段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson課件

段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson段開(kāi)成旅游管理專業(yè)英語(yǔ)LessonLessonOneEvolutionofManagement段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson段開(kāi)成旅游管理專業(yè)英語(yǔ)Le1LessonOne

EvolutionofManagementLessonOneEvolutionofManag2TextEvolutionofManagementExercisesFurtherReadingCaseStudyofBoeingCompanyTermsSynergyDelphianalysisProfileHenriFayolReferencesTextEvolutionofManagemen3HistoryofManagementTheclassicalperiodThecontemporaryapproachestomanagementThreekeydirectionsformanagementtheory

HistoryofManagement4TheEnd

TheEnd5HistoryofManagementAround1100B.C.Between350and400B.CTheRomansDuring

themedievaltimesTrial-and-errorAsaformaldisciplineEconomiesofscaleMassproductionHistoryofManagementAround116TheclassicalperiodAdamSmithSystematicmanagementScientificmanagementAdministrativemanagementHumanrelationsBureaucracyTheclassicalperiodAdamSmith7Thecontemporaryapproachestomanagement

TheclassicalapproachesdisadvantageQuantitativemanagementOrganizationalbehaviorSystemtheoryThecontingencyperspectiveThecontemporaryapproachesto8Around1100B.C.TheChinesepracticedthefourmanagementfunctions―planning,organizingandstaffing,leading,andcontrolling.Around1100B.C.TheChi9TheShangDynasty

(1523-1027BC)WasChina’sfirsthistoricaldynasty.TheShangcivilizationleftChina’searliest-knownwrittenrecords,intheformofinscriptionsetchedinobjectsofboneandbronze.TheinscriptionsdocumentthedynasticsuccessionoftheShangkings,aswellasmanyfeaturesoftheBronzeAgecultureoftheShang.TheShangstatewascenteredintheYellowRiverValleyoftheNorthChinaPlain.TheShangDynasty

(1523-1027B10Between350and400B.C.TheGreeksrecognizedmanagementasaseparateartandadvocatedascientificapproachtowork.Between350and400B.C.11AncientGreece

CivilizationthatthrivedaroundtheMediterraneanSeafromthe3rdmillenniumtothe1stcenturyB.C.,knownforadvancesinphilosophy,architecture,drama,government,andscience.ThemostfamousperiodofancientGreekcivilizationiscalledtheClassicalAge,whichlastedfromabout480to323B.C.Thecity-statesfelltoRomanconquerorsin146bc.TheByzantineEmpirefelltotheOttomansin1453.

AncientGreece

Civilizationth12TheRomansDecentralizedthemanagementoftheirvastempirebothbeforeandafterthebirthofChrist.TheRomansDecentralized13RomanEmpire

TheempireincludedlandsthroughouttheMediterraneanworld.TheempirelasteduntilGermanicinvasions,economicdecline,andinternalunrestinthe4thand5thcenturiesadendedRome’sabilitytodominatesuchahugeterritory.In44bcGaiusJuliusCaesar,theRomanleaderwhoruledtheRomanRepublicasadictator,wasassassinated.TheRomanRepublic,whichhadlastednearly500years,wasdead,nevertoberevived.Theempirewouldendureforanother500yearsuntilad476.RomanEmpire

Theempireinclud14During

themedievaltimesTheVenetiansstandardizedproductionthroughtheuseofanassemblyline,buildingwarehousesandusinganinventorysystemtomonitorthecontents.Arowofworkersandmachinesalongwhichworkispasseduntilthefinalproductismade.Duringthemedievaltimes15Trial-and-errorThroughouthistorymostmanagersoperatedstrictlyonatrial-and-errorbasis.Thechallengesoftheindustrialrevolutionchangedthat.Trial-and-errorThroughou16AsaformaldisciplineManagementemergedasaformaldisciplineattheturnofthecentury.AsaformaldisciplineMa17EconomiesofscaleTheemergenceofeconomiesofscale―reductionsintheaveragecostofaunitofproductionasthetotalvolumeproducedincreases—drovemanagerstostriveforfurthergrowth.EconomiesofscaleTheem18MassproductionTheopportunitiesformassproductioncreatedbytheindustrialrevolutionspawnedintenseandsystematicthoughtaboutmanagementproblemsandissues—particularlyefficiency,productionprocessesandcostsavings.Themakingofgoodsinlargequantities,especiallybymachineryandwithdivisionoflabor.MassproductionTheoppor19TheSystematicManagement

