1、.2-1STEPHEN P. ROBBINSMARY COULTER9th ed.Chapter TwoEvolution of Management Theory2-21. Historical Background of ManagementlAncient ManagementlEgypt (pyramids) and China (Great Wall)lAdam SmithlPublished “The Wealth of Nations” in 1776lAdvocated the division of laborlIndustrial RevolutionlSubstitute
2、d machine power for human laborlCreated large organizations in need of management.3Evolution of Management TheoryClassical Management TheoryBehavioral Management TheoryManagement Science Theory Contemporary Management Theory1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000.4管理理论管理理论古典理论古典理
3、论行政管理行政管理一般管理一般管理科学管理科学管理 权变理论权变理论现代理论现代理论行为科学行为科学人际关系人际关系霍桑实验霍桑实验行为理论行为理论管理决策管理决策管理科学理论管理科学理论系统管理系统管理.52. Classical Management TheorylTaylor: Scientific Management TheorylFayol: General Administrative Management TheorylWeber: Theory of Bureaucracyreturn.62.1 Scientific Management TheoryRepresentati
4、ve lFrederick Winslow Taylor 泰勒lThe “father” of scientific managementlPublished Principles of Scientific Management (1911)2-7TaylorUsed scientific methods to define the “one best way” for a joblPutting the right person on the job with the correct tools and equipmentlHaving a standardized method of d
5、oing the joblProviding an economic incentive to the workerreturn2-82.2 General Administrative TheoryHenri Fayol 法约尔法约尔 FrenchlDeveloped fourteen principles of managementlDeveloped five functions of management.9Fayols 14 Principles of Management2-10Fayols Five Functions of ManagementlPlanning lOrgani
6、zing lCommandinglCoordinating lControlling Leadingreturn2-112.3 Theory of Bureaucracy Max Weber 韦伯 GermanlDeveloped a theory of bureaucracy based on an ideal type of organizationlIdeal form of organization the bureaucracy.12Webers Ideal Bureaucracyreturn12.13Behavioral Management TheorylMayo: Human
7、Relations Theory lMaslow: Hierarchy of NeedslMcGregor: Theory X & Theory YlHerzberg: Motivation-Hygiene Theoryreturn2-143.1 The Hawthorne StudieslA series of productivity experiments (1924-1932)lExperimental findingslProductivity unexpectedly increased under imposed adverse working conditions.lThe e
8、ffect of incentive plans was less than expected.lWorkers are also “social man”, not just “economic man” lSocial norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.15i. （1924-1927)lEffect of lighting on workers productivitylFou
9、nd that productivity almost always increased after any change in illuminationlRealized that something else besides lighting was affecting productivity 2-16ii. (1927-1932 )lMayo as consultant (梅奥梅奥, founder of Human Relations Theory) lChanged pay rules, workday and workweek lengthslFound that changin
10、g a variable usually increased productivity, even if the variable was just a change back to the original condition lHypothesized that working as a group, being treated as special (working in a separate room) were the real reasons for the productivity increase2-17iii. Interviewsiv. (1931-1932)lThe ef
11、fect of payment incentives was less than expectedlAlthough paid by individual productivity, productivity did not go up because they were afraid if produced more, the base rate would changelInformal group and social hierarchy were formed, and served to control group members and to manage bossesreturn
12、2-183.2 Maslows Hierarchy of NeedsAbraham H. Maslow 马斯洛 AmericanlNeeds were categorized as five levels of lower- to-higher-order needs.lMotivating a person depends on knowing at what level that person is on the hierarchy.2-19Maslows Hierarchy of NeedsPhysiologySelf-actualizationEsteemSocialSafety2-2
13、0Assumes that workers dislike work avoid responsibilityAssumes that workers like to work desire responsibility3.3 Theory X & Theory YDouglas McGregor 麦克雷戈麦克雷戈 AmericanHe suggested that management could use either set of needs to motivate employees2-214. Management Science TheorylAlso called Quantita
14、tive TheorylEvolved from mathematical and statistical methods:lstatistics, optimization models, information models, computer simulations, forecasting, and game theory return2-224.1 Simon & Decision-MakinglHerbert A. Simon 西蒙 AmericanlNobel Prize winner in economicslHe was among the founding fathers
15、of lartificial Intelligence ldecision-makinglproblem-solvinglpsychology of human cognition2-23Decision-making in terms of uncertainty:lAgents face uncertainty about the future and costs in acquiring information in the present. thus they possess only “bounded rationality” and make decisions by “satis
16、ficing,” or choosing what might not be optimal but will make them happy enough.return2-244.2 The Systems TheorySystem DefinedlA set of interrelated and interdependent parts arranged in a manner that produces a unified wholeBasic Types of SystemslClosed systemslOpen systems.25The Organization as an O
17、pen System252-26Implications of the Systems TheorylCoordination of the organizations parts is essential for proper functioning of the entire organization.lDecisions and actions taken in one area of the organization will have an effect in other areas of the organization.lOrganizations are not self-co
18、ntained and must adapt to changes in their external environment.return2-275. Contemporary Management Theory5.1 The Contingency TheorylAlso called the Situational Approach.lThere is no one universally applicable set of management rules.lOrganizations are individually different, face different situati
19、ons, and require different ways of managing.285.2 Peter F. DruckerPeter F. Drucker 1905-2005 德鲁克德鲁克lManagement by objectives lKnowledge economylAwarded the Presidential Medal of Freedom by U.S. President George W. Bush in 2002. 2-296. Current Trends and IssueslGlobalizationlEthicslWorkforce Diversit
20、ylE-businesslEntrepreneurshiplLearning OrganizationslKnowledge ManagementlQuality Management2-30lGlobalizationlPolitical and cultural challenges of operating in a global marketlEthicslIncreased use of codes of ethics by businesseslWorkforce DiversitylIncreased heterogeneity in the workforcelMore gen
21、der, minority, ethnic in employeesle-BusinesslUse electronic linkages to organizations key constituenciesle-business organization2-31lEntrepreneurshiplEntrepreneurship processlPursuit of opportunitieslInnovation in products, services, or business methodslDesire for continual growth of the organizati
22、onlQuality Management lQuality management is a philosophy of management that is driven by continual improvement and responding to customers needs and expectations.2-32lLearning OrganizationlAn organization that has developed the capacity to continuously learn, adapt, and change.lKnowledge Management
23、lThe cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.33Terms to Knowldivision of labor (or job specialization)lscientific managementlgeneral administrative theorylFayols 14 principles of managementlBureaucracylManagement Science Theory lcontingency approachlorganizational behavior (OB)lHawthorne StudieslMaslows Hierarchy of NeedslTheory X & Theory YlMotivation-Hygiene Theorylsystem theory33谢谢观看！
