Planning Leading 计划 Organising 领导 Controlling 组织控制 · 1 Management 1&2 (HRM 211/212 –Spring 2019) 管理学 Planning 计划 Organising 组织 Leading 领导 Controlling

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Management 1&2 (HRM 211/212 – Spring 2019)

管理学

Planning

计划 Organising

组织

Leading

领导 Controlling

控制

Please bring a notebook and pen to every meeting, and be ready to write down anything you really want to remember!

Busness Plan = 商业计划书

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Course Instructor & Office Hours

Lecturer: Clemens Hofmeister

Transfer Abroad Undergraduate Programme

Henan University of Technology

Office: Room 6243

Office Hours: Monday - Friday 11.30am – 12.00pm

I am always available both before and after class. Additional

appointments can be arranged individually. Please Email me in

advance and join our Wechat-group!

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Times and Rooms (25 February-22 March 2019)

HRM 211/212 Monday 8.30am – 11.30am (Location: 6146)

Tuesday 8.30am – 11.30am (Location: 6146)

Wednesday 8.30am – 11.30am (Location: 6146)

Thursday 8.30am – 11.30am (Location: 6146)

Friday 8.30am – 11.30am (Location: 6146)

Tutorials

HRM 211/212 Monday 2.30pm – 3.30pm (Location: 6139)

Tuesday 2.30pm – 3.30pm (Location: 6139)

Wednesday 2.30pm – 3.30pm (Location: 6139)

Thursday 2.30pm – 3.30pm (Location: 6139)

Friday 2.30pm – 3.30pm (Location: 6139)

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Reading

Robbins, S., et al. (2017);

Management; 14th edition; Pearson

Education Limited (ISBN: 978-129-221-

583-9)

Please note: The textbook will form a

foundation of the course but there will

be some material covered in the course

that is not in the text.

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Supplementary Reading

Kinicki, A. (2019), Management: A

Practical Introduction, 9th edition,

McGraw-Hill (ISBN: 9781260075113)

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Please join this wechat-group by February 25, 2019

Online Course Materials (下载区)

Lecture notes and presentations as well as copies of the

course book and selected readings will be available in the

University Library and can be downloaded here:

http://www.uwcentre.ac.cn/haut/

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Assessment

Attendance: Students must attend 75% of lectures given in English

for 211 and 212 to be eligible for assessment of Manage-

ment 1 & 2.

Management 1: 2,500-word written assignment [100% of 211; 50% when

scores are combined: 211 (50%) + 212 (50%)]

Management 2: 2 hour Final Exam [100% of 212; 50% when scores are

combined: 211 (50%) + 212 (50%) ]

• Regular attendance at course meetings, tutorials and related events is

expected of all students! No extra-credit projects will be given at any

time during the course!

Exam DateFinal Exam 22 March 2019 (8.30am)

Part A (20 Marks): Multiple Choice Questions; Part B (40 Marks): Application

Questions; Part C (40 Marks): Short Answer Questions.

To be submitted on 15 March 2019 (8.30am)

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Grading Scale

Percentage Classification

70 – 100% Pass, 1st Class

60 – 69% Pass, 2nd Class Upper Division

50 – 59% Pass, 2nd Class Lower Division

40 – 49% Pass, 3rd Class

0 – 39% FAIL

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Sections: 1.1 – 1.5 (pp. 38-62)

Management History Module (pp. 66-79)

Required Readings --- Coursebook

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Chapter 1: ‘The Exceptional Manager 出色的经理’ What You Do & How You Do It

管理与组织导论

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Qualities & Characteristics of a Good Manager?

马云

Elon Musk

Steve

Jobs

马化腾

Pep

Guardiola

彭蕾

Indra Nooyi田文化

素质能力 / 特点 / 个性特征

埃隆·马斯克

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Key terms 关键术语 Chapter 1

计划 Planning 组织目标 Organisational

objectives / goals

组织 Organising 战略 Strategy

领导 Leading 高效 Efficiency

控制 Controlling 有效 Effectiveness

经理，管理人 Manager 企业家 Entrepreneur

组织 Organisation 内企业家 Intrapreneur

社交媒体 Social media 营销 Marketing

(技术)革新 (Technical)

Innovation

企业可持续性 (Corporate)

Sustainability

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Review Profit 利润

利润＝销售收入－变动成本－固定成本

Profits ＝ sales revenue－ variable costs －fixed costs

Revenue, turnover, sales = 销售收入

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Learning Objectives

After completing this chapter, students will be able to:

• Tell who managers are 阐述谁是管理者 and where

they work 他们在哪里工作.