Itattemptedtobuildspecificproceduresandprocessesintooperationstoensurecoordinationofeffort.

ItsgoalsachievedwaysItsemphasisItsshortcomingTheSystematicManagement20Itsgoalswereachievedthrough:

CarefuldefinitionofdutiesandresponsibilitiesStandardizedtechniquesforperformingthesedutiesSpecificmeansofgathering,handling,transmitting,andanalyzinginformation.Costaccounting,wage,andproductioncontrolsystemstofacilitateinternalcoordinationandcommunications.

Amethodofaccountingforthecostsofoperatingabusinessbyallocatingthesecoststothegoodsacompanyproducesortheservicesitrenders.

Itsgoalswereachievedthroug21SystematicManagement’semphasisInternaloperationsManagerswerefreetofocusoninternalissuesofefficiency.Manymanagerswereorientedmoretowardthingsthantowardpeople.SystematicManagement’sempha22SystematicManagement’sshortcomingItfailedtoleadtowidespreadproductionefficiency.FrederickTaylorSystematicManagement’sshort23FrederickTaylorHisdiscoveriesFrederickTaylor24TaylorFrederickWinslow

(1856-1915)Americanindustrialengineer,whooriginatedscientificmanagementinbusiness.WasborninGermantown,Pennsylvania.BeganworkingattheMidvaleSteelCompanyin1878.Developeddetailedsystemsintendedtogainmaximumefficiencyfrombothworkersandmachinesinthefactory.BecamejointdiscovereroftheTaylor-Whiteprocess,amethodoftemperingsteelin1898.HismanagementmethodswerepublishedinThePrinciplesofScientificManagement

(1911).TaylorFrederickWinslow(185625OnehomepageonTaylor

段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson課件26Taylor’discoveriesProductionandpaywerepoor,inefficiencyandwastewereprevalent.Managementdecisionswereunsystematicandnoresearchtodeterminethebestmeansofproductionexisted.Taylor’discoveriesProduction27ScientificManagement

Advocatedtheapplicationofscientificmethodstoanalyzeworkandtodeterminethe“onebestway”tocompleteproductiontasksefficiently.FourprinciplesAdvantageDisadvantagesScientificManagementA28Fourprinciplesofscientificmanagement

Developascientificapproachforeachelementofanindividual’sworktoreplacerule-of-thumbguidelines.Scientificallyselect,train,teach,anddevelopeachworkersothattherightpersonhastherightjob.Cooperatewithworkerstoensurethatthejobmatchesplansandprinciples.Ensureanequaldivisionofworkandresponsibilitybetweenmanagersandworker.Time-and-MotionstudiesFourprinciplesofscientific29Time-and-Motionstudies

Ataskwasdividedintoitsbasicmovements,anddifferentmotionsweretimedtodeterminethemostefficientwaytocompletethetask.Afterthe“onebestway”toperformthejobwasidentified.Time-and-Motionstudies30Taylor’sScientificManagementadvantageProductivityandefficiencyinmanufacturingimproveddramaticallyTheconceptsofscientificmethodsandresearchwereintroducedtomanufacturingEmphasizedtheneedforcooperationbetweenmanagementandworkersTheconceptofamanagementspecialistgainedprominenceTaylor’sScientificManagement31DisadvantagesIgnoredmanyjob-relatedsocialandpsychologicalfactorsbyemphasizingonlymoneyasaworkerincentive.Productiontaskswerereducedtoasetofroutine,machine-likeproceduresthatledtoboredom,apathy,qualitycontrolproblems.Abusetheirpowertosetthestandardsandthepiecerates,thusexploitingworkersanddiminishingtheirimportance.Didnothelpmanagersdealwithbroadexternalissues.Apaymentplaninwhichemployeesarepaidafixedamountofmoneyforeachunitofoutputproduced.DisadvantagesIgnoredmanyjob-32TheAdministrativeManagement

