍桑霍桑实验行行为理理论管理决策管理决策管理科学理管理科学理论系系统管理管理4.2.Classical Management TheorylTaylor:Scientific Management TheorylFayol:General Administrative Management TheorylWeber:Theory of Bureaucracyreturn5.2.1 Scientific Management Theor

4、yRepresentative lFrederick Winslow Taylor 泰勒lThe“father”of scientific managementlPublished Principles of Scientific Management(1911)6.TaylorUsed scientific methods to define the“one best way”for a joblPutting the right person on the job with the correct tools and equipmentlHaving a standardized meth

5、od of doing the joblProviding an economic incentive to the workerreturn72.2 General Administrative TheoryHenri Fayol 法法约尔 FrenchlDeveloped fourteen principles of managementlDeveloped five functions of management8Fayols 14 Principles of Management1.1.Division of work.Division of work.2.2.Authority.Au

6、thority.3.3.Discipline.Discipline.4.4.Unity of command.Unity of command.5.5.Unity of direction.Unity of direction.6.6.Subordination of Subordination of individual interests individual interests to the general to the general interest.interest.7.7.Remuneration.Remuneration.8.8.Centralization.Centraliz

7、ation.9.9.Scalar chain.Scalar chain.10.10.Order.Order.11.11.Equity.Equity.12.12.Stability of tenure Stability of tenure of personnel.of personnel.13.13.Initiative.Initiative.14.14.Esprit de corps.Esprit de corps.9.Fayols Five Functions of ManagementlPlanning lOrganizing lCommandinglCoordinating lCon

8、trolling Leadingreturn102.3 Theory of Bureaucracy Max Weber 韦伯 GermanlDeveloped a theory of bureaucracy based on an ideal type of organizationlIdeal form of organization the bureaucracy11Webers Ideal Bureaucracyreturn1212.3.Behavioral Management TheorylMayo:Human Relations Theory lMaslow:Hierarchy o

9、f NeedslMcGregor:Theory X&Theory YlHerzberg:Motivation-Hygiene Theoryreturn13.3.1 The Hawthorne StudieslA series of productivity experiments(1924-1932)lExperimental findingslProductivity unexpectedly increased under imposed adverse working conditions.lThe effect of incentive plans was less than expe

10、cted.lWorkers are also“social man”,not just“economic man”lSocial norms,group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.14i.（1924-1927)lEffect of lighting on workers productivitylFound that productivity almost always increased afte

11、r any change in illuminationlRealized that something else besides lighting was affecting productivity 15.ii.(1927-1932)lMayo as consultant(梅奥梅奥,founder of Human Relations Theory)lChanged pay rules,workday and workweek lengthslFound that changing a variable usually increased productivity,even if the

12、variable was just a change back to the original condition lHypothesized that working as a group,being treated as special(working in a separate room)were the real reasons for the productivity increase16iii.Interviewsiv.(1931-1932)lThe effect of payment incentives was less than expectedlAlthough paid

13、by individual productivity,productivity did not go up because they were afraid if produced more,the base rate would changelInformal group and social hierarchy were formed,and served to control group members and to manage bossesreturn173.2 Maslows Hierarchy of NeedsAbraham H.Maslow 马斯洛 AmericanlNeeds

14、 were categorized as five levels of lower-to-higher-order needs.lMotivating a person depends on knowing at what level that person is on the hierarchy.18Maslows Hierarchy of NeedsPhysiologySelf-actualizationEsteemSocialSafety19Assumes that workers dislike work avoid responsibilityAssumes that workers

15、 like to work desire responsibility3.3 Theory X&Theory YDouglas McGregor 麦克雷戈麦克雷戈 AmericanHe suggested that management could use either set of needs to motivate employees204.Management Science TheorylAlso called Quantitative TheorylEvolved from mathematical and statistical methods:lstatistics,optimi

16、zation models,information models,computer simulations,forecasting,and game theory return214.1 Simon&Decision-MakinglHerbert A.Simon 西蒙 AmericanlNobel Prize winner in economicslHe was among the founding fathers of lartificial Intelligence ldecision-makinglproblem-solvinglpsychology of human cognition

17、22Decision-making in terms of uncertainty:lAgents face uncertainty about the future and costs in acquiring information in the present.thus they possess only“bounded rationality”and make decisions by“satisficing,”or choosing what might not be optimal but will make them happy enough.return234.2 The Sy

18、stems TheorySystem DefinedlA set of interrelated and interdependent parts arranged in a manner that produces a unified wholeBasic Types of SystemslClosed systemslOpen systems24The Organization as an Open System2525.Implications of the Systems TheorylCoordination of the organizations parts is essenti

19、al for proper functioning of the entire organization.lDecisions and actions taken in one area of the organization will have an effect in other areas of the organization.lOrganizations are not self-contained and must adapt to changes in their external environment.return265.Contemporary Management The

20、ory5.1 The Contingency TheorylAlso called the Situational Approach.lThere is no one universally applicable set of management rules.lOrganizations are individually different,face different situations,and require different ways of managing.275.2 Peter F.DruckerPeter F.Drucker 1905-2005 德德鲁克克lManagemen

21、t by objectives lKnowledge economylAwarded the Presidential Medal of Freedom by U.S.President George W.Bush in 2002.28.6.Current Trends and IssueslGlobalizationlEthicslWorkforce DiversitylE-businesslEntrepreneurshiplLearning OrganizationslKnowledge ManagementlQuality Management29lGlobalizationlPolit

22、ical and cultural challenges of operating in a global marketlEthicslIncreased use of codes of ethics by businesseslWorkforce DiversitylIncreased heterogeneity in the workforcelMore gender,minority,ethnic in employeesle-BusinesslUse electronic linkages to organizations key constituenciesle-business o

23、rganization30lEntrepreneurshiplEntrepreneurship processlPursuit of opportunitieslInnovation in products,services,or business methodslDesire for continual growth of the organizationlQuality Management lQuality management is a philosophy of management that is driven by continual improvement and respon

24、ding to customers needs and expectations.31lLearning OrganizationlAn organization that has developed the capacity to continuously learn,adapt,and change.lKnowledge ManagementlThe cultivation of a learning culture where organizational members systematically gather and share knowledge with others in o

25、rder to achieve better performance.32Terms to Knowldivision of labor(or job specialization)lscientific managementlgeneral administrative theorylFayols 14 principles of managementlBureaucracylManagement Science Theory lcontingency approachlorganizational behavior(OB)lHawthorne StudieslMaslows Hierarchy of NeedslTheory X&Theory YlMotivation-Hygiene Theorylsystem theory3333.谢谢观看！