• Explain why managers are important to

organisations 解释管理者为什么对组织很重要.

• Describe 描述管理者的 the functions 功能, roles 角色,

and skills 技能 / 能力 of managers.

• Describe the factors that are reshaping and

redefining the manager’s job 描述重新塑造和重新定义管理者工作的那些因素.

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Who is a Manager 谁是管理者？

• A manager is someone who coordinates and

oversees the work of other people 协调和监督其他人的工作 so that organisational goals can be

accomplished 使组织的目标可以完成!

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Example:

• A university might employ a company to design a new

website.

• A manager at the university will be put in charge of the

project → this person will make sure that the agreed

contract will be delivered on time and within the budget.

• This will require meetings, briefings, and contacts to

make sure everything is running smoothly!

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• At the end of the project, many of the ‘sign-offs’ will be

straightforward --- such as agreeing that yes, “the site

allows downloads and the hyperlinks work”.

• Others will require judgement, such as the design of the

homepage: Professional looking? Distinctive? Well

branded? …

→The professionals or technicians are doing the time-

consuming and tricky things! The manager is the

overseer.

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• Someone who coordinates and oversees the work of

other people so that organisational goals can be

accomplished!

• Managers run large corporations,

medium-sized businesses, and

entrepreneurial start-ups 创业型新创企业.

• We can find them in government

departments, hospitals, small

businesses, not-for-profit agencies

非营利性组织 , museums,

universities / schools, … etc.

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“Can non-profit organisations 非营利性组织 also

make revenues, which is from renting out

properties, enterprises, and services?

… I thought the source of capital of nonprofit

organisations is from public donations 捐赠 ,

government support 政府补助 etc.”

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For-Profit Organisations:

• Are formed to make money, or profits, by providing

products or services.

Nonprofit Organisations 非营利性组织:

• Their purpose is to offer services to some clients, not

to make a profit.

Examples: Hospitals, Colleges, and welfare agencies ...

For-Profit vs. Nonprofit Organisations

福利

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• Not-for-profit organisations also generate general

operating costs 营业费用:

• Salaries

• Rents

• Stationery 文具 & furniture ……

(In some countries these organisations also have to pay

income taxes 公司所得征税)

Nonprofit Organisation

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• In order to cover these expenditures 费用 they need to

generate some “revenues”:

• Fees for the goods and services they provide

• Donations 捐赠

• Government grants 政府补助

• Interest from investments 投资的利息

• Membership fees 会员费...


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• While not-for-profit organisations are permitted to

generate surplus revenues 盈余公积,

they must be retained by the organisation for its self-

preservation 自我保护, expansion 扩张, or plans!


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Biggest difference 关键区别:

• For for-profit organisations the measure of its success is

how much profit (or loss) it generates!

• For nonprofit organisations “income and expenditures”

are also very important concerns - the measure of

success is the effectiveness of the services delivered!

For-Profit vs. Nonprofit Organisations

效果

损失

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Pyramid Power: Levels & Areas of Management

In traditionally structured

organisations, managers

can be classified as first-

line, middle, or top.

功能区

非管理雇员

基层管理者

中层管理者

高层管理者管理层次 / 层级从纵向层级上看Vertical dimension!

从处于的不同领域看

人力资源部

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First-line managers 基层管理者:

• Make short-term operating decisions, directing the daily

tasks of non-managerial personnel 非管理雇员.

Examples:• Department Head

• Foreman 工头

• Team Leader 队长

• Supervisor


最底层的管理人员，他们管理着非管理雇员所从事的工作。

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Middle managers 中层管理者:

• Implement the policies and plans of the top managers

above them and supervise and co-ordinate the activities

of the first-line managers below them.

Examples:• Plant Manager 工厂经理

• District Manager

• Regional Manager 区域经理

• Dean of Student Services


对基层管理者进行管理的人员贯彻

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Top managers高层管理者:

• Make long-term decisions about the overall direction of

the organisation and

• Establish the objectives, policies, and strategies for it.

