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Chapter 2

Evolution of management管理的历史

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Objectives

• Understand how historical forces influence the practice of management

• Identify and explain the major developments in the history of management thought

• Describe the major components of the classical and humanistic management perspective

• Discuss the management science perspective and its current use in organizations

• Explain the major concepts of systems theory, the contingency theory, and total quality management

• Describe the learning organization and the changes in structure, empowerment, and information sharing managers make to support it

• Discuss the technology-driven workplace and the role of enterprise resource planning and knowledge management systems

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Topics to be discussed

1. Management and Organization 管理与组织2. Classical Perspective 古典管理理论3. Humanistic Perspective 人本主义理论4. Management Science Perspective 管理科学理论5. Recent Historical Trends 发展趋势6. The Learning Organization 学习型组织7. Technology-driven workplace 技术驱动下的工作场作

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影响组织和管理的因素Influences that Impact Org.& Management

• Social Forces 社会力量– The aspect of a culture that guide and

influence relationships among people– values, needs, and standards of behavior

• Political Forces 政治力量– The influence of political and legal

institutions on people & organizations

• Economic Forces 经济力量– Forces that affect the availability,

production, & distribution of a society’s resources among competing users

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管理观点的演进Management Perspectives Over Time

1930Humanistic Perspective

19901890

Classical 1940

1950

2000Systems Theory

2000

2010The Technology-Driven Workplace

1990

2010The Learning Organization

1970Contingency Views

2000

1980Total Quality Management

2000

1940Management Science Perspective

1990

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前往：

人本主义理论

古典管理理论Classical Perspective

• Scientific Management 科学管理– Taylor,《科学管理的原理》

• Bureaucratic Organizations官僚式组织– Weber,《社会和经济组织》

• Administrative Principles行政管理原则– Fayol,《工业管理与一般管理》

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General Approach

• Developed standard method for performing each job.

• Selected workers with appropriate abilities for each job.

• Trained workers in standard method.

• Supported workers by planning work and eliminating interruptions.

• Provided wage incentives to workers for increased output.

Contributions

• Demonstrated the importance of compensation for performance.

• Initiated the careful study of tasks and jobs.

• Demonstrated the importance of personnel and their training.

Criticisms

• Did not appreciate social context of work and higher needs of workers.

• Did not acknowledge variance among individuals.

• Tended to regard workers as uninformed and ignored their ideas.

科学管理的特点Characteristics of Scientific Management

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官僚式组织Bureaucracy Organizations

• Labor is divided with clear definitions of authority and responsibility.

• Positions are in hierarchy of authority.• Personnel are selected and promoted based on

qualifications.• Management is separate from the ownership.• Rules and procedures ensure reliable, & predictable

behavior.• Rules are impersonal and uniformly applied.

SOURCE: Adapted from Max Weber, The Theory of Social and Economic Organizations, ed. and trans. A.M. Henderson and Talcott Parsons (New York: Free Press, 1947), 328-337.

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行政管理原则Administrative Principles

• Contributors to this approach– Henri Fayol

– Mary Parker

– Chester I. Barnard

• Focused on organization rather than the individual• Delineated the management functions of planning,

organizing, commanding, coordinating, and controlling

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管理的 14条原则Henri Fayol’s 14 Points

Division of labor分工 Authority权力 Discipline纪律 Unity of command统一命令

Unity of direction统一领导

Subordination of individual interest 个人利益服从整体利益

Remuneration员工报酬

Division of labor分工 Authority权力 Discipline纪律 Unity of command统一命令

Unity of direction统一领导

Subordination of individual interest 个人利益服从整体利益

Remuneration员工报酬

Centralization集权 Scalar chain等级链 Order秩序 Equity平等 Stability and tenure of

staff员工稳定 Initiative主动性 Esprit de corps集体精神

Centralization集权 Scalar chain等级链 Order秩序 Equity平等 Stability and tenure of

staff员工稳定 Initiative主动性 Esprit de corps集体精神

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人本主义理论Humanistic Perspective

• Human Relations Movement 人际关系运动– Hawthorne Studies

• Human Resource Perspective 人力资源观点– Maslow：需要层次论– Mcgregor：XY理论

• Behavioral Science Approach 行为科学方法– Develops theories about human behavior based on scientific methods

& study– Applies social science in an organizational context– draws from economics, psychology, sociology in understanding

employees – 运用社会学、心理学、经济学、人类学等方法研究人的行为来解决管理问题 前往：

管理科学理论

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霍桑试验Hawthorne Studies

• Ten year study

• Four experimental &

three control groups

• Five different tests

• Test pointed to factors other than illumination for productivity

• 1st Relay Assembly Test Room experiment, was controversial, test lasted 6 years

• Interpretation, money not cause of increased output

• Factor that increased output, Human Relations

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Physiological 生理需要

Safety 安全需要

Belonging 归属需要

Esteem 尊重需要

Self-actualization自我实现的需要

需要层次论Abraham Maslow’s Hierarchy

Based on needs satisfaction

Organizational Examples

Challenging Job

Job Title

Friends

Retirement Plan

Wages

General Examples

Self-fulfillment

Status

Friendship

Stability

Shelter

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• People are lazy

• People lack ambition

• Dislike responsibility

• People are self-centered

• People don’t like change

• People are energetic• People want to make

contributions• People do have ambition• People will seek

responsibility

XY理论Douglas McGregor ： Theory X & Y

Theory X

X理论

Theory Y

Y理论

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管理科学理论Management Science Perspective

• Emerged after WW II• Distinguished for its

application of mathematics, statistics to problem solving

• 应用数学、统计和其它定量技术来进行决策和解决管理问题

Operations Research 运筹学mathematical modeling

Operations Management运营管理 specializes in physical

production of goods or services Information Technology 信息技术

reflected in management information systems

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发展趋势 Recent Historical Trends

Systems Theory 系统理论System系统

为实现共同目标的相关部件的结合体Entropy熵

系统由衰退而走向死亡的趋势Synergy协同

整体大于部分之和Subsystems子系统

彼此相互依赖的各项构成要素 Contingency View 权变理论 Total Quality Management (TQM) 全面质量管理

前往：

学习型组织

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系统理论Systems View

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权变理论Contingency View

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学习型组织Learning Organization

• An organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability

• 组织中的所有员工都致力于识别和解决问题。并使组织持续地进行试研、变革、改进，从而使其成长能力、学习能力和实现其目标的能力不断提高。

• 与旨在获得效率与目的的传统组织相比，其核心的思想是解决问题。

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学习型组织的要素Elements of a Learning Organization

Learning Organization

Open Information

公开信息

Empowered Employees

员工授权

Team-Based Structure

基于团队的结构

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Tutorial Questions

• Contrast the 3 major approaches within the Classical / Traditional Approach: Scientific, Bureaucratic and Administrative Management. Give examples of how these sub-approaches are reflected in an organization with which you are familiar.

• Explain the main ideas underlying the Systems Theory pertaining to how an organization conducts its business (illustrate with a diagram).

• Differentiate between the 3 main approaches within the Humanistic perspective.

• Why is it important to understand the different perspectives and approaches to management theory that have evolved throughout the history of organizations?

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Case Study

• SuperJuice – What are some of the social, political, and economic

forces affecting SuperJuice and calling for a new approach to management?

– What do you believe Luisa needs to do first to begin a transformation at SuperJuice?

– How would you suggest she turn SuperJuice into a learning organization? Think about specific changes she can make to get all employees thinking of new and exciting ways to revitalize the SuperJuice product line and way of doing business.