管理学（第三版）课件：The Evolution of Management

TheEvolutionofManagement

LearningObjectivesLO1

Describetheoriginsofmanagementpracticeanditsearlyconceptsandinfluences.LO2

Summarizethefiveclassicalapproachestomanagement.LO3

Discussthefourcontemporaryapproachestomanagement.LO4

Identifymoderncontributorswhohaveshapedmanagementthoughtandpractices.OriginsofManagementAround4000BC,theEgyptiansusedplanning,organizing,leading,andcontrolling

tobuildtheirgreatpyramids;onepyramidtookover100,000laborers20yearstocomplete.Asearlyas1100BC,theChineseappliedthemanagerialconceptsofdelegation,cooperation,efficiency,organization,andcontrol.OriginsofManagementIn500BC,SunTzudiscussedtheimportanceofplanningandleadinginhisbookTheArtofWar.Around400–350BC,theGreeksrecognizedmanagementasaseparateartandadvocatedascientificapproachtowork.OriginsofManagementAroundAD1436,theVenetiansstandardizedproductionthroughtheuseofanassemblylineIn1776AdamSmithdiscussedcontrolandtheprincipleofspecializationwithregardtomanufacturingworkers.OriginsofManagementEconomiesofscalereductionsintheaveragecostofaunitofproductionasthetotalvolumeproducesincreasesTheEvolutionof

ManagementThoughtExhibit2.1ClassicalApproachesSystematicmanagementaclassicalmanagementapproachthatattemptedtobuildintooperationsthespecificproceduresandprocessesthatwouldensurecoordinationofefforttoachieveestablishedgoalsandplansSystematicManagementGoalswereachievedthrough:Carefuldefinitionofdutiesandresponsibilities.Standardizedtechniquesforperformingtheseduties.Specificmeansofgathering,handling,transmitting,andanalyzinginformation.Costaccounting,wage,andproductioncontrolsystemstofacilitateinternalcoordinationandcommunicationsClassicalApproachesScientificmanagementaclassicalmanagementapproachthatappliedscientificmethodstoanalyzeanddeterminethe“onebestway”tocompleteproductiontasksIntroducedbyFrederickTaylorFourPrinciplesofScientificManagementManagementshoulddevelopaprecise,scientificapproachforeachelementofone’sworktoreplacegeneralguidelines.Managementshouldscientificallyselect,train,teach,anddevelopeachworkersothattherightpersonhastherightjob.ScientificManagementManagementshouldcooperatewithworkerstoensurethatjobsmatchplansandprinciples.Managementshouldensureanappropriatedivisionofworkandresponsibilitybetweenmanagersandworkers.ScientificManagementHenryL.GanttworkedwithandbecameaprotégéofFrederickTaylor’sHeexpandedonthepieceratesystembysuggestingthatfrontlinesupervisorsshouldreceiveabonusforeachoftheirworkerswhocompletedtheirassigneddailytasksScientificManagementGanttisalsoknownforcreatingtheGanttchart,whichhelpsemployeesandmanagersplanprojectsbytaskandtimetocompletethosetasks.Aninterestingaspectofthechartisthatitillustrateshowsometasksneedtobedoneduringthesametimeperiod.UsingaGanttChartExhibit2.2ScientificManagementFrankandLillianGilbrethused“motionstudies”toidentifyandremovewastefulmovementssoworkerscouldbemoreefficientandproductive.BureaucracyBureaucracy

Aclassicalmanagementapproachemphasizingastructured,formalnetworkofrelationshipsamongspecializedpositionsintheorganizationCharacteristicsofanEffectiveBureaucracyExhibit2.3AdministrativeManagementAdministrativemanagementAclassicalmanagementapproachthatattemptedtoidentifymajorprinciplesandfunctionsthatmanagerscouldusetoachievesuperiororganizationalperformanceAdministrativeManagementHenriFayol,aFrenchminingengineerandexecutive,publishedabooksummarizinghismanagementexperiences.Fayolidentifiedfivefunctionsand14principlesofmanagement.Thefivefunctionsareplanning,organizing,commanding,coordinating,andcontrollingFayol’s14PrinciplesofManagementExhibit2.4Fayol’s14PrinciplesofManagementExhibit2.4AdministrativeManagementBarnard,publishedhislandmarkbookTheFunctionsoftheExecutivein1938.Heoutlinedtheroleoftheseniorexecutive:formulatingthepurposeoftheorganization,hiringkeyindividuals,andmaintainingorganizationalcommunicationsAdministrativeManagementMaryParkerFollettextendedBarnard’sworkbyemphasizingthecontinuallychangingsituationsthatmanagersface.TwokeycontributionsthenotionthatmanagersdesireflexibilitythedifferencesbetweenmotivatinggroupsandindividualsQuestionWhichapproachtriestofindthe“onebestway”?SystemicmanagementScientificmanagementAdministrativemanagementBureaucracyHumanRelationsHumanrelationsaclassicalmanagementapproachthatattemptedtounderstandandexplainhowhumanpsychologicalandsocialprocessesinteractwiththeformalaspectsoftheworksituationtoinfluenceperformanceHumanRelationsHumanrelationsproponentsarguedthatmanagersshouldstressprimarilyemployeewelfare,motivation,andcommunication.Believedthatsocialneedshadprecedenceovereconomicneeds.HumanRelationsAbrahamMaslowsuggestedthathumanshavefivelevelsofneeds.Themostbasicneedsarethephysicalneedsforfood,water,andshelter;themostadvancedneedisforself-actualization,orpersonalfulfillment.Maslowarguedthatpeopletrytosatisfytheirlower-levelneedsandthenprogressupwardtothehigher-levelneedsQuestionPeople’sreactionstobeingobservedorstudiedresultinginsuperficialratherthanmeaningfulchangesinbehavioriscalledthe________________.HenryFordruleHawthorneeffectMogadorianpreceptPitticuseffectHumanRelationsHawthorneeffectpeople’sreactionstobeingobservedorstudiedresultinginsuperficialratherthanmeaningfulchangesinbehaviorContemporaryApproachesSociotechnicalsystemstheoryAnapproachtojobdesignthatattemptstoredesigntaskstooptimizeoperationofanewtechnologywhilepreservingemployees’interpersonalrelationshipsandotherhumanaspectsoftheworkContemporaryApproachesQuantitativemanagementapproachthatemphasizestheapplicationofquantitativeanalysistomanagerialdecisionsandproblemsContemporaryApproachesOrganizationalbehaviorapproachthatstudiesandidentifiesmanagementactivitiesthatpromoteemployeeeffectivenessbyexaminingthecomplexanddynamicnatureofindividual,group,andorganizationalprocessesContemporaryApproachesSystemstheoryAtheorystatingthatanorganizationisamanagedsystemthatchangesinputsintooutputsOpen-systemPerspectiveofanOrganizationExhibit2.5SystemsTheoryInputsgoodsandservicesorganizationstakeinandusetocreateproductsorservicesOutputstheproductsandse