管理学原理robbins_PPT02.ppt

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1、8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary CoulterPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.L E A R N I N G O U T L I N E Follow

2、this Learning Outline as you read and study this chapter.oHistorical Background of ManagementExplain why studying management history is important.Describe some early evidences of management practice.Scientific ManagementDescribe the important contributions made by Fredrick W.Taylor and Frank and Lil

3、lian Gilbreth.Explain how todays managers use scientific management.2Copyright 2005 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.oGeneral Administrative TheoristsDiscuss Fayols 14 management principles.Desc

4、ribe Max Webers contribution to the general administrative theory of management.Explain how todays managers use general administrative theory.oQuantitative Approach to ManagementExplain what the quantitative approach has contributed to the field of management.Discuss how todays managers use the quan

5、titative approach.3Copyright 2005 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Toward Understanding Organizational BehaviorDescribe the contributions of the early advocates of OB.Explain the contributions o

6、f the Hawthorne Studies to the field of management.Discuss how todays managers use the behavioral approach.oThe Systems ApproachDescribe an organization using the systems approach.Discuss how the systems approach is appropriate for understanding management.4Copyright 2005 Prentice Hall,Inc.All right

7、s reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.oThe Contingency ApproachExplain how the contingency approach differs from the early theories of management.Discuss how the contingency approach is appropriate for studying management.oCur

8、rent Issues and TrendsExplain why we need to look at the current trends and issues facing managers.Describe the current trends and issues facing managers.5Copyright 2005 Prentice Hall,Inc.All rights reserved.Historical Background of ManagementAncient ManagementEgypt(pyramids)and China(Great Wall)Ven

9、etians(floating warship assembly lines)Adam SmithPublished“The Wealth of Nations”in 1776vAdvocated the division of labor(job specialization)to increase the productivity of workersIndustrial RevolutionSubstituted machine power for human laborCreated large organizations in need of management6Copyright

10、 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.1Exhibit 2.1Development of Major Management Theories7Copyright 2005 Prentice Hall,Inc.All rights reserved.Major Approaches to ManagementScientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems Approa

11、chContingency Approach8Copyright 2005 Prentice Hall,Inc.All rights reserved.Scientific ManagementFredrick Winslow TaylorThe“father”of scientific managementPublished Principles of Scientific Management(1911)vThe theory of scientific managementUsing scientific methods to define the“one best way”for a

12、job to be done:Putting the right person on the job with the correct tools and equipment.Having a standardized method of doing the job.Providing an economic incentive to the worker.9Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.2Exhibit 2.2Taylors Five Principles of Management1.Devel

13、op a science for each element of an individuals work,which will replace the old rule-of-thumb method.2.Scientifically select and then train,teach,and develop the worker.3.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that h

14、as been developed.4.Divide work and responsibility almost equally between management and workers.5.Management takes over all work for which it is better fitted than the workers.10Copyright 2005 Prentice Hall,Inc.All rights reserved.Scientific Management(contd)Frank and Lillian GilbrethFocused on inc

15、reasing worker productivity through the reduction of wasted motionDeveloped the microchronometer to time worker motions and optimize performanceHow Do Todays Managers Use Scientific Management?Use time and motion studies to increase productivityHire the best qualified employeesDesign incentive syste

16、ms based on output11Copyright 2005 Prentice Hall,Inc.All rights reserved.General Administrative TheoristsHenri FayolBelieved that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situationsMax W

17、eberDeveloped a theory of authority based on an ideal type of organization(bureaucracy)vEmphasized rationality,predictability,impersonality,technical competence,and authoritarianism12Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.3Exhibit 2.3Fayols 14 Principles of Management1.Divisi

18、on of work.2.Authority.3.Discipline.4.Unity of command.5.Unity of direction.6.Subordination of individual interest to the interests of the organization.7.Remuneration.8.Centralization.9.Scalar chain.10.Order.11.Equity.12.Stability of tenure of personnel.13.Initiative.14.Esprit de corps.13Copyright 2

19、005 Prentice Hall,Inc.All rights reserved.Exhibit 2.4Exhibit 2.4Webers Ideal Bureaucracy14Copyright 2005 Prentice Hall,Inc.All rights reserved.Quantitative Approach to ManagementQuantitative ApproachAlso called operations research or management scienceEvolved from mathematical and statistical method