Emphasizedtheperspectiveofseniormanagerswithintheorganization.Andarguedthatmanagementwasaprofessionandcouldbetaught.HenriFayol5functionsofmanagementThe14principlesTheAdministrativeManagement335functionsofmanagement

PlanningOrganizingCommandingCoordinatingControlling.5functionsofmanagementPlan34The14principles

DivisionofworkAuthorityDisciplineUnityofcommandUnityofdirectionSubordinationofindividualinteresttothegeneralinterestRemunerationCentralizationScalarchainOrderEquityStabilityandtenureofpersonnelInitiativeEspritdecorpsThe14principlesDivisionof35HumanRelations

Emphasizeinformalworkrelationshipsandworkersatisfaction.Stressprimarilyemployeewelfare,andcommunication.Socialneedshadprecedenceovereconomicneedsandtheinformalgroupexertedcontroloverthebehaviorofemployees.Gainthecooperationofthegroupandpromotejobsatisfactionandnormsconsistentwiththegoalsoftheorganization.HumanRelations36BureaucracyMaxWeberFunctionThecontemporaryapproachestomanagementBureaucracy37MaxWeberHebelievedbureaucraticstructurecouldeliminatethevariabilitythatresultswhenmanagersinthesameorganizationhavedifferentskills,experiences,andgoals.Headvocatedthattherolesthemselvesbestandardizedsothatpersonnelchangeswouldnotdisrupttheorganization.MaxWeberHebelievedbureaucra38Emphasizedastructured,formalnetworkofrelationshipsamongspecializedpositionsinanorganization.Rulesandregulationsstandardizebehavior,andauthorityresidesinpositionsratherthaninindividuals.Theorganizationneednotrelyonaparticularindividual;butitwillrealizeefficiencyandsuccessbyfollowingtherulesinaroutineandunbiasedmanner.Emphasizedastructured,forma39Bureaucracy’functionBureaucraciesareespeciallyimportantBureaucraticpositionsfosterspecializedskills,eliminatingmanysubjectivejudgmentsbymanagers.Iftherulesandcontrolsareestablishedproperly,bureaucraciesshouldbeunbiasedintheirtreatmentofpeople,bothcustomersandemployees.Bureaucracy’functionBureaucra40Quantitativemanagement

Helpsamanagermakeadecisionbydevelopingformalmathematicalmodelsoftheproblem.Computershavefacilitatedthedevelopmentofspecificquantitativemethods.

break-evenanalysis.Organizationsapplythesetechniquesinmanyareas,includingproduction,qualitycontrol,marketing,humanresources,finance,distribution,planning,andresearchanddevelopment.QuantitativemanagementHelps41Organizationalbehavior

Studiesandidentifiesmanagementactivitiesthatpromoteemployeeeffectivenessthroughanunderstandingofthecomplexnatureofindividual,group,andorganizationalprocesses.Organizationalbehaviordrawsfromavarietyofdisciplines,includingpsychologyandsociology,toexplainthebehaviorofpeopleonthejob.OrganizationalbehaviorStudie42TheoryXandTheoryYDouglasMcGregorMarkedthetransitionfromhumanrelationsTheoryXandTheoryYDouglasM43TheoryX

Managersassumeworkersarelazyandirresponsibleandrequireconstantsupervisionandexternalmotivationtoachieveorganizationalgoals.

TheoryXManagersassumeworke44TheoryY

Managersassumeemployeeswanttoworkandcandirectandcontrolthemselves.Managerswhoencourageparticipationandallowopportunitiesforindividualchallengeandinitiativewouldachievesuperiorperformance.

