9erobbins_PPT02

1、Management Yesterday and TodayChapter2L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Historical Background of ManagementExplain why studying management history is important.Describe some early evidences of management practice.Scientific ManagementDescri

2、be the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.Explain how todays managers use scientific management.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.General Administrative TheoryDiscuss Fayols contributio

3、ns to management theory.Describe Max Webers contribution to management theory.Explain how todays managers use general administrative theory.Quantitative ApproachExplain what the quantitative approach has contributed to the field of management.Discuss how todays managers use the quantitative approach

4、.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Toward Understanding Organizational BehaviorDescribe the contributions of the early advocates of OB.Explain the contributions of the Hawthorne Studies to the field of management.Discuss how todays

5、managers use the behavioral approach.The Systems ApproachDescribe an organization using the systems approach.Discuss how the systems approach helps us management.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.The Contingency ApproachExplain how

6、the contingency approach differs from the early theories of management.Discuss how the contingency approach helps us understand management.Current Issues and TrendsExplain why we need to look at the current trends and issues facing managers.Describe the current trends and issues facing managers.阶段的划

7、分： 古典管理理论权变理论学派现代管理理论 梅奥20世纪初-30年代30-50年代管理科学学派二战后泰罗法约尔系统管理学派行为管理理论行为科学家韦伯当代管理新视野80年代以来企业战略理论全面质量管理企业再造学习型组织企业文化Stages： Classical management theoriesContingency ApproachModernManagementtheories MayoEarly 1900s-1930s1930s-1950s Managerial Science ApproachAfter world War TaylorHenri Fayol Systems Appr

8、oachBehavioural ManagementtheoriesBehaviouristMax weberNew views of current managementAfter 1980sStrategic managementTQMCorporate RedesigningLearning organizationCorporate cultureHistorical Background of ManagementAncient ManagementEgypt (pyramids) and China (Great Wall)Venetians (floating warship a

9、ssembly lines)Adam SmithPublished “The Wealth of Nations in 1776Advocated the division of labor (job specialization) to increase the productivity of workersIndustrial RevolutionSubstituted machine power for human laborCreated large organizations in need of managementExhibit 21Development of Major Ma

10、nagement TheoriesMajor Approaches to ManagementScientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems ApproachContingency ApproachScientific ManagementFredrick Winslow TaylorThe “father of scientific managementPublished Principles of Scientific Manage

11、ment (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 doing the job.Providing an economic incentive to the worker.Exhibit 22Taylo

12、rs Four Principles of ManagementDevelop a science for each element of an individuals work, which will replace the old rule-of-thumb method.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

13、the principles of the science that has been developed. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.Scientific Management (contd)Frank and Lillian GilbrethFocused on increasing worker produ

14、ctivity through the reduction of wasted motionDeveloped the microchronometer精密计时器to time worker motions and optimize work performanceHow Do Todays Managers Use Scientific Management?Use time and motion studies to increase productivityHire the best qualified employeesDesign incentive systems based on

15、 outputGeneral Administrative TheoryHenri FayolBelieved that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situationsMax WeberDeveloped a theory of authority based on an ideal type of organiz

16、ation (bureaucracy)Emphasized rationality, predictability, impersonality, technical competence, and authoritarianismExhibit 23Fayols 14 Principles of ManagementDivision of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interests to the general interest.Remu

17、neration.(Compensation)Centralization.集权Scalar chain.等级链Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.集体精神,Exhibit 24Webers Ideal BureaucracyQuantitative Approach to ManagementQuantitative ApproachAlso called operations research or management scienceEvolved from mathematic

18、al and statistical methods developed to solve WWII military logistics and quality control problemsFocuses on improving managerial decision making by applying:Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior Organizational Behavior (OB

19、)The study of the actions of people at work; people are the most important asset of an organizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester BarnardExhibit 25Early Advocates of OBA series of productivity experiments conducted at Western Electric from 1927 to 1932.Experi

20、mental findingsProductivity unexpectedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.Research conclusionSocial norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.The

21、Hawthorne StudiesThe Systems ApproachSystem DefinedA set of interrelated and interdependent parts arranged in a manner that produces a unified whole.Basic Types of SystemsClosed systemsAre not influenced by and do not interact with their environment (all system input and output is internal).Open sys

22、temsDynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.Exhibit 26The Organization as an Open SystemImplications of the Systems ApproachCoordination of the organizations parts is essential for proper functioni

23、ng of the entire organization.Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency ApproachContingency Approach Defin

24、edAlso sometimes called the situational approach.There is no one universally applicable set of management principles (rules) by which to manage organizations.Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Exhibit 27

25、Popular Contingency VariablesOrganization sizeAs size increases, so do the problems of coordination.Routineness of task technologyRoutine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies.En

26、vironmental uncertaintyWhat works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.Individual differencesIndividuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.Current Tre

27、nds and IssuesGlobalizationEthicsWorkforce DiversityEntrepreneurshipE-businessKnowledge ManagementLearning OrganizationsQuality ManagementCurrent Trends and Issues (contd)GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in a global marketWorking wi

28、th people from different culturesCoping with anticapitalist backlashMovement of jobs to countries with low-cost laborEthicsIncreased emphasis on ethics education in college curriculumsIncreased creation and use of codes of ethics by businessesExhibit 28A Process for Addressing Ethical DilemmasStep 1

29、:What is the ethical dilemma?Step 2:Who are the affected stakeholders?Step 3:What personal, organizational, and external factors are important to my decision?Step 4:What are possible alternatives?Step 5:Make a decision and act on it.Current Trends and Issues (contd)Workforce DiversityIncreasing hete

30、rogeneity in the workforceMore gender, minority, ethnic, and other forms of diversity in employeesAging workforceOlder employees who work longer and do not retireThe increased costs of public and private benefits for older workersAn increasing demand for products and services related to aging.Curren

31、t Trends and Issues (contd)Entrepreneurship DefinedThe process of starting new businesses, generally in response to opportunities. Entrepreneurship processPursuit of opportunitiesInnovation in products, services, or business methodsDesire for continual growth of the organizationCurrent Trends and Is

32、sues (contd)E-Business (Electronic Business)The work preformed by an organization using electronic linkages to its key constituenciesE-commerce: the sales and marketing aspect of an e-businessCategories of E-BusinessesE-business enhanced organizationE-business enabled organizationTotal e-business or

33、ganizationExhibit 29Categories of E-Business InvolvementCurrent Trends and Issues (contd)Learning OrganizationAn organization that has developed the capacity to continuously learn, adapt, and change.Knowledge ManagementThe cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to