Lecture 2 Management TheoriesHistorical background of management中国古代管理理论简介Scientific managementGeneral administrative theoristsQuantitative approach to managementOrganizational behaviorThe Systems ApproachThe Contingency ApproachCurrent trends and issues （自学）

L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter

Historical Background of Management• Explain why studying management history is import

ant.• Describe some early evidences of management prac

tice.

Scientific Management• Describe the important contributions made by Fredr

ick W. Taylor and Frank and Lillian Gilbreth.• Explain how today’s managers use scientific mana

gement.

Learning Outcomes2

General Administrative Theorists• Discuss Fayol’s 14 management principles.• Describe Max Weber’s contribution to the generaladministrative theory of management.• Explain how today’s managers use general administrativ

e theory.Quantitative Approach to Management

• Explain what the quantitative approach has contributed to the field of management.

• Discuss how today’s managers use the quantitativeapproach.

Learning Outcomes3

Toward Understanding Organizational Behavior• Describe the contributions of the early advocates of OB.• Explain the contributions of the Hawthorne Studies to the fie

ld of management.• Discuss how today’s managers use the behavioral approac

h.The Systems Approach

• Describe an organization using the systems approach.• Discuss how the systems approach helps us management.

Learning Outcomes4The Contingency Approach• Explain how the contingency approach differs

from the early theories of management.

• Discuss how the contingency approach helps us understand management.

Current Issues and Trends• Explain why we need to look at the current

trends and issues facing managers.

• Describe the current trends and issues facing managers.

Historical Background of Management1

Egyptian pyramids, The great wall, Venice cityManagement achieved a lot in our history, how can we succeed to them and leave more miracles for our future generations?

Chinese Ancient Viewpoints on Management 中国古代管理思想

儒家管理思想道家管理思想法家以及兵家管理思想

儒家管理思想管理核心管理范围管理方式

1 、儒家管理思想核心天地之性人为贵，管理核心是“治人”性善论：人之初，性本善，性相近，习相远－－人之恻隐之心、尊敬之心等仁爱之心与生俱来

恶之源：耳濡目染、物欲过盛性恶论：荀子认为好逸恶劳乃人之本性，需引导、教化和管理来从善提倡天人合一的管理境界，人性导善，做圣做贤

2 、儒家管理范围－－由己及人

格物致知、诚意正心－－修身孝悌之道－－齐家以知（好学）、仁（力行）、勇（知耻）推行君臣、父子、夫妻、昆弟、朋友之大道－－治国众望所归－－平天下

《中庸》二十章：为天下国家有九经。曰：修身也，尊贤也，亲亲也，敬大臣也，体群臣也，子庶民也，来百工也，柔远人也，怀诸侯也。

3 、儒家管理的方式－－仁政仁：推己及人，爱心、身教言传德政：道之以德，齐之以礼，民有耻且格

⊙ 法治：道之以政，齐之以刑，民免且无耻礼：社会活动的规范原则。礼仪规范：婚丧嫁娶；节日含意：清明、端午、中秋、春节等－－“礼多人不怪”与“熟不拘礼”－－内心诚敬，德行彰显

道家管理思想道家思想简介道家管理－－水式管理

道家思想简介启源：黄帝、周易－－宇宙之道的揭示，阴阳矛盾统一，相克相生，相辅相存、转化、统一代表人物：老子、庄子

《道德经》与《庄子》构成管理哲学中循环律、成长律、得失律、时间律、调节律、容忍律

道家管理－－水式管理（一）水性：★柔软：君子不器，环境适应性强★谦虚：永远处于下位，不争不夺★奉献：任需所取，尽己所有★宽容：容纳一切，无有分别★自新：静以澄明，不断积蓄力量

道家管理－－水式管理（二）管理的最高境界－－无为而治

《道德经》 17章：太上不知有之，其次亲而誉之，其次畏之，其次，侮之。信不足也，有不信焉。

老子三宝：一曰慈，一曰俭，一曰不敢为天下先。慈故能勇，俭故能广，不敢为天下先故能成器长。

道家管理－－水式管理（三）－－管理方法

居善地：择仁地而居心善渊：宽容博大，不以己为然与善仁：交往仁人志士，提升德艺言善信：言行一致，树立信用正善治：立足本职，踏实做事，力求完善事善能：做事讲究效率和结果动善时：把握机会，相时而动

法家和兵家的思想法家：管仲、商鞅等依法管理、法不阿贵、厚赏重罚、赏誉同轨兵家：孙子

以谋为中心，主张“慎战”。

推荐中国古代管理书目《论语》、《大学》、《中庸》、《老子》、《孙子兵法》、《曾国藩家书》南怀瑾《老子他说》、《论语别裁》、《孟子旁通》《孙子兵法与商战》等

Historical Background of Management2---Western viewpoints on management

Adam Smith: division of labor can increase the productivity Industrial Revolution: machine power take the place of human power, and which call for the new way of management .

