1. 2 The Evolution of Management Theory 1 History Background
2 Evolution of the theory
3 Contingency Management
Contingency Management情景管理 见第7章
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2. Evolution of Management Theory
Figure 2.1
Org. Environment
Management Science
Behavioral Management
Administrative Management
Scientific Management
1890
1940
2000
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3. History Background
Industrial revolution in 18th century in Great Britain.
Machinery was changing the way goods were produced.
Managers had to increase the efficiency of the worker-task mix.
Organizations were seeking ways to better satisfy customer needs.
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4. Division of labor “the wealth of nation”(1776)
Adam Smith, 18th century economist, found firms manufactured pins in two ways:
Craft -- each worker did all steps.
Factory -- each worker specialized in one step.
Smith found that the factory method had much higher productivity.
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5. 工序：拔丝、矫直、切段、敲针头、磨针尖、焊接。
分工前——200根/人
分工后——48，000根/10人
4，800根/人
24倍
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7. Scientific Management
CASE
Defined by Frederick Taylor, late 1800’s.
1911 “Principles of Scientific Management”
the books publication established Taylor as the “father” of scientific management.
Contribution to Management
The 5 Principles
Valid of Scientific Management
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8. Contribution to Management
Rise the labor productivity
Rise the managerial efficiency
The systematic study of the relationships between people and tasks to redesign the work for higher efficiency.
The systematic study of the relationships between people and tasks to redesign the work for higher efficiency.
Rise the labor productivity
Rise the managerial efficiency
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9. The 5 Principles Four Principles to increase efficiency:
1. Study the way the job is performed & determine new ways to do it. Codify the new method into rules.
2. Select workers whose skills match the rules set in Step 1.
3. Establish a fair level of performance and pay for higher performance.
4.Divided work and managers take over all work for which it is better fit than workers.
5. Empowerment and Daily Control.
Four Principles to increase efficiency:
1. Study the way the job is performed now & determine new ways to do it.
Gather detailed, time and motion information.
Try different methods to see which is best.
2. Codify the new method into rules.
Teach to all workers.
3. Select workers whose skills match the rules set in Step 2.
4. Establish a fair level of performance and pay for higher performance.
Workers should benefit from higher output.
5.Divided work and managers take over all work for which it is better fit than workers.
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10. CASE
UPS
美国联合邮包公司
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11. Valid of the Scientific Management
The Scientific Management only suite to the enterprise which production is highly labor intensive.
Workers could purposely “under-perform”.Management responded with increased use of machines.
Problems of Scientific Management
Managers often implemented only the increased output side of Taylor’s plan.
They did not allow workers to share in increased output.
Specialized jobs became very boring, dull.
Workers ended up distrusting Scientific Management. ”
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12. Administrative Management
Henri Fayol developed the concept of business & the principles of management.
14 principles of management.
Developed the business activities as 6 sections & 4 managerial functions.
Seeks to create an organization that leads to both efficiency and effectiveness.
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13. Business Activities Production Distribution Management Business
Accounting
Finance
Technology
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14. Fayol’s Principles Henri Fayol, developed a set of 14 principles:
1. Division of Labor: allows for job specialization.
2. Authority and Responsibility: Fayol included both formal and informal authority resulting from special expertise.
3. Unity of Command: Employees should have only one boss.
4. Unity of Direction: One plan of action to guide the organization
5. Centralization: the degree to which authority rests at the very top.
Henri Fayol, developed a set of 14 principles:
1. Division of Labor: allows for job specialization.
Fayol noted firms can have too much specialization leading to poor quality and worker involvement.
2. Authority and Responsibility: Fayol included both formal and informal authority resulting from special expertise.
3. Unity of Command: Employees should have only one boss.
4. Line of Authority: a clear chain from top to bottom of the firm.
5. Centralization: the degree to which authority rests at the very top.
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15. Fayol’s Principles
6.. Line of Authority: a clear chain from top to bottom of the firm.
7. Equity: Treat all employees fairly in justice and respect.
8. Order: Each employee is put where they have the most value.
9. Initiative: Encourage innovation.
10. Discipline: obedient, applied, respectful employees needed.
Discipline:纪律
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16. Fayol’s Principles
11. Remuneration of Personnel: The payment system contributes to success.
12. Stability of Tenure: Long-term employment is important.
13. General interest over individual interest: The organization takes precedence over the individual.
14. Esprit de corps: Share enthusiasm or devotion to the organization.
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17. Behavioral Management
Focuses on the way a manager should personally manage to motivate employees.
A professor from Harvard named Elton Mayo takes charge of the Hawthorne Studies.
Established the “Human Relationship” theory.
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18. The Hawthorne Studies
Study of worker efficiency at the Hawthorne Works of the Western Electric Co. during
Step one: Lighting intensity experiment.
Step two: Relay assembly experiment.
Step three: Conversation studies
step four: Observation experiment
Money was less a factor in determining output than were group standards , group sentiments and security。
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19. Lighting intensity experiment
Worker productivity was measured at various levels of light illumination.
Researchers found that regardless of whether the light levels were raised or lowered, productivity rose.
Conclusion :It appears that the workers enjoyed the attention they received as part of the study and were more productive.
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20. Relay assembly experiment
Change the situation of work, the productivity rose.
After the situation removed ,the productivity still kept high.
Conclusion : Find that the change of the situation can affect the workers` attitude to their jobs , then influence their output.
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21. Conversation studies
During two years Meyo talked with 20,000 staffs about their jobs.
Find there are many informal groups in formal organization .
Group influences significantly affected individual behavior；
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22. Observation experiment
Meyo observed the productivity of several work-groups, every group was a small organization with 14 workers .
Find social norms or standard of group usually affect individual action.
Group standards established individual worker output；
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23. Management Science
Uses rigorous quantitative techniques to maximize resources.
Quantitative management: utilizes linear programming, modeling, simulation systems.
Operations management: techniques to analyze all aspects of the production system.
Total Quality Management (TQM): focuses on improved quality.
Management Information Systems (MIS): provides information about the organization.
Linear :线性
Rigorous:严格的
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24. Organization-Environment Theory
Considers relationships inside and outside the organization.
The environment consists of forces, conditions, and influences outside the organization, and it will affect the organization`s performance.
Details in Chapter 3
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25. Contingency Theory Assumes there is no one best way to manage.
The environment impacts the organization and managers must be flexible to react to environmental changes.
The way the organization is designed, control systems selected, depend on the environment.
Details in chapter 7
应变管理
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