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PowerPointPresentationbyCharlieCookCopyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved 2 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter HistoricalBackgroundofManagementExplainwhystudyingmanagementhistoryisimportant Describesomeearlyevidencesofmanagementpractice ScientificManagementDescribetheimportantcontributionsmadebyFredrickW TaylorandFrankandLillianGilbreth Explainhowtoday smanagersusescientificmanagement Copyright 2005PrenticeHall Inc Allrightsreserved 2 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter GeneralAdministrativeTheoristsDiscussFayol s14managementprinciples DescribeMaxWeber scontributiontothegeneraladministrativetheoryofmanagement Explainhowtoday smanagersusegeneraladministrativetheory QuantitativeApproachtoManagementExplainwhatthequantitativeapproachhascontributedtothefieldofmanagement Discusshowtoday smanagersusethequantitativeapproach Copyright 2005PrenticeHall Inc Allrightsreserved 2 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter TowardUnderstandingOrganizationalBehaviorDescribethecontributionsoftheearlyadvocatesofOB ExplainthecontributionsoftheHawthorneStudiestothefieldofmanagement Discusshowtoday smanagersusethebehavioralapproach TheSystemsApproachDescribeanorganizationusingthesystemsapproach Discusshowthesystemsapproachisappropriateforunderstandingmanagement Copyright 2005PrenticeHall Inc Allrightsreserved 2 5 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter TheContingencyApproachExplainhowthecontingencyapproachdiffersfromtheearlytheoriesofmanagement Discusshowthecontingencyapproachisappropriateforstudyingmanagement CurrentIssuesandTrendsExplainwhyweneedtolookatthecurrenttrendsandissuesfacingmanagers Describethecurrenttrendsandissuesfacingmanagers Copyright 2005PrenticeHall Inc Allrightsreserved 2 6 HistoricalBackgroundofManagement AncientManagementEgypt pyramids andChina GreatWall Venetians floatingwarshipassemblylines AdamSmithPublished TheWealthofNations in1776Advocatedthedivisionoflabor jobspecialization toincreasetheproductivityofworkersIndustrialRevolutionSubstitutedmachinepowerforhumanlaborCreatedlargeorganizationsinneedofmanagement Copyright 2005PrenticeHall Inc Allrightsreserved 2 7 Exhibit2 1 DevelopmentofMajorManagementTheories Copyright 2005PrenticeHall Inc Allrightsreserved 2 8 MajorApproachestoManagement ScientificManagementGeneralAdministrativeTheoryQuantitativeManagementOrganizationalBehaviorSystemsApproachContingencyApproach Copyright 2005PrenticeHall Inc Allrightsreserved 2 9 ScientificManagement FredrickWinslowTaylorThe father ofscientificmanagementPublishedPrinciplesofScientificManagement 1911 ThetheoryofscientificmanagementUsingscientificmethodstodefinethe onebestway forajobtobedone Puttingtherightpersononthejobwiththecorrecttoolsandequipment Havingastandardizedmethodofdoingthejob Providinganeconomicincentivetotheworker Copyright 2005PrenticeHall Inc Allrightsreserved 2 10 Exhibit2 2 Taylor sFivePrinciplesofManagement Developascienceforeachelementofanindividual swork whichwillreplacetheoldrule of thumbmethod Scientificallyselectandthentrain teach anddeveloptheworker Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped Divideworkandresponsibilityalmostequallybetweenmanagementandworkers Managementtakesoverallworkforwhichitisbetterfittedthantheworkers Copyright 2005PrenticeHall Inc Allrightsreserved 2 11 ScientificManagement cont d FrankandLillianGilbrethFocusedonincreasingworkerproductivitythroughthereductionofwastedmotionDevelopedthemicrochronometertotimeworkermotionsandoptimizeperformanceHowDoToday sManagersUseScientificManagement UsetimeandmotionstudiestoincreaseproductivityHirethebestqualifiedemployeesDesignincentivesystemsbasedonoutput Copyright 2005PrenticeHall Inc Allrightsreserved 2 12 GeneralAdministrativeTheorists HenriFayolBelievedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctionsDevelopedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituationsMaxWeberDevelopedatheoryofauthoritybasedonanidealtypeoforganization bureaucracy Emphasizedrationality predictability impersonality technicalcompetence andauthoritarianism Copyright 2005PrenticeHall Inc Allrightsreserved 2 13 Exhibit2 3 Fayol s14PrinciplesofManagement Divisionofwork Authority Discipline Unityofcommand Unityofdirection Subordinationofindividualinteresttotheinterestsoftheorganization Remuneration Centralization Scalarchain Order Equity Stabilityoftenureofpersonnel Initiative Espritdecorps Copyright 2005PrenticeHall Inc Allrightsreserved 2 14 Exhibit2 