罗宾斯管理学管理理论与发展

1、Management History Module Chapter1ContentsHistorical Background of ManagementScientific Management General Administrative TheoryQuantitative ApproachToward Understanding Organizational BehaviorThe Systems ApproachThe Contingency ApproachCurrent Issues and Trends21. Historical Background of Managemen

2、tEarly evidences of management practice.Adam Smiths division of laborIndustrial revolutionL E A R N I N G O U T L I N E 3Picture of pyramid4251. Historical Background of ManagementAncient ManagementEgypt (pyramids) 5000 years agoa project of 100,000 People for 20 yearsWho told each workers what to d

3、o? Who ensured that there would be enough stones at the site to keep workers busy?Some one had to plan what was to be done, organize people and materials to do it, lead and direct the workers, and impose some controls to ensure that everything was done as planned.They wereManagers5Venice 中心码头 古代威尼斯造

4、船流水线Picture of the site of6271. Historical Background of ManagementAncient Management Venetians (floating warship assembly lines)During the 1400s in the city of VeniceWarship were floated along the canals and at each stop, materials and riggings were added to the ships,Developed inventory systems to

5、 keep track of materials, Developed human resource managementStarted an accounting system to keep track of revenues and costs 7281. Historical Background of ManagementAncient ManagementChina 中国古代的管理实践商周的管理职位“三官五卿六爵”军队长城的建设8Picture of the Great WallChina (The Great Wall)92101. Historical Background o

6、f ManagementAdam Smith 亚当.斯密Published “The Wealth of Nations” in 1776Advocated the division of labor (job specialization) to increase the productivity of workersPin industry as an example:10 individuals, each doing specialized task, could produce about 48,000 pins a dayEach person worked alone, perf

7、orming each task separately, it would be quite an accomplishment to produce even 10 pins a day.102111. Historical Background of ManagementIndustrial Revolution (the late of 18th century)Substituted machine power for human labor, making it more economical to manufacture goods in factories rather than

8、 at homeCreated large efficient organizations in need of managementTo forecast the demandEnsure enough material was on hand to make productsAssign tasks to peopleDirect daily activities111. Historical Background of ManagementIndustrial RevolutionSubstituted machine power for human laborCreated large

9、 organizations in need of management (plan,organize, lead, control)工业革命带来的大规模生产，促进了管理实践的发展，逐渐形成了系统的管理理论122. Scientific ManagementFredrick Winslow TaylorFrank and Lillian GilbrethThe Opperational Approach132. Scientific ManagementFredrick W. Taylor- 泰勒Frederick Winslow Taylor (March 20, 1856 March 21

10、, 1915) was an American mechanical engineer at the steel company in Pennsylvania who sought to improve industrial efficiency.Father of scientific managementP2914Scientific Management (cont.)F.W. Taylor Problems Employees were inclined to “take it easy” on the job-no work standards existed -workers w

11、ere placed in jobs with little or no concern for matching their abilities with the tasks -managers and workers were in continual conflictworkers output was believed only about one-third of what was possible15F.W. Taylors Solution- “one best way”: Pig iron experimentWorkers were asked to load pigs of

12、 iron to railcars by applying different combinations of procedures, techniques, and tools.The average daily output of workers was improved from 12.5 tons to 48 tons16Exhibit 22Taylors Four Principles of ManagementDevelop a science for each element of an individuals work, which will replace the old r

13、ule-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 the principles of the science that has been developed. Divide work and responsibility almost equally between manageme

14、nt and workers. Management takes over all work for which it is better fitted than the workers. result consistent improvements in productivity in the range of 200%P3017Exhibit 22 Key words of Taylors Four Principles of ManagementScientific method Selecting and trainingCooperationSharing responsibilit

15、yP30182. Scientific ManagementFredrick W. TaylorPublished Principles of Scientific Management (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 standard

16、ized method of doing the job.Providing an economic incentive to the worker. The “father” of scientific managementP2919Scientific Management (contd)Frank and Lillian GilbrethFocused on increasing worker productivity through the reduction of wasted motionDeveloped a device called a micro-chronometer (

17、Therbligs) to time worker motions and optimize work performance20221Scientific Management (contd)How to use How Do Todays Managers Use Scientific Management?Use time and motion studies to increase productivityToyota assembly line improvementSports Hire the best qualified employeesDesign incentive sy

18、stems based on output21Focus & side effects 视点与副作用FocusProductivity improvement of Individual OperativesSide effectsOperatives are looked as machinesConflicts between managers and operatives223. General Administrative Theory一般行政理论 Henri Fayol & Max WeberThe universal process approach233. General Adm