TheoryYManagersassumeemplo45Theclassicalapproachesdisadvantage

Ignoredtherelationshipbetweentheorganizationanditsexternalenvironmentandusuallystressedoneaspectoftheorganizationoritsemployeesattheexpenseofotherconsiderations.

Theclassicalapproachesdisad46SystemsTheory

Providesawaytointerpretorganizations.

Takesaholisticviewoftheentireorganizationalsystemandstressesprocess.Includeopenversusclosedsystems,efficiencyandeffectiveness,subsystems,equifinality,andsynergyThisconceptstatesthattherearemanyavenuestothesameoutcome,i.e.manydifferentcombinationsofsubsystems,ideas,andmethodscanleadtothesamegoal.SystemsTheoryProvidesaway47

Thecontingencyperspective

Avarietyoffactors,bothinternalandexternaltothefirm,mayaffecttheorganization’sperformance.Thereisno“onebestway”tomanageandorganize,becausecircumstancesvary.ThecontingencyperspectiveA48Threekeydirectionsformanagementtheory

GlobalinterdependenceThesearchforexcellenceThequalityrevolutionThreekeydirectionsformanag49MiddleAges

Lastedfromaboutad350toabout1450.Atthebeginning,thewesternhalfoftheRomanEmpirebegantofragmentintosmaller,weakerkingdoms.Duringthistime,theprecursorsofmanymoderninstitutions.InventedbypeopleduringtheRenaissance,aperiodofculturalandliterarychangeinthe14th,15th,and16thcenturies.TheadjectivemedievalcomesfromtheLatinwordsforthisterm,medium(middle)andaevum(age).MiddleAges

Lastedfromabout50InventoryAdetailed,itemizedlist,report,orrecordofthingsinone'spossession,especiallyaperiodicsurveyofallgoodsandmaterialsinstock.Stocksofgoodsormaterialsoftenarelocatedatpointswherethereisachangeintherateandunitofmovement.Inventoriesrepresentaninvestmentthattheownerhopestosell.

Costsassociatedwithholdinginventories,includinginterestonthemoneyinvestedintheinventory,storagecosts,andrisksofdeterioration,obsolescence,andshrinkage.InventoryAdetailed,itemized51Shrinkage

Inventory“shrinkage”isthetermthatacknowledgesandmeasuresthefactthatmostinventoryrecordsshowmoregoodshaveenteredaninventorythancanbefound.ShrinkageInventory“shri52TrialandErrorAmethodofreachingacorrectsolutionorsatisfactoryresultbytryingoutvariousmeansortheoriesuntilerrorissufficientlyreducedoreliminated.Problem-solvingactivity:emphasizessimpletrialanderrorrequiressomedegreeofinsightTheindividualproceedsmainlybyexploringandmanipulatingelementsoftheproblemsituationinanefforttosortoutpossibilitiesandtorunacrossstepsthatmightcarryhimclosertothegoal.NotnecessarilyovertTrialandErrorAmethodofrea53EconomiesofscaleTheloweringofcoststhroughtheproductionoflargervolume.WhatAreEconomiesOfScale?

TheStagesOfIndustryGrowth

DoesSizeReallyMatter?

Economiesofscale54AdamSmith

(1723-1790)AnInquiryintotheNatureandCausesoftheWealthofNations

(國(guó)民財(cái)富的性質(zhì)和原因的研究)TheoryofMoralSentiments

道德情操論(1759).BorninKirkcaldy,ScotlandEducatedattheuniversitiesofGlasgowandOxford.From1748to1751Gavelecturesonrhetoricandbelles-lettresinEdinburgh.ContributedmuchtothedevelopmentofSmith'sethicalandeconomictheories.SeealsoThematicEssay:BritishPoliticalandSocialThought.AdamSmith

(1723-1790)Bornin55WealthofNationsRepresentsthefirstseriousattemptinthehistoryofeconomicthoughttodivorcethestudyofpoliticaleconomyfromtherelatedfieldsofpoliticalscience,ethics,andjurisprudence.Itembodiesapenetratinganalysisoftheprocesseswherebyeconomicwealthisproducedanddistributedanddemonstratesthatthefundamentalsourcesofallincome.ThecentralthesisWealthofNationsRepresentsth56

Introduction:

AdamSmith'sLife:

TheSpiritoftheAge:

TheWealthofNations:

Quotes.

