北大光华组织与管理week2ppt课件

1、Chapter 2MANAGEMENTYESTERDAYAND TODAY2-1You should learn to:Discuss managements relationship to other academic fields of studyExplain the value of studying management historyIdentify some major pre-twentieth-century contributions to managementSummarize the contributions of the scientific management

2、advocatesDescribe the contributions of the general administrative theoristsLearning Objectives2-2Learning Objectives (cont.)You should learn to:Summarize the quantitative approach to managementDescribe the contributions of the early organizational behavior advocatesExplain the importance of the Hawt

3、horne Studies to managementDescribe the effects of: globalization, workforce diversity, entrepreneurship, e-business, flexibility and innovation, quality management, learning organizations, and workplace spirituality2-3Managements Connection To Other FieldsAcademic Disciplines that Affected Manageme

4、ntAnthropology - work on cultures and social environmentsEconomics - concern about the allocation and distribution of scarce resourcesPhilosophy - examines the nature of thingsPolitical science - effect of political environment on individuals and groupsPsychology - seeks to measure, explain, and cha

5、nge human behaviorSociology - studies people in relation to their fellow human beings2-4Be humble, let imperialism go! Development Of Major Management TheoriesHistoricalBackgroundScientificManagementGeneralAdministrativeTheoristsQuantitativeApproachManagement TheoriesIndustrialRevolutionAdam SmithEa

6、rly AdvocatesHawthorne StudiesOrganizationalBehavior2-6Early Examplesof ManagementHistorical Background Of ManagementOrganizations Have Existed for Thousands of Yearstestifies to the existence of early management practiceability to create the Pyramids, Great Wall of ChinaSignificant Pre-Twentieth-Ce

7、ntury EventsWealth of Nations - Adam Smithdivision of labor - breakdown of jobs into narrow and repetitive tasks increased productivityIndustrial Revolution substitution of machine power for human powerlarge organizations required formal management2-7Scientific ManagementF.W. Taylor - Principles of

8、Scientific Managementuse of scientific methods to define the “one best way for a job to be doneperspective of improving the productivity and efficiency of manual workersapplied the scientific method to shop floor jobsFrank and Lillian Gilbrethuse of motion pictures to study hand-and-body movementsmi

9、crochronometertherbligs - classification system for 17 basic hand motions2-8IllustrationThe Bethlehem Steel CompanyHandling pig iron Old way: 12 and half tons per day per worker, paid $1.15New way: 47 tons per day per work; paid $1.85.Correct movement, tools and sequencingTime and motion studyOrdina

10、ry Management V.S. Scientific ManagementOrdinary Management:-different ways of doing work-learn through experience-workmans initiative-various incentiveScientific Management:-one best way-code, analyze, and describe each job-initiative from management-material incentiveEXHIBIT 2.2: TAYLORS FOUR PRIN

11、CIPLES OF MANAGEMENT2-11Separation of plan and executionPlan versus executionHead versus handTask specifies what is to be done, how it is to be done, and exact time allowed for doing itCritique of SMWhat progress has SM made compared to previous management?What elements in SM are still relevant in c

12、ontemporary management?Problems of SM德胜洋楼清洁马桶的流程一倒在马桶内上沿均匀地倒一圈“威猛洗洁剂；二泡让洗洁剂浸泡10分钟，此时可先擦马桶的隔离门、洗手池等；三刷用毛刷刷干净马桶；四冲放水把马桶冲干净；五湿擦用湿布将马桶内外及踏脚处擦一遍，放刷子的底座内的水也要擦干净；六干擦用干布把马桶外围及桶内水线以上部分的水迹擦干Harry Bravermans CritiqueThree principles:First, dissociation of the labor process from the skills of the workers.Second

13、, separation of conception from execution.Third, managements use of monopoly over knowledge to control each step of the labor process and its mode of execution.General Administrative TheoristsHenri Fayolconcerned with making the overall organization more effectivedeveloped theories of what constitut

14、ed good management practiceproposed a universal set of management functionspublished principles of managementfundamental, teachable rules of managementEXHIBIT 2.3: FAYOLS 14 PRINCIPLES OF MANAGEMENT2-17General Administrative Theorists (cont.)Max Weberdeveloped a theory of authority structures and re

15、lationsBureaucracy - ideal type of organizationdivision of laborclearly defined hierarchydetailed rules and regulationsimpersonal relationships2-18EXHIBIT 2.4: WEBERS IDEAL BUREAUCRACY2-19The position of the officialVocation and dutySocial esteem AppointedTenure for life, autonomySalaryCareer ladder

16、, seniorityBureaucracy versus Democracy Bureaucracy accompanies mass democracyAppointed versus electedResponsible for above versus for belowBureaucratic domination versus equality before the lawExpertness versus accessibility Quantitative Approach To ManagementOperations Research (Management Science