Examples:• Chief Executive Officer (CEO)

• Chief Operating Officer (COO)


• President

• Vice President 副总裁• Senior Vice President

CEO - Alibaba

战略目的公司政策

首席执行官

首席运营官

负责为整个组织制定决策、计划和目标并进而影响整个组织的管理人员

长期的

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Functional manager 职能经理:

• Responsible for just one organisational activity 组织活动

General manager 总经理 (总公司、事业部) :

• Responsible for several organisational activities


e.g. Vice President of Marketing

市场营销副总裁

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Multiple-Choice Question

Liu Yan supervises the food assembly line workers. What

type of manager is he?

a) Top manager

b) Middle manager

c) First-line manager

d) General manager

生产线

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Where do managers work? 管理者在哪里工作？

Organisation 组织:

• A deliberate ( 故意的 ) arrangement of people to

accomplish some specific purpose 组织目标达成

组织：是对人员的一种故意安排，以实现某个特定目的。（individuals alone

could not achieve the same results 这个目的是个体无法单独实现的。）

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The three common characteristics of organisations:

→Expressed through goals the organisation hopes to

accomplish!

Characteristics of Organisations

组织的共同特征

有一个明确的目的（目标）

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→ It takes people to perform the work that is necessary for

the organisation to achieve its goals.


是由人员组成的


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→All organisations develop a deliberate structure within

which members do their work.


有一种精心设计的结构


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Why are managers important? 管理者为什么很重要？

• Organisations need their “managerial skills and abilities”

→ uncertain, complex, and chaotic times! 在这个复杂、混乱和不确定的时代，组织比以往更需要他们的管理技能和能力。

→ Managers play an important role in identifying critical

issues and developing responses.

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Why are managers important? 管理者为什么很重要？

• Managers are important to “getting things done” → They

ensure that employees are getting their jobs done! 管理技能和能力对工作任务的顺利完成至关重要．

• The most important variable 质量 in employee productivity 员工生产率 and loyalty 忠诚度 is not pay, or benefits, or the

workplace environment! It is the quality of the relationship

between employees and their direct supervisors

(managers!).

员工一管理者关系的质量是员工生产率和忠诚度的最重要变量。

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What do managers do?

Management 管理指 involves coordinating and

overseeing the work activities of others 协调和监督其他人的工作 so that their activities are completed efficiently

效率 and effectively 效果.

管理指的是协调和监管他人的工作活动，从而使其有效率、有效果地完成工作。

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To be efficient 效率 means to use resources 资源•

•

•

wisely and cost-effectively (有成本效益的)!

Management: What It Is, What Its Benefits Are

Efficiency: doing things right; getting the most output from the least amount of input

效率: 正确地做事; 一以尽可能少的投入获得尽可能多的产出

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To be effective效果 means to

• achieve results,

• to make the right decisions and

• to successfully carry them out

so that they achieve organisational goals 目标达成!

Management: What It Is, What Its Benefits Are

Effectiveness is often described as “doing the right things”, that is, doing those

work activities that will result in achieving goals! 效果: 做正确的事情; 实现组织的目标

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• Many companies now use a recorded “telephone menu”

of options to answer customer calls

• This is efficient for the companies, but not effective

• Most consumers prefer

a live agent!

Example – Efficiency versus Effectiveness

效率效果

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Management Functions 管理职能

• Planning 计划: Defining goals, establishing strategies

to achieve goals, and developing plans to integrate and

coordinate activities

计划：设定目标，确定实现这些目标的战略，并且制定计划以整合和协调各种活动

• Organising 组织: Arranging and structuring work to

accomplish organisational goals

组织：安排各项工作，以实现组织目标

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Management Functions 管理职能

• Leading 领导 : Working with and through people to

accomplish goals

领导：同他人合作并通过他人去实现目标

• Controlling 控制 : Monitoring, comparing, and

correcting work控制：对员工的工作进行监控、比较和纠正

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Four Functions of Management 管理职能

计划组织领导控制

目标达成

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Clemens runs a “sales (销售) and expense (费用) report (

报告)” at the end of each work day? Which management

function 管理职能 is he performing?

a) Leading

b) Organising

c) Controlling

d) Planning

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Roles Managers Must Play Successfully

In the 1970s Henry Mintzberg 亨利明茨伯格 attempted to

identify what, exactly, managers did with their time!