Dates&EventsDuringSmith'sLife.

段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson課件57ThecentralthesisIsbestemployedfortheproductionanddistributionofwealthunderconditionsofgovernmentalnoninterference,orlaissez-faire,andfreetrade.Theproductionandexchangeofgoodscanbestimulated,andaconsequentriseinthegeneralstandardoflivingattained,onlythroughtheefficientoperationsofprivateindustrialandcommercialentrepreneursactingwithaminimumofregulationandcontrolbygovernments.ThecentralthesisIsbestempl58DetailedsystemsThesesystemsreliedontimeandmotionstudies,whichhelpdeterminethebestmethodsforperformingataskintheleastamountoftime.DetailedsystemsTheses59HenriFayol

(1841-1925)AFrenchengineeranddirectorofmines,waslittleknownoutsideFranceMovedintoresearchgeologyandin1888joined,ComambaultasDirector.OnretirementhepublishedAcomprehensivetheoryofadministration.

Earlycontributortoaclassicaloradministrativemanagementschoolofthought.HenriFayol(1841-1925)AFrenc60Espritdecorps

GroupspiritSenseofunionandofcommoninterestsandresponsibilitiesinsomegroup.ComradeshipEspritdecorpsGroupspirit61WeberMax

(1864-1920)Germaneconomistandsocialhistorian,knownforhissystematicapproachtoworldhistoryandthedevelopmentofWesterncivilization.WasbornApril21,1864,inErfurt,andeducatedattheuniversitiesofHeidelberg,Berlin,andG?ttingen.HeldprofessorshipsineconomicsattheuniversitiesofFreiburg(1894),Heidelberg(1897),andMunich(1919).HewaseditoroftheArchivfürSozialwissenschaftundSozialpolitik,theGermansociologicaljournal,forsomeyears.WeberMax

(1864-1920)62WeberMaxChallengedbytheMarxisttheoryofeconomicdeterminism.Hisbest-knownworks-TheProtestantEthicandtheSpiritofCapitalism

TheReligionsoftheEastseries,inwhichhepostulatedthattheprevailingreligiousandphilosophicalideasintheEasternworldpreventedthedevelopmentofcapitalisminancientsocieties.WeberMaxChallengedbytheMa63BureaucracyAdministrationofagovernmentchieflythroughbureausordepartmentsstaffedwithnon-electedofficials.2)Managementoradministrationmarkedbydiffusionofauthorityamongnumerousofficesandadherencetoinflexiblerulesofoperation.3)Aprofessionalcorpsofofficialsorganizedinapyramidalhierarchyandfunctioningunderimpersonal,uniformrulesandprocedures.Bureaucracy64MathematicalmodelEitheroftwodecidedlydifferentkindsofmathematicalrepresentation.Physicalmathematicalmodelsincludereproductionsofplaneandsolidgeometricfiguresmadeofcardboard,wood,plastic,orothersubstances.Modelsofconicsections,curvesinspace,orthree-dimensionalsurfacesofvariouskindsmadeofwire,plaster,orthreadstrungfromframes.