17、)use of quantitative techniques to improve decision makingapplications of statisticsoptimization modelscomputer simulations of management activitiesLinear programming - improves resource allocation decisionsCritical-path scheduling analysis - improves work scheduling2-22古典管理实际理性效率放之四海而皆准只见组织不见人Towar

18、d Understanding Organizational BehaviorOrganizational Behaviorstudy of the actions of people at workearly advocateslate 1800s and early 1900s believed that people were the most important asset of the organizationideas provided the basis for a variety of human resource management programsemployee sel

19、ectionemployee motivation2-24EXHIBIT 2.5: EARLY ADVOCATES OF OB2-25Hawthorne Studiesstarted in 1924 at Western Electric Companybegan with illumination studiesintensity of illumination not related to productivityElton Mayo - studies of job designrevealed the importance of social norms as determinants

20、 of individual work behaviorchanged the dominant view that employees were no different from any other machinesOrganizational Behavior (cont.)2-26The two major functions of an industrial plant (organization)Producing a product: economic function. Efficiency and rationalization. Creating and distribut

21、ing satisfactions among the individual members of the organization: maintaining employee relations, employee good will, cooperation (Labor turnover, tenure of employment, sickness leave, wages, employee attitude)Philosophy of human relationsHuman side of organizations: human needs, human nature (sen

22、timents, values, etc.).Contrast with rational view对梅奥的批判梅奥主义者只是“社会工程师，努力对工人进展“调理，以便使人的要素适宜于工业要素其思想的本质是“母牛社会学，“满足的奶牛能提供更多的牛奶，满足的工人更有效率经过对于工人内心深层的了解，对其进展支配梅奥并不真正关怀员工，只不过他比泰勒做的更巧妙而已一个农民向神父诉苦说：他的小茅屋可怕地拥堵，神父建议他把母牛牵到房间去，下一个星期又把羊放进去，再下一个星期又把马放进去，农民更厉害地埋怨起本人的命运来于是神父劝他把牛牵出去，下一周把羊放出去，再下一周把马放出去，最后农民赞赏地对神父致谢，由于

23、神父减轻了他的负担梅奥之后的“社会人思潮呼唤社会的，群体的技艺而不是技术的技艺强调经过群体和社会团结来重建人们的归属感，抑制“灵魂的混乱留意经过工会、参与式指点以及把工厂中的正式组织和社会组织结合起来实现权益的平衡在人类的商业活动中，经济利益决非是首要和独一的原动力，他在使人们情愿去任务的鼓励要素排名中是很靠后的任务中的人们不仅仅是“经济人，更是社会性动物，他们不仅有经济需求，还有个性和社会的需求。任务提供应他们的不仅是一种生存手段，更是一种生活方式当我们放弃“经济人的观念时，我们开场质疑商业组织的理念：它能否只是一种为了提高消费效率的合理的运营组织。Roethlisberger,F.J.,1

24、984,pp.12-13Current Trends And IssuesGlobalizationall organizations are faced with the opportunities and challenges of operating in a global marketNo longer constrained by national bordersStrategic alliances 2-33Current Trends And Issues (cont.)Entrepreneurshipthree important themespursuit of opport

25、unities - capitalizing on environmental change to create valueinnovation - introducing new approaches to satisfy unfulfilled market needsgrowth - not content to remain smallwill continue to be important in all societieswill influence profit and not-for-profit organizations2-34Current Trends And Issu

26、es (cont.)Managing in an E-Business WorldE-commerce - any form of business exchange or transaction in which parties interact electronicallyE-business - comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with key constituenciesmay include

27、 e-commercethree categories reflect different degrees of involvement in e-businessintranet - an internal organizational communication system that uses Internet technology and is accessible only by organizational employees 2-35Types of E-Commerce TransactionsE-CommerceBusiness-to-Consumer(B2C)Electro

28、nic retailingGovernment-to-Business(G2B)All transactions betweencompanies and government agenciesBusiness-to-Business(B2B)All transactions between acompany and its suppliersConsumer-to-Consumer(C2C)Electronic markets formedby Web-based auctions2-36Categories of E-Business InvolvementE-business units

29、withintraditionalorganizationE-business-enhancedOrganizationE-business toolsand applicationsused within tradi-tional organizationE-business-enabledOrganizationOrganizations entire workprocesses revolve arounde-business model2-37Current Trends And Issues (cont.)Need for Innovation and Flexibilitywith

30、out a constant flow of new ideas, an organization is doomed to obsolescence or even worsemust be flexible to accommodate changing customers needs, appearance of new competitors, and shifting employees from project to projectQuality ManagementTotal Quality Management (TQM) - philosophy of management

31、based on continual improvement and responding to customer needs and expectationscustomer - refers to internal and external entities that interact with the organizations product or service2-38Current Trends And Issues (cont.)Learning Organizations and Knowledge Managementlearning organization - one that has developed