• Was it all spent planning and controlling?

His research showed that, on average, managers were

only able to carry out an activity for 9 minutes before being

interrupted!

Prof. Dr. Henry Mintzberg

Professor of Management Studies

McGill University / Canada

Studied actual managers at work!实际的经理

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To describe the work of managers Mintzberg identified six characteristics of the

role 管理角色:

1. Managers process large, open-ended workloads under tight time pressure

2. Managerial activities are short in duration (brevity) 暂性, varied 多样性and

fragmented 分裂 and often self-initiated

3. Managers prefer action driven activities and hate letters, (emails) and

paperwork

4. They prefer verbal communications 语言性沟通 through meetings and

phone calls

5. They maintain relationships mainly with subordinates and external

parties – least with their superiors

6. Their involvement in the execution of the work is limited though they

initiate many of the decisions.

Roles: specific actions or behaviours expected of and exhibited by a manager 管理角色指的是管理者按照人们的预期在实践中展示的具体行为或表现

Social media now makes it sometimes

easier to transmit information almost as

quickly as spoken word.

社交媒体

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In truth, Mintzberg’s list risks understating the relative

chaos he identified.

• He found that management was largely reactive, fighting

short-term fires and often failing to put them out!

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1-Minute Paper

Why may managers prefer verbal to written

communication (according to Mintzberg)?

书面沟通

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Interpersonal roles 人际关系角色:

• Managers interact with people

inside and outside their work

units

• Figurehead, leader, liaison

Informational roles 信息传递角色:

• Managers collect, receive and

communicate information

• Monitor监听者, disseminator 传播者,

spokesperson 发言人

Three Types 三大类 of Managerial Roles 管理角色

Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of

information, and decision-making

管理者扮演着十种角色

代表人领导者联络者挂名首脑

管理者做什么？承担的期望与责任?

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Decisional roles 决策制定角色:

• Managers use information to

make decisions to solve

problems or take advantage of

opportunities 机会

• Entrepreneur 企业家, disturbance

handler 混乱应对者 , resource

allocator 资源分配者, negotiator 谈判者

Three Types 三大类 of Managerial Roles 管理角色

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What “should” Managers do? --- Peter Drucker

To Drucker, the key was to keep the manager‘s eyes on

the prize – and that the prize was reaching the

objectives!

彼得德鲁克

• It is important to bear in mind that Drucker‘s

key research about business was between

1944 and 1950 – towards the end of WW2.

• Although Drucker wanted managers to

develop staff and use them humanely, he

as even more seized by the need to

achieve the mission (e.g. survive in tough

competitive environment)!

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What “should” Managers do? --- Peter Drucker

1. Set clear objectives that all staff believe in

2. Find the right team for meeting the objectives (Drucker

believed strongly in teamwork, but knew that many individuals would need to be

taught/coached to devote their personal strengths to the group)

3. Help ensure that all staff are motivated (Drucker did not

regard ‘employee satisfaction 员工满意’ as a relevant measure of this; he thought

motivation came from within when people were given responsibility! Therefore

delegation was a central management task)

4. Managers need to prepare staff for change – and

specifically help staff to learn – thereby being able to

adapt to changing job prospects in the future! (Remember:

Factory automation had eliminated certain job roles – Drucker expected this

process to grow in the future!)

彼得德鲁克

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Entrepreneurship 企业家才能:

• Process of taking risks to try to create a new empire

• Entrepreneur, intrapreneur

The Entrepreneurial Spirit 企业家精神

Ma Yun - Chinese internet

entrepreneur: Owns two of the

world’s most popular sites (Taobao

and Alibaba).

企业家内企业家

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Entrepreneur 企业家:

• Someone who sees a new opportunity for a product or

service and launches a business to try to realise it.

Intrapreneur 内企业家:

•

The Entrepreneurial Spirit 企业家精神

创办公司 / 开创事业

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How do Entrepreneurs & Managers differ?

Being an entrepreneur is

what it takes to start a

business!

Being a manager is what it

takes to grow or maintain a

business!创办公司 / 开创事业

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How do Entrepreneurs & Managers differ?