20、s developed to solve WWII military logistics and quality control problemsFocuses on improving managerial decision making by applying:vStatistics,optimization models,information models,and computer simulations15Copyright 2005 Prentice Hall,Inc.All rights reserved.Understanding Organizational Behavior

21、 Organizational Behavior(OB)The study of the actions of people at work;people are the most important asset of an organizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard16Copyright 2005 Prentice Hall,Inc.All rights reserved.The Hawthorne StudiesA series of producti

22、vity experiments conducted at Western Electric from 1927 to 1932.Experimental findingsProductivity unexpectedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.Research conclusionSocial norms,group standards and attitudes more strongly influenc

23、e individual output and work behavior than do monetary incentives.17Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.5Exhibit 2.5Early Advocates of OB18Copyright 2005 Prentice Hall,Inc.All rights reserved.The Systems ApproachSystem DefinedA set of interrelated and interdependent parts

24、arranged in a manner that produces a unified whole.Basic Types of SystemsClosed systemsvAre not influenced by and do not interact with their environment(all system input and output is internal).Open systemsvDynamically interact to their environments by taking in inputs and transforming them into out

25、puts that are distributed into their environments.19Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.6Exhibit 2.6The Organization as an Open System20Copyright 2005 Prentice Hall,Inc.All rights reserved.Implications of the Systems ApproachCoordination of the organizations parts is essen

26、tial for proper functioning of the entire organization.Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.Organizations are not self-contained and,therefore,must adapt to changes in their external environment.21Copyright 2005 Prentice H

27、all,Inc.All rights reserved.The Contingency ApproachContingency Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set of management principles(rules)by which to manage organizations.Organizations are individually different,face different situations

28、(contingency variables),and require different ways of managing.22Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.7Exhibit 2.7Popular Contingency VariablesOrganization sizeRoutineness of task technologyEnvironmental uncertaintyIndividual differences23Copyright 2005 Prentice Hall,Inc.Al

29、l rights reserved.Current Trends and IssuesGlobalizationEthicsWorkforce DiversityEntrepreneurshipE-businessKnowledge ManagementLearning OrganizationsQuality Management24Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Trends and Issues(contd)GlobalizationManagement in international organ

30、izationsPolitical and cultural challenges of operating in a global marketEthicsIncreased emphasis on ethics education in college curriculumsIncreased creation and use of codes of ethics by businesses25Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.8Exhibit 2.8A Process for Addressing

31、 Ethical DilemmasStep 1:What is the ethical dilemma?Step 2:Who are the affected stakeholders?Step 3:What personal,organizational,and external factors are important to my decision?Step 4:What are possible alternatives?Step 5:Make a decision and act on it.26Copyright 2005 Prentice Hall,Inc.All rights

32、reserved.Current Trends and Issues(contd)Workforce DiversityIncreasing heterogeneity in the workforcevMore gender,minority,ethnic,and other forms of diversity in employeesAging workforcevOlder employees who work longer and do not retirevThe increased costs of public and private benefits for older wo

33、rkersvAn increasing demand for products and services related to aging.27Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Trends and Issues(contd)Entrepreneurship DefinedThe process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling

34、wants and needs through innovation and uniqueness.Entrepreneurship processPursuit of opportunitiesInnovation in products,services,or business methodsDesire for continual growth of the organization28Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Trends and Issues(contd)E-Business(Electr

35、onic Business)The work preformed by an organization using electronic linkages to its key constituenciesE-commerce:the sales and marketing component of an e-businessCategories of E-BusinessesE-business enhanced organizationE-business enabled organizationTotal e-business organization29Copyright 2005 P

36、rentice Hall,Inc.All rights reserved.Exhibit 2.9Exhibit 2.9Categories of E-Business Involvement30Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Trends and Issues(contd)Knowledge ManagementThe cultivation of a learning culture where organizational members systematically gather and share

37、 knowledge with others in order to achieve better performance.Learning OrganizationAn organization that has developed the capacity to continuously learn,adapt,and change.31Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.10Exhibit 2.10Learning Organization versus Traditional Organizati

38、on32Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Trends and Issues(contd)Quality ManagementA philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectationsInspired by the total quality management(TQM)ideas o

39、f Deming and JuranQuality is not directly related to cost33Copyright 2005 Prentice Hall,Inc.All rights reserved.Exhibit 2.11Exhibit 2.11What is Management Quality?Intense focus on the customerConcern for continual improvementProcess-focusedImprovement in the quality of everything Accurate measurementEmpowerment of employees 34Copyright 2005 Prentice Hall,Inc.All rights reserved.