Modelsofsurfacesofhigherorderthatmakeitpossibletovisualizeabstractmathematicalconcepts.Mathematicalmodel65MathematicalmodelAnyrealsituationinthephysicalandbiologicalworld,issubjecttoanalysisbymodelingifitcanbedescribedintermsofmathematicalequations.Optimizationandcontroltheorymaybeusedtomodelindustrialprocesses,trafficpatterns,sedimenttransportinstreams,andothersituations.MathematicalmodelAnyrealsit66MathematicalmodelInformationandcommunicationtheorymaybeusedtomodelmessagetransmission,linguisticcharacteristics,andthelike.Dimensionalanalysisandcomputersimulationmaybeusedtomodelatmosphericcirculationpatterns,stressdistributioninengineeringstructures,thegrowthanddevelopmentoflandforms,andahostofotherprocessesinscienceandengineering.MathematicalmodelInformation67Break-evenanalysisIsatechniquewidelyusedbyproductionmanagementandmanagementaccountants.Itisbasedoncategorisingproductioncostsbetweenthosewhichare"variable"andthosethatare"fixed"Break-evenanalysisIsatechni68TheBreak-EvenChartTheBreak-EvenChart69FixedCosts

Arenotdirectlyrelatedtothelevelofproductionoroutput.Inthelongtermfixedcostscanalter-perhapsasaresultofinvestmentinproductioncapacityorthroughthegrowthinoverheadsrequiredtosupportalarger,morecomplexbusiness.Examplesoffixedcosts:

-Rentandrates

-Depreciation

-Researchanddevelopment

-Marketingcosts-AdministrationcostsFixedCosts

Arenotdirectlyr70VariableCosts

Whichvarydirectlywiththelevelofoutput.Theyrepresentpaymentoutput-relatedinputssuchasrawmaterials,directlabour,fuelandrevenue-relatedcostssuchascommission.Adistinctionisoftenmadebetween"Direct"variablecostsand"Indirect"variablecosts.VariableCosts

Whichvarydire71Semi-VariableCosts

Whilstthedistinctionbetweenfixedandvariablecostsisaconvenientwayofcategorisingbusinesscosts,inrealitytherearesomecostswhicharefixedinnaturebutwhichincreasewhenoutputreachescertainlevels.Asthescaleofthebusinessgrowsthenmoreresourcesarerequired.Ifproductionrisessuddenlythensomeshort-termincreaseinwarehousingand/ortransportmayberequired.Inthesecircumstances,wesaythatpartofthecostisvariableandpartfixed.Semi-VariableCosts

Whilstthe72DirectVariablecostsarethosewhichcanbedirectlyattributabletotheproductionofaparticularproductorserviceandallocatedtoaparticularcostcentre.Rawmaterialsandthewagesthoseworkingontheproductionlinearegoodexamples.DirectVariablecostsarethose73IndirectVariablecostscannotbedirectlyattributabletoproductionbuttheydovarywithoutput.Theseincludedepreciation(whereitiscalculatedrelatedtooutput-e.g.machinehours),maintenanceandcertainlabourcosts.IndirectVariablecostscannot74McGregorDouglas

(1906–1964)

AnAmericansocialpsychologistbestknownforTheoryXandTheoryYOpposingassumptionsabouthumanbehaviourbehindeverymanagementdecisionoraction.McGregorDouglas

(1906–19675Wasapioneeringfigureinthefieldofindustrialrelations.HewasthefirstfulltimepsychologistonthefacultyofMIT,andhelpedtofounditsIndustrialRelationsSection.

Hedefinedassumptionsthathefeltunderpinnedthepracticesandstancesofmanagersinrelationtoemployees.HisTheoryYwasinterpretedandpromotedasa"one-best-way"i.e.Yisthebest!!ManagersoraspectsoftheirbehaviorbecamelabeledasTheoryX,thebadstereotypeandTheoryY-thegood.Wasapioneeringfigureinthe76McGregorDouglasHesaidthatmanagementstyleanddecision-makingdependsonwhichtheorymanagementbelievesappliestotheirstaff.TheoryXwasadoptedbytraditionalTayloristmanagement,andTheoryYbymoremodernmanagementthinkers,followingEltonMayo’shumanrelationsapproach.