Necessity entrepreneurs:

• People who suddenly

must earn a living and

are simply trying to

replace lost income and

are hoping a job comes

along!

Opportunity entrepreneurs:

• Those who start their

business out of a burning

desire rather than because

they lost a job!

需要机会

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Clemens thought there was an opportunity and opened a

new supermarket in Shangqiu. He is a(n)

a) Manager

b) Intrapreneur

c) Entrepreneur

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Satya Nadella sets the direction and strategy for Microsoft.

What type of managerial role is he performing?

a) Interpersonal

b) Informational

c) Decisional

d) Conclusive

CEO (Chief Executive Officer)

管理角色

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What types of skills do managers need?

管理者需要的技能• Technical skills 技术/专业技能 - Knowledge and proficiency in a specific

field 某个特定领域的知识和专业技术

• Human skills 人际技能 - The ability to work well in co-operation with other

people to get things done! 与他人和睦相处、密切配合的能力

• Conceptual skills 概念技能 - The ability to think analytically, to visualise

an organisation as a whole and understand how the parts work together 对组织面临的抽象、复杂情况进行思考和概念化的能力

给你什么样的启发？

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Important Managerial Skills

员工承诺变更管理

商业网络

物流

创新

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Important changes facing managers

In today’s world, managers are dealing with global economic and political uncertainties,

changing workplaces, ethical issues, security threats, and changing technology. Here

some of the most important changes facing managers!

数字化虚拟办公室

员工授权工作生活平衡

组织道德可持续性

全球化

社交媒体

安全威胁歧视

微观与宏观经济环境

Mic

ro-

and M

acro

-econom

ice

nvironm

ent

能源供给量不确定性

竞争性增强

Artificial Intelligence (AI) 人工智能

客户服务

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Important changes facing managers

In today’s world, managers are dealing with global economic and political uncertainties,

changing workplaces, ethical issues, security threats, and changing technology. Here

some of the most important changes facing managers!

数字化虚拟办公室

员工授权工作生活平衡

组织道德可持续性

全球化

社交媒体

安全威胁歧视

微观与宏观经济环境

Mic

ro-

and M

acro

-econom

ice

nvironm

ent

能源供给量不确定性

竞争性增强

Artificial Intelligence (AI) 人工智能

客户服务

Environmental uncertainty 环境不确定性• Exchange rate 汇率• Inflation 通货膨胀• (Political) instability (政治)不穩定

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Discussion question

What do you think are major business ethics 商业道德issues?

•

•

•

•

•

• Work in groups of

FIVE!

• Time: 10 mins!

• Discussion!

Business ethics 商业道德: The moral code by which decisions are made within an

organisation!

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Truth in advertising?

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Desire for high ethical standards vs. rewards

anticipated from a managerial decision?

• The most ethical decision is often most costly 成本最高!

Examples:

• Paying suppliers 供应商 fair wages (e.g. Fair trade)

• Disposing of waste 处理垃圾 in an environmentally friendly

manner

• Supporting the local community (e.g. donations to local

kindergarten/school)

→These things might be ethical but they bring up costs!


organisation!

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Desire for high ethical standards vs. rewards

anticipated from a managerial decision?

However, in the long term,

• ethical decisions should also increase consumer

loyalty 顾客忠诚 and awareness and

• therefore there should be an increase in revenue that

will compensate for the rising costs!


organisation!

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Focus on the customer 顾客的重要性

• Without customers, most organisations would cease to

exist 破产 (go bankrupt / go out of business)组织之所以存在的理由

• Managing customer relationships is the responsibility

of all managers and employees (NOT ONLY THE

MARKETING DEPARTMENT!) 管理客户关系是所有管理者和员工的职责。

• Consistent, high-quality customer service is essential 始终提供高质量客服对组织的生存 (survival)和成功(success)至关重要

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Focus on technology

• Managers must get employees on board with new

technology — to get them comfortable with the

technology, to get them using it, and to help them

understand how it makes their lives better!

• Managers must oversee the social interactions and

challenges involved in using collaborative

technologies

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Focus on social media 社交媒体的重要性

• Social media: forms of electronic communication

through which users create online communities to share

ideas, information, personal messages, and other

content

Many companies encourage employees to use social media to become employee

activists!