19、inistrative TheoryHenri Fayol亨利.法约尔Henri Fayol (Istanbul, 29 July 1841 Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration that is often called Fayolism.A managing director of a French coal-mining firm for 52 years.243

20、. General Administrative TheoryHenri Fayol Focus on all managers not first line managers as Taylor concerned with making the overall organization more effectiveManagement was an activity to all business endeavors, government, and even in the homeTwo Contributions:Planning, Organizing, Commanding, Co

21、ordinating, and Controlling 计划组织命令协调控制 Fourteen principles for management25Fayols Management Functions-POCCC(1) Planning To complete a plan of action for the future(2) Organizing To provide and mobilize resources to implement the plan(3) Commanding To lead, select, and evaluate workers to get the be

22、st work toward the plan(4) Coordinating To fit subunit efforts together and ensure information is shared and problems solved(5) Controlling To make sure things happen according to plan, and to take necessary corrective action26Exhibit MH3 Fayols 14 Principles of Management十四条管理原则Division of work.Aut

23、hority.Discipline.Unity of command.Unity of direction.Subordination of individual interests to the general interest.Remuneration.（报酬）Centralization.Scalar chain. （等级链）Order.Equity.Stability of tenure of personnel.Initiative. (主动性，自发性）Esprit de corps. （集体精神）P3127228General Administrative TheoryMax We

24、ber 马克思韦伯A German sociologist who studied organizations.Developed a theory of authority structures and Relations based on an ideal type of organization (bureaucracy) 官僚制度Emphasized rationality, predictability, impersonality, technical competence, and authoritarianismBureaucracy is a lot like scienti

25、fic management28Exhibit 24Webers Ideal Bureaucracy 韦伯的理想官僚结构P3229How to use-General Administrative Theorists (cont.) The functional view of a managers job can be traced to Henri Fayol Webers bureaucratic characteristics are still evident in many of todays large organizations even in highly flexible

26、organizations of talented professionals where some bureaucratic systems are necessary to ensure that resources are used efficiently and effectively303. General Administrative TheoryDifferences between G A Theory & Scientific ManagementFayol-G A Theory-entire organization-activities of all managers-a

27、 practitioner who managed from personal experienceTaylor-Scientific management-individual worker-management at shop floor,the lowest organizational level-a scientist who used thescientific methods to manage314. Quantitative ApproachQuantitative approachs contribution to the field of management.How t

28、odays managers use the quantitative approach.L E A R N I N G O U T L I N E 324. Quantitative ApproachW. Edwards Deming 戴明Joseph M. Juran 朱兰Developed and widely used after World War II Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control pro

29、blemsWhiz Kids33Contributions of Quantitative Approach Use of quantitative techniques to improve decision makingFocuses on improving managerial decision making by applying:Statistics, optimization models, information models, and computer simulationsAlso called operations research or management scien

30、ceExample of America West Airlines-”reverse pyramid” way of boarding34Total quality management (TQM)W. Edwards Deming and Joseph M. Juran advocated in the 1950s in the U.S., become popular in 1980s-90s in Japan A management philosophy devoted to continual improvement and responding to customer needs

31、 and expectations35Exhibit 25 What Is Quality Management? Intense focus on the customer (in/outsiders)Concern for continual improvementProcess-focused quality management focuses on work processImprovement in the quality of everythingAccurate measurement measure, compare and correctEmpowerment of emp

32、loyees P3536How to useThis approach has contributed most directly to managerial decision making, particularly in planning and controlling -Linear programming -Critical-path scheduling analysis The application of computer software programs made it possible to use quantitative techniques for managers3

33、75. Understanding Organization BehaviorContributions of the early advocates of OB.Contributions of the Hawthorne Studies to the field of management.How to use the behavioral approach.385. Understanding Organizational Behavior 组织行为Organizational Behavior (OB)The study of the actions of people at work

34、; people are the most important asset of an organizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard39Exhibit 26Early Advocates of OBP3340Conducted at Western Electric from 1924 to 1932.Illumination experiment in 1924 by engineersexperimental group (various lightin

35、g intensities) control group (constant intensity)Findings:The Hawthorne Studies 1霍桑实验Productivity unexpectedly increased under imposed adverse working conditions.41Conducted at Western Electric from 1927-1932 by Harvard professor Elton MayoExperiment in the redesign of jobs-Elton Mayo 梅奥Piece work p

36、ay, rest periods, length of working days, group and individual wage payFindings:Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.社会规范、组织标准和态度比金钱刺激更加影响工作行为和产出The Hawthorne Studies 242Organizational Behavior (cont.)How