4 Weber sIdealBureaucracy Copyright 2005PrenticeHall Inc Allrightsreserved 2 15 QuantitativeApproachtoManagement QuantitativeApproachAlsocalledoperationsresearchormanagementscienceEvolvedfrommathematicalandstatisticalmethodsdevelopedtosolveWWIImilitarylogisticsandqualitycontrolproblemsFocusesonimprovingmanagerialdecisionmakingbyapplying Statistics optimizationmodels informationmodels andcomputersimulations Copyright 2005PrenticeHall Inc Allrightsreserved 2 16 UnderstandingOrganizationalBehavior OrganizationalBehavior OB Thestudyoftheactionsofpeopleatwork peoplearethemostimportantassetofanorganizationEarlyOBAdvocatesRobertOwenHugoMunsterbergMaryParkerFollettChesterBarnard Copyright 2005PrenticeHall Inc Allrightsreserved 2 17 TheHawthorneStudies AseriesofproductivityexperimentsconductedatWesternElectricfrom1927to1932 ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions Theeffectofincentiveplanswaslessthanexpected ResearchconclusionSocialnorms groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentives Copyright 2005PrenticeHall Inc Allrightsreserved 2 18 Exhibit2 5 EarlyAdvocatesofOB Copyright 2005PrenticeHall Inc Allrightsreserved 2 19 TheSystemsApproach SystemDefinedAsetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole BasicTypesofSystemsClosedsystemsArenotinfluencedbyanddonotinteractwiththeirenvironment allsysteminputandoutputisinternal OpensystemsDynamicallyinteracttotheirenvironmentsbytakingininputsandtransformingthemintooutputsthataredistributedintotheirenvironments Copyright 2005PrenticeHall Inc Allrightsreserved 2 20 Exhibit2 6 TheOrganizationasanOpenSystem Copyright 2005PrenticeHall Inc Allrightsreserved 2 21 ImplicationsoftheSystemsApproach Coordinationoftheorganization spartsisessentialforproperfunctioningoftheentireorganization Decisionsandactionstakeninoneareaoftheorganizationwillhaveaneffectinotherareasoftheorganization Organizationsarenotself containedand therefore mustadapttochangesintheirexternalenvironment Copyright 2005PrenticeHall Inc Allrightsreserved 2 22 TheContingencyApproach ContingencyApproachDefinedAlsosometimescalledthesituationalapproach Thereisnooneuniversallyapplicablesetofmanagementprinciples rules bywhichtomanageorganizations Organizationsareindividuallydifferent facedifferentsituations contingencyvariables andrequiredifferentwaysofmanaging Copyright 2005PrenticeHall Inc Allrightsreserved 2 23 Exhibit2 7 PopularContingencyVariables OrganizationsizeRoutinenessoftasktechnologyEnvironmentaluncertaintyIndividualdifferences Copyright 2005PrenticeHall Inc Allrightsreserved 2 24 CurrentTrendsandIssues GlobalizationEthicsWorkforceDiversityEntrepreneurshipE businessKnowledgeManagementLearningOrganizationsQualityManagement Copyright 2005PrenticeHall Inc Allrightsreserved 2 25 CurrentTrendsandIssues cont d GlobalizationManagementininternationalorganizationsPoliticalandculturalchallengesofoperatinginaglobalmarketEthicsIncreasedemphasisonethicseducationincollegecurriculumsIncreasedcreationanduseofcodesofethicsbybusinesses Copyright 2005PrenticeHall Inc Allrightsreserved 2 26 Exhibit2 8 AProcessforAddressingEthicalDilemmas Step1 Whatistheethicaldilemma Step2 Whoaretheaffectedstakeholders Step3 Whatpersonal organizational andexternalfactorsareimportanttomydecision Step4 Whatarepossiblealternatives Step5 Makeadecisionandactonit Copyright 2005PrenticeHall Inc Allrightsreserved 2 27 CurrentTrendsandIssues cont d WorkforceDiversityIncreasingheterogeneityintheworkforceMoregender minority ethnic andotherformsofdiversityinemployeesAgingworkforceOlderemployeeswhoworklongeranddonotretireTheincreasedcostsofpublicandprivatebenefitsforolderworkersAnincreasingdemandforproductsandservicesrelatedtoaging Copyright 2005PrenticeHall Inc Allrightsreserved 2 28 CurrentTrendsandIssues cont d EntrepreneurshipDefinedTheprocesswherebyanindividualorgroupofindividualsuseorganizedeffortstocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniqueness EntrepreneurshipprocessPursuitofopportunitiesInnovationinproducts services orbusinessmethodsDesireforcontinualgrowthoftheorganization Copyright 2005PrenticeHall Inc Allrightsreserved 2 29 CurrentTrendsandIssues cont d E Business ElectronicBusiness TheworkpreformedbyanorganizationusingelectroniclinkagestoitskeyconstituenciesE commerce thesalesandmarketingcomponentofane businessCategoriesofE BusinessesE businessenhancedorganizationE businessenabledorganizationTotale businessorganization Copyright 2005PrenticeHall Inc Allrightsreserved 2 30 Exhibit2 9 Categories
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