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• Far-ranging e-management and e-communication

• Accelerated decision making, conflict, and stress

• Changes in organisational structure, jobs, goal setting,

and knowledge management

Implications of E-business 电子商务

组织结构

加速决策冲突压力

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Focus on innovation 创新的重要性

• Innovation 创新: exploring new territory, taking risks,

and doing things differently 创新意味着以不同的方式做事情，探索新的疆域并承担风险。

• Managers should encourage employees to be aware of

and act on opportunities for innovation 管理者应当鼓励员工们敏锐察觉和善于抓住创新的机会。

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Focus on sustainability 可持续性的重要性

• Sustainability 可持续性: a company’s ability to achieve

its business goals and increase long-term shareholder

value 股东价值 by integrating economic, environmental,

and social opportunities into its business strategies

公平贸易

公司通过将经济的、环境的和社会的机遇整合到公司战略以实现公司目标并为股东增加长期价值的能力。

unique selling point

独特卖点

differentiation strategy

差异化战略

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Focus on the employee 员工的重要性

• Treating employees well is not only the right thing to do,

it is also “good business”

What advantage do you see in treating employees

well?

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The “Universality of Management 管理的普遍性”

The reality that management is needed in all types and sizes of

organisations 在所有类型和规模的组织中 , at all organisational

levels 在所有的组织层级中, in all organisational areas 在所有的组织领域中, and in organisations no matter where located 在所有的组织中，无论该组织位于哪里.

76

• Review and discussion

question: p. 58; 1-7

Please submit your answer at

the beginning of the next

lecture! On the top of the

document, write your Pinyin-

Name and Student ID.

• Please read Chapter 1a!

Homework --- Chapter 1

77

Tell who managers are and where they work:

• Managers coordinate and oversee the work of other

people so that organisational goals can be

accomplished.

• Managers work in an organisation, which is a deliberate

arrangement of people to accomplish some specific

purpose.

Review Learning Objective 1.1

78

Explain why managers are important to organisations:

• Organisations need their managerial skills and abilities

in uncertain, complex, and chaotic times.

• Managers are critical to getting things done in

organisations.

• Managers contribute to employee productivity and

loyalty.


79

Describe the functions, roles, and skills of managers:

• Management involves coordinating and overseeing the

efficient and effective completion of others’ work

activities.

• The four functions of management include planning,

organising, leading, and controlling.

Review Learning Objective 1.3 (1 of 3)

80

Mintzberg’s managerial roles include:

• Interpersonal, involve people and other ceremonial /

symbolic duties (figurehead, leader, and liaison)

• Informational, collecting, receiving, and disseminating

information (monitor, disseminator, and spokesperson)

• Decisional, making choices (entrepreneur, disturbance

handler, resource allocator, and negotiator)


81

Katz’s managerial skills include:

• Technical (job-specific knowledge and techniques)

• Human (ability to work well with people)

• Conceptual (ability to think and express ideas)


82

Describe the factors that are reshaping and redefining

the manager’s job:

• Managers must be concerned with:

• Customer service because employee attitudes and behaviours

play a big role in customer satisfaction

• Technology as it impacts how things get done in organisations

• Social media because these forms of communication are

becoming important and valuable tools in managing

• Innovation because it is important for organisations to be

competitive

• Sustainability as business goals are developed

• Employees in order for them to be more productive


83

Explain the value of studying management:

• The universality of management — managers are

needed in all types and sizes of organisations

• The reality of work — you will manage or be managed

• Significant rewards and challenges


84

Chapter 1a: ‘Management History’

85

1. Understanding of the present

• “Sound theories help us interpret the present, to

understand what is happening and why”

• Understanding history will help you understand why

some practices are still favoured, whether for right or

wrong reasons!

Practical reasons for studying this chapter

86

2. Guide to action

• Good theories help us make predictions and enable you

to develop a set of principles that will guide your

actions.

3. Source of new ideas

• It can also provide new ideas that may be useful to you

when you come up against new situations.


87

4. Clues to meaning of your managers’ decisions

• It can help you understand your firm’s focus, where the

top managers are “coming from”.

5. Clues to meaning of outside events

• Allow you to understand events outside the organisation

that could affect it or you.


88

Learning Objectives

After completing this chapter, students will be able to:

• Describe some early management examples.