McGregorDouglasHesaidthatm77謝謝大家！

結(jié)語(yǔ)謝謝大家！結(jié)語(yǔ)78段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson段開(kāi)成旅游管理專業(yè)英語(yǔ)LessonLessonOneEvolutionofManagement段開(kāi)成旅游管理專業(yè)英語(yǔ)Lesson段開(kāi)成旅游管理專業(yè)英語(yǔ)Le79LessonOne

EvolutionofManagementLessonOneEvolutionofManag80TextEvolutionofManagementExercisesFurtherReadingCaseStudyofBoeingCompanyTermsSynergyDelphianalysisProfileHenriFayolReferencesTextEvolutionofManagemen81HistoryofManagementTheclassicalperiodThecontemporaryapproachestomanagementThreekeydirectionsformanagementtheory

HistoryofManagement82TheEnd

TheEnd83HistoryofManagementAround1100B.C.Between350and400B.CTheRomansDuring

themedievaltimesTrial-and-errorAsaformaldisciplineEconomiesofscaleMassproductionHistoryofManagementAround1184TheclassicalperiodAdamSmithSystematicmanagementScientificmanagementAdministrativemanagementHumanrelationsBureaucracyTheclassicalperiodAdamSmith85Thecontemporaryapproachestomanagement

TheclassicalapproachesdisadvantageQuantitativemanagementOrganizationalbehaviorSystemtheoryThecontingencyperspectiveThecontemporaryapproachesto86Around1100B.C.TheChinesepracticedthefourmanagementfunctions―planning,organizingandstaffing,leading,andcontrolling.Around1100B.C.TheChi87TheShangDynasty

(1523-1027BC)WasChina’sfirsthistoricaldynasty.TheShangcivilizationleftChina’searliest-knownwrittenrecords,intheformofinscriptionsetchedinobjectsofboneandbronze.TheinscriptionsdocumentthedynasticsuccessionoftheShangkings,aswellasmanyfeaturesoftheBronzeAgecultureoftheShang.TheShangstatewascenteredintheYellowRiverValleyoftheNorthChinaPlain.TheShangDynasty

(1523-1027B88Between350and400B.C.TheGreeksrecognizedmanagementasaseparateartandadvocatedascientificapproachtowork.Between350and400B.C.89AncientGreece

CivilizationthatthrivedaroundtheMediterraneanSeafromthe3rdmillenniumtothe1stcenturyB.C.,knownforadvancesinphilosophy,architecture,drama,government,andscience.ThemostfamousperiodofancientGreekcivilizationiscalledtheClassicalAge,whichlastedfromabout480to323B.C.Thecity-statesfelltoRomanconquerorsin146bc.TheByzantineEmpirefelltotheOttomansin1453.

AncientGreece

Civilizationth90TheRomansDecentralizedthemanagementoftheirvastempirebothbeforeandafterthebirthofChrist.TheRomansDecentralized91RomanEmpire

TheempireincludedlandsthroughouttheMediterraneanworld.TheempirelasteduntilGermanicinvasions,economicdecline,andinternalunrestinthe4thand5thcenturiesadendedRome’sabilitytodominatesuchahugeterritory.In44bcGaiusJuliusCaesar,theRomanleaderwhoruledtheRomanRepublicasadictator,wasassassinated.TheRomanRepublic,whichhadlastednearly500years,wasdead,nevertoberevived.Theempirewouldendureforanother500yearsuntilad476.RomanEmpire

Theempireinclud92During

themedievaltimesTheVenetiansstandardizedproductionthroughtheuseofanassemblyline,buildingwarehousesandusinganinventorysystemtomonitorthecontents.Arowofworkersandmachinesalongwhichworkispasseduntilthefinalproductismade.Duringthemedievaltimes93Trial-and-errorThroughouthistorymostmanagersoperatedstrictlyonatrial-and-errorbasis.Thechallengesoftheindustrialrevolutionchangedthat.Trial-and-errorThroughou94AsaformaldisciplineManagementemergedasaformaldisciplineattheturnofthecentury.AsaformaldisciplineMa95EconomiesofscaleTheemergenceofeconomiesofscale―reductionsintheaveragecosto