1、OutlinesOutlines approaches to modern managementapproaches to modern management123456 Process approach System approach Contingency approach Strategic management approach Japanese style management approach Excellence approach OutlinesOutlines framework of the modern management movementframework of th
2、e modern management movement123 Classical theory Behavioral theory Quantitative theory4systems and contingency management theoryvHarod Koontz vManagement jungle theoryvVariances in the process approach Process Approach Process Approach Defining goals establishing strategy,and developing plans to coo
3、rdinate activitiesDetermining what needs to be done,how it will be done,and who is to do itMotivating,leading,and any other actions involved in dealing with peopleMonitoring activities to ensure that they are accomplished as planned Lead toAchieving the organizations stated purposesProcess approach
4、proposed by Fayol System Approach Two basic types focus on production and efficiencyClosed system not influenced by and do not interact with their environment e.g.Taylors scientific management,Webers bureaucratic theory,etc.Open system recognize and respond to their environment e.g.human relations s
5、chool,organizational development,etc.System Approach v Von Bertalanffyv“system”connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy Internal behavior people inside organizations perform their individual and group tasks External behavio
6、r integrates organizational transactions with other organizations and institutions System Approach Distinct purposeDeliberatestructurePeople organizationClosed system routine tasks task specialization class specification chain of command formal hierarchy1864512Span of 8Employees=512Managers(level 1-
7、3)=73 System Approach systemenvironmentenvironmentOpen system non-routine task performance interaction between staff and employees both vertically and horizontally prestige is externalized(reputation,knowledge)The organization takes resources(inputs)from the larger system(environment),and returns th
8、em to the environment in changed form(outputs)Contingency Approach v Simplistic principles are incompletev Contingency approach is proposed by organizational theorists(Lawrence,Lorsch and Schein)v Contingency management stresses the need for appraisal and analysis of the entire managerial environmen
9、t within the organization.v Contingency approach promotes organizational effectivenessIt sets centers on the best contingency playThere is an appropriate pattern for relationships which exists for organizationsAgreement exists between organizations and their internal and external environments,and be
10、tween the management system and its various components.Contingency Approach ThreePrincipleSets Strategic management Approach InternalExternalUtilizeImproveOpportunitiesCSR awarenessFavorable policies and environmentTechnological advantageAdvantage in marketing channelsCompatibility abilityLong-estab
11、lished company with significant experience in marketing and good relationship with manufacturers.Have not yet fully taken the large immature emerging Asian market.Cross-industry advantageGovernment price ceilingsSynergyWeak regional portabilityExpansion barrierMonitorEliminateThreats100%of the share
12、holders in 3 European countries and majorities in other European countries.Low fees for calls made outside the home country）voice usage.Earning rate of primary business too highEffect of international financial crisisCompetition pressureIncompatibility with local communication standardsHard to diffe
13、rentiate different firmsStrengthWeakness CASE1:SWOT analysis on DIZZ companyanalysis on DIZZ company Strategic management Approach Strategic management involves four basic components:(1)environmental scanning;(2)strategy formulation;(3)strategy implementation;(4)evaluation and control.e.g.Porters 5
14、competitive forces analysis Strategic management Approach v Von Neumann and Morgenstern they defined strategy as a series of actions taken by a corporation which are decided on according to the particular situation v Drucker describes strategy as a means of analyzing the present situation and changi
15、ng it if necessaryv Chandler strategy is that it determines the basic long-term goals of a corporationv Ansoff examined strategy,from a programmatic and analytic approachv Hofer and Schendelv Mintzberg strategy as a mediating force between an organization and its environment Strategic management App
16、roach v Deming,1950,introduced a comprehensive management system which is the model for Japanese-style management,or total quality management(TQM)v TQM uses statistics to analyses variability in production processes in order to improve the product quality continuously Strategic management Approach J
17、uranthe first to deal with the broad management features of quality,which distinguishes him from those who advocate specific techniques,statistical or otherwise.He included three basic steps to progress:Strategic management Approach vCrosby concept of zero defects quality is conformance to requireme
18、nts and it can only be measured by the cost of non-conformance three components than can be used by orgznizations to prevent non-conformances-determination,education and implementation.vOuchi Theory Z corporations generated close relationships with their employees and even made long-term employment
19、commitments to the new hires They also developed their employees talents and focused on teamwork through lateral job rotations and collective decision making.Excellence Approach vPeters and WatermanvThe major focus of excellence management is improving management in order to gain or maintain excellence within a corporation.veffective organizations continue to strive for improvement.References v Management（9th edition）,Stephen P.Robbins&Mary Coulterv Practice of Management,Drucker 1954v The Art of Japanese Management,Pascale&Athos,1981v In Search of Excellence,Peters&Waterman