• Explain the various theories in the classical

approach.

• Discuss the development and uses of the

behavioural approach.

• Describe the quantitative approach.

• Explain various theories in the contemporary

approach.

89

Early Management

The Egyptian pyramids and the Great Wall of China are

proof that projects of tremendous scope, employing tens of

thousands of people, were completed in ancient times.

90

Job specialisation

In 1776 Adam Smith published

“The Wealth of Nations”

• He concluded that division of

labour (job specialisation – the

breakdown of jobs into narrow

and repetitive tasks) increased

productivity by increasing each

worker’s skill, saving time lost

in changing tasks and creating

labour-saving inventions and

machinery.

91

Industrial Revolution (1760 to 1840)

• Industrial revolution: a period during the late eighteenth century

when machine power was substituted for human power, making it

more economical to manufacture goods in factories than at home.

→ These large efficient factories needed someone to forecast

demand, ensure that enough material was on hand to make

products, assign tasks to people, direct daily activities, and so forth!

92

Major approaches to management

Great Wall of China

Division of Labour

Machine Power was

substituted for Human Power

93

Classical Approach

• Classical approach: first studies of management,

which emphasised rationality and making organisations

and workers as efficient as possible

• Two major theories comprise the classical approach:

scientific management and general administrative

theory.

94

Scientific Management (1911)

• Emphasised the scientific study of work methods to

improve the productivity of individual workers → find

the “one best way” for a job to be done!

• Pioneered by Frederick W. Taylor & Frank and Lillian

Gilbreth

95

Video Exercise

Analyse and discuss the main points of “scientific

management”!

•

•

•

•

•

• Watch the video

clip & take notes!

• Time: 10 mins!

• Discussion!

Ma Yun – Leadership skills

96

1. Evaluate a task by scientifically studying each part of

the task (not use old rule-of-thumb methods).

2. Carefully select workers with the right abilities for the

task.

3. Give workers the training and incentives to do the task

with the proper work methods.

4. Use scientific principles to plan the work methods and

ease the way for workers to do their jobs.

Taylor’s Scientific Management Principles

97

General Administrative Theory

• General administrative theory: an approach to

management that focuses on describing what managers

do and what constitutes good management practice

98

• Concerned with managing the total organisation!

• Pioneered by

Henri Fayol:

• French engineer and industrialist

• first to identify the major functions of management

Max Weber:

• Bureaucracy = A rational, efficient, ideal

organisation based on the principles of logic.

General Administrative Management

99

Fayol’s 14 Principles of Management (1 of 2)

100

Fayol’s 14 Principles of Management (2 of 2)

101

A better-performing organisation should have five positive

bureaucratic features:

1. A well-defined hierarchy of authority.

2. Formal rules and procedures.

3. A clear division of labour, with parts of a complex job

being handled by specialists.

4. Impersonality, without reference or connection to a

particular person.

5. Careers based on merit.

Max Weber --- Positive Bureaucratic Features

102




Max Weber disliked the idea of managing an organisation informally! He suggested a

much more rigid and formalised structure known as a bureaucracy!

103




Used to align

employees (and their

abilities) with

organisational tasks!

104




Chain of command: Instructions are passed from one person to another!

Individuals who hold

higher positions will

supervise and direct

lower positions

within the hierarchy

→meet goals!

105




Employee should be chosen, placed,

and promoted within the organisation

based on their level of experience

and competency to perform a job!

106




Formal written records used to document all rules, regulations, procedures, decision, and actions

taken by the organisation and its member to preserve consistency and accountability!

107




Managers should promote fair

and equal treatment of all

employees so that unbiased

decisions can be made!

108

• Mechanistic

• Tends to view humans as cogs within a machine, not

taking into account the importance of human needs!

The Problem with the Classical Viewpoint

109

• Work activity was amenable to a rational approach

• Through the application of scientific methods, time and

motion studies, and job specialisation it was possible to

boost productivity

Why the Classical Viewpoint is Important?

110

Behavioural Approach

Emphasised the importance of understanding human behaviour

and of motivating employees toward achievement.

• The field of study that researches the actions (behaviour) of

people at work is called organisational behaviour (OB)

• Much of what managers do today when managing people —

motivating, leading, building trust, working with a team,

managing conflict, and so forth — has come out of OB

research!

