ManagementTheory管理理論

1、Chapter 2Management Theory管理理論,College of nursing，Weifang medical College 2007-3,Three steps of scientific management,Classical Management - 20世紀(jì)初到20世紀(jì)30年代 Behavioral Science management - 20世紀(jì)30年代到20世紀(jì)60年代 Modern Management - 20世紀(jì)60年代至今,Taylors Theory of Scientific Management Fayols Administrative T

2、heory Webers Theory of Bureaucracy,第一節(jié) Classical Management古典管理理論,一、Taylors Theory of Scientific Management,Frederick Taylor (1856-1915) “The Father of Scientific Management” Maximize worker capacity and profits PROBLEM: Get employees to work at their maximum capacity PRIMARY FOCUS: TASKS http:/www.

3、northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html Systematic Soldiering Deliberately working slowly as to avoid expanding more effort than deemed necessary Reasons Reduction in workforce due to decreased need Piecework system of remuneration - raise production requirements withou

4、t increasing pay Rule of thumb training methods - inefficient,Elements of Scientific Management Scientific design of every aspect of every task Time and Motion Studies Careful selection and training of every task Proper remuneration for fast and high-quality work Maximize output - increase pay Equal

5、 division of work and responsibility between worker and manager Underlying Themes Managers are intelligent; workers are and should be ignorant Provide opportunities for workers to achieve greater financial rewards Workers are motivated almost solely by wages Maximum effort = Higher wages Manager is

6、responsible for planning, training, and evaluating,Taylors Theory of Scientific Management,伯利恒鋼鐵廠,Application in the Modern Workplace Assembly Line Plants as Prototypical Examples “Prisoners of Taylorism” System of Remuneration (quotas - commission) Re-Design - Reengineering Benchmarking Data are us

7、ed to refine, improve, change, modify, and eliminate organizational processes Lean Manufacturing,Taylors Theory of Scientific Management,“搬鐵塊”實(shí)驗(yàn),時(shí)間動(dòng)作分析 計(jì)件工資制 47.5噸，1.85 ,成功的經(jīng)驗(yàn)： 精心挑選工人；訓(xùn)練；科學(xué)方法,12.5噸，1.15 談話、開除,“鐵鍬實(shí)驗(yàn)” science of shoveling,確定鏟子的載重的重量 21 磅 不同原料用不同的鏟子 2張卡片-說明、反饋 管理人員 ，8萬美元,計(jì)劃和執(zhí)行分離；標(biāo)準(zhǔn)化管理；

8、人盡其才，才盡其用,Main Elements of Scientific Management,Time studies Functional or specialized supervision. Standardization of tools，implements and work methods. Separate Planning function. Management by exception principle. The use of slide-rules and similar time-saving devices . Instruction cards for wor

9、kmen.,Main Elements of Scientific Managementcon.,Task allocation and large bonus for successful performance. The use of the differential rate. Mnemonic systems for classifying products and implements. A routing system. A modern costing system etc.,4 Principles of Scientific Management,Replace rule-o

10、f-thumb work methods with methods based on a scientific study of the tasks. Scientifically select, train, and develop each worker rather than passively leaving them to train themselves. Cooperate with the workers to ensure that the scientifically developed methods are being followed. Divide work nea

11、rly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.,二、Fayols Administrative Theory,Henri Fayol French executive and engineer The contributions were primarily based on his identification

12、 of a set of “principles” of management 1916. Industrial management and general management,Henri Fayol,Fayols Administrative Theory,Five Elements of Management - Managerial Objectives Planning Organizing Command Coordination Control Keep machine functioning effectively and efficiently Replace quickl

13、y and efficiently any part or process that did not contribute to the objectives,Division of Work 勞動(dòng)分工 Specialization is the most efficient way to use human effort. 2. Authority and Responsibility. 權(quán)利和責(zé)任Authority is the right to give orders and obtain obedience, and responsibility is a corollary of a

14、uthority. 3. Discipline. 紀(jì)律 Obedience to organizational rules and employment agreement is necessary.,Henri Fayol 14 principles,Fayols Administrative Theory,Unity of Command. 統(tǒng)一指揮。There should be one and only one boss for each individual employee. Unity of Direction. 統(tǒng)一領(lǐng)導(dǎo)。All units in the organizatio

15、n should be moving toward the same objectives through coordinated and focused effort. Subordination of Individual Interest to General Interest. 個(gè)人利益服從整體利益。The interests of the organization should take priority over the interests of any one individual employee.,Henri Fayol 14 principles,Remuneration

16、of Employees. 人員報(bào)酬。be fair to both employees and the organization. Centralization. 集中。to balance subordinate involvement through decentralization with managers retention of final authority through centralization. Scalar Chain. 等級制度。a chain of authority and communication that runs from the top to the

17、 bottom and should be followed by managers and subordinates.,Henri Fayol 14 principles,Order. 秩序。People and materials must be in suitable places at the appropriate time for maximum efficiency. Equity. 公平。Good sense and experience are needed to ensure fairness to all employees, who should be treated

18、as equally as possible. Stability of Personnel.員工穩(wěn)定 Employee turnover should be minimized to maintain organizational efficiency.,Henri Fayol 14 principles,Initiative. 首創(chuàng)精神。Workers should be encouraged to develop and carry out their plans for Esprit de Corps. 團(tuán)體精神。Management should promote a team spi

19、rit of unity and harmony among employees.,Henri Fayol 14 principles,Max Weber (1864-1920) German Sociologist Theory of Social and Economic Organization (1947) Principles and Elements of Management - describe an ideal or pure form of organizational structure (general policy and specific commands PRIM

20、ARY FOCUS: Organizational Structure Worker should respect the “right” of managers to direct activities dictated by organizational rules and procedures More DESCRIPTIVE /lridener/DSS/Weber/WEBRPER.HTML,三、Webers Theory of Bureaucracy,Bureaucracy allows for the optimal form of au

21、thority - “rational authority” Three types of Legitimate Authority Traditional Authority - past customs; personal loyalty Charismatic Authority - personal trust in character and skills Rational Authority - rational application of rules or laws,Webers Theory of Bureaucracy,Elements of Webers Ideal Bureaucracy,Concerned with describing the ideal structure of an organization Cornerstone: existence of written rules The rational application of written rules ensures the promotion of legitimate authority and the effective and efficient functioning of the