37、to use OB helps managers in designing motivating jobs, working with employee teams, and opening up communication channels provided the foundation for current theories of motivation, leadership, group behavior and development, and other behavioral topics436. Systems Approach 系统理论Describe an organizat

38、ion using the systems approach.Discuss how the systems approach helps us management.446. The Systems ApproachSystem DefinedA set of interrelated and interdependent parts arranged in a manner that produces a unified whole.First advocator: Chester Barnard, a company executive 1938, publication of The

39、Functions of an Executive1960s widely accepted456. The Systems ApproachBasic Types of SystemsClosed systems 闭合系统Are not influenced by and do not interact with their environment (all system input and output is internal).Open systems 开放系统Dynamically interact to their environments by taking in inputs a

40、nd transforming them into outputs that are distributed into their environments. organizations- take in inputs from their environments- transform or process inputs into outputs- outputs are distributed into the environment46Exhibit 26The Organization as an Open SystemP3647ExamplesProduction departmen

41、t and marketing department 生产与销售Purchasing department and production department 生产与采购Organizations survive and their environment, such as government regulations, supplier relations, o the varied external constituencies upon which it depends 企业的生存与环境48Implications of the Systems ApproachCoordination

42、of the organizations parts is essential for proper functioning of the entire organization. 协调合作Decisions and actions taken in one area of the organization will have an effect in other areas of the organization. 局部决策行动，涉及全部Organizations are not self-contained and, therefore, must adapt to changes in

43、their external environment. 组织必须适应外部环境变化497. The Contingency Approach 权变理论Distinction of contingency approach How the contingency approach helps us understand management.507. The Contingency ApproachContingency Approach DefinedAlso sometimes called the situational approach.There is no one universall

44、y 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.If, then 如果那么51Exhibit MH8 Popular Contingency VariablesOrganization size 企业规模As size

45、 increases, so do the problems of coordination.Routineness of task technology任务技术日常化度Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or non-routine technologies.Environmental uncertainty 环境稳定性What works best

46、 in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.Individual differences 个人差异Individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.P3852 Major Approaches to ManagementScientif

47、ic ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems ApproachContingency ApproachClassical management theoriesContemporary management thoughts53Development of Major Management Theories 54人物介绍：彼得.德鲁克Peter F. Drucker 1909.11.19-2005.11.11管理学之父，第一个提出“管理学”概念的人1

48、954管理实践1973管理：任务，责任，实践2002“总统自由勋章”558. Current Trends and Issues568. Current Trends and IssuesGlobalizationEthicsWorkforce DiversityEntrepreneurshipE-business worldKnowledge ManagementLearning OrganizationsQuality Management57Lecture Outline （review in Chinese）引言一、管理的历史背景二、科学管理 重要贡献 弗雷德里克.温斯洛.泰勒 弗兰克

49、和莉莲.吉尔布雷斯 当今的管理者怎样运用科学管理？三、一般行政管理理论家 重要贡献 亨利.法约尔 马克斯.韦伯 当今的管理者怎样运用一般行政管 理理论？四、管理定量方法 重要贡献 当今的管理者怎样运用定量方法？五、理解组织行为 早期的倡导者 霍桑研究 当今的管理者怎样运用行为方法？六、系统方法 系统方法和管理者七、权变方法 权变方法和管理者八、当前的趋势和问题 全球化 伦理 工作人员多样化 企业家 在电子商务世界的管理 知识管理和学习型组织 质量管理58259Learning Summary What Does History Tell Us About ManagementOrganized

50、 endeavors have existed for thousands of years-examples of Pyramids，the Great Wall.Adam Smiths Wealth of Nation (division of labor)The Industrial Revolution What is Scientific Management?Using scientific method to find “One best way” to do a jobImportant contributors: Frederic W. Taylor (POCCC, pig

51、iron experiment); Frank and Lillian Gibreth (time and motion study)Still used to improve efficiency.59260Learning Summary (contd) What is General Administrative Theory?Focuses on managers and what good management practice isImportant contributors: Fayol (14 principles of management) and Max Weber (b

52、ureaucracy)Still used today as part of many current management conceptWhat is the Quantitative Approach?Using quantitative techniques to improve decision making; also known as operation research, and management sciences.Involve application of statistics, optimization models, information models, and computer simulationsStill used today, especially in planning and control.60261What is the Organizational Behavior Approach to Management?Organizational behavior is the study of people at workEarly advocates ( Owen, Munsterberg, F