• Hugo Munsterberg and Mary Parker Follett recognised the

importance of people to an organisation’s success.

111

Hugo Munsterberg → father of industrial psychology

1. Study jobs and determine which people are best suited

to specific jobs

2. Identify the psychological conditions under which

employees do their best work (incl. psychological tests

for employee selection, study of human behaviour for

employee motivation and training)

3. Devise management strategies to influence employees

to follow management’s interests

Early Behaviorism

112

Mary Parker Follett → social worker and social

philosopher

1. Organisations should be operated as “communities”, with

managers and subordinates working together in harmony.

2. Conflicts should be resolved by having managers and

workers talk over differences and find solutions that would

satisfy both parties.

3. The work process should be under the control of workers

with the relevant knowledge, rather than of managers, who

should act as facilitators.

Early Behaviourism

Their ideas provided the foundation for such management practices as employee

selection procedures, motivation programmes, and work teams.

113

Hawthorne effect

• Employees worked harder

if they received added

attention,

thought that managers

cared about their welfare

and

that supervisors paid

special attention to them.

Early Behaviorism

Elton Mayo

114

Hawthorne Studies

• Hawthorne studies: a series of studies during the

1920s and 1930s that provided new insights into

individual and group behaviour

• The studies concluded that people’s behaviour and

attitudes are closely related, that group factors

significantly affect individual behaviour, that group

standards establish individual worker output, and

that money is less a factor in determining output

than group standards, group attitudes, and security.

• These conclusions led to a new emphasis on the human

behaviour factor in the management of organisations.

115

Quantitative Approach

• Quantitative approach (management science): the

use of quantitative techniques to improve decision-

making

• It involves applying statistics, optimisation models,

information models, computer simulations, linear

programming (work scheduling can be more efficient as

a result of critical-path scheduling analysis) …

116

Total Quality Management (1980s & 90s)

• Total quality management (TQM): a philosophy of

management that is driven by continuous improvement

and responsiveness to customer needs and

expectations

• The term customer includes anyone who interacts with

the organisation’s product or services, internally or

externally. It encompasses employees and suppliers as

well as the people who purchase the organisation’s

goods or services.

117

What is “Quality Management”?

118

As you can see, an organisation takes in inputs (resources) from the environment and

transforms or processes these resources into outputs that are distributed into the

environment. The organisation is “open” to and interacts with its environment.

Organisation as an “Open System”

(Contemporary Approach)

119

Contingency Approach

Different and changing situations require managers to use

different approaches and techniques.

• The contingency approach (situational approach) says

that organisations are different, face different situations

(contingencies), and require different ways of managing.

→The primary value of the contingency approach is that it

stresses there are no simplistic or universal rules for

managers to follow.

→ Let us look at some popular contingency variables:

120

Four Popular Contingency Variables

121

• Review and discussion

question: p. 78; MH-5

Please submit your answer at

the beginning of the next

lecture! On the top of the

document, write your Pinyin-

Name and Student ID.

• Please read Chapter 16!

Homework --- Chapter 1a

122

Describe some early management examples:

• Early examples of management practice include the

construction of the Egyptian pyramids and the Great

Wall of China.

• One important historical event was the publication of

Adam Smith’s “Wealth of Nations,” in which he argued

the benefits of division of labour (job specialisation).

• Another was the industrial revolution, where it became

more economical to manufacture in factories than at

home.


123

Explain the various theories in the classical approach:

• Frederick W. Taylor

• The Gilbreths

• Henri Fayol

• Max Weber


124

Discuss the development and uses of the behavioural

approach:

• Early advocates of OB

• The Hawthorne Studies


125

Describe the quantitative approach:

• The quantitative approach

• Total quality management (TQM)


126


Explain various theories in the contemporary

approach:

• Systems approach

• Contingency approach

Documents

Planning Leading 计划 Organising 领导 Controlling 组织 控制 · 1 Management 1&2 (HRM 211/212 –Spring 2019) 管理学 Planning 计划 Organising 组织 Leading 领导 Controlling

Planning Leading 计划 Organising 领导 Controlling 组织控制 · 1 Management 1&2 (HRM 211/212 –Spring 2019) 管理学 Planning 计划 Organising 组织 Leading 领导 Controlling