经济学之父：亚当 斯密之代表作：国富论：营生者的自利行为道德情操论 (The Theory of Moral Sentiments) ：贵族的利他观点－同情关系：它是理性、道义、良心、心中的 那个居民、内心的那个人、判断我们行为的伟大的法官和仲裁人。〈第三卷 第三章〉强迫著人们尽管在自利的状况下，还能

维持公利的要求。

1.Adam Smith’s Contribution to the Field of Management

The general popularity today of job specialization is undoubtedly due to Smith’s view about division of labor.Division of labor is the breakdown of jobs into narrow, repetitive tasks, which increasing each worker’s skill and dexterity, saving time lost in changing tasks, and by creating inventions and machinery.

2.Industrial Revolution’s Influence on Management Practices

Industrial Revolution has originated in late-18th-century Great Britain, and crossed the Atlantic to America by the end of the Civil War.

Because of the Industrial Revolution, machine power was rapidly substituted for human power, which made it economical to manufacture goods in factories.

With the development of big organizations, a formal theory to guide managers running these organizations efficiently and effectively was needed.

Background of That Time

There were no clear concepts of responsibilities to workers and managers. No effective work standards existed. Management decisions were based on hunch and intuition.Workers were placed on jobs with little or no concern for matching their abilities and aptitudes with the tasks required. Managers and workers considered themselves to be in continual conflict—any gain by one would be at the expense of the other.

Exhibit 2–1 Development of Major Management Theories

Major Approaches to Management

Scientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems ApproachContingency Approach

Scientific ManagementFredrick Winslow Taylor

The “father” of scientific management

Published Principles of Scientific Management (1911)• The theory of scientific management

– Using scientific methods to define the “one best way” for a 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.

科学管理之父弗雷德理克 泰勒（ 1856 ～ 1915）

Scientific Management

Contributions of F.W. Taylor– define the “one best way” for doing eac

h job– select appropriate workers and train the

m doing their jobs by one best way– introduce economic incentive system in o

rder to motivate workers result– improvements in productivity in the rang

e of 200 percent

吉尔布雷斯夫妇（ Cheaper by the dozen ）

Scientific Management (cont’d)Frank and Lillian GilbrethFocused on increasing worker productivity through the reduction of wasted motionDeveloped the microchronometer to time worker motions and optimize work performance

How Do Today’s Managers Use Scientific Management?Use time and motion studies to increase productivityHire the best qualified employeesDesign incentive systems based on output

科学管理理论的弊端查理 卓别林主演的《摩登时代》揭露了将工人看作“会说话的机器”，繁重的、过于规范化的劳动给工人身心都带来了巨大的伤害。有悖于泰勒的“双方合作”的本意和初衷。

General Administrative Management

Henri Fayol – developed theories of what constituted good ma

nagement practice• described the practice of management as distin

ct from other typical business functions• proposed a universal set of management functi

ons– 14 principles of management• fundamental or universal rules of management• applied in all organizational situations

组织管理之父 ：亨利 法约尔

General Administrative Management

Believed that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situations

Weber’s Ideal Bureaucracy

Max Weber– developed a theory of authority structure

s and relations– Bureaucracy - ideal type of organization

Developed a theory of authority based on an ideal type of organization (bureaucracy)

• Emphasized rationality(理性） , predictability （可预见性） , impersonality （客观） , technical competence （专业能力） , and authoritarianism （专制）

Exhibit 2–4 Weber’s Ideal Bureaucracy

Quantitative ApproachAlso called operations research or management science

Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems

Focuses on improving managerial decision making by applying:• Statistics, optimization models, information

models, and computer simulations

Quantitative Approach To Management

How to use– this approach has contributed most direc

tly to managerial decision making, particularly in planning and controlling

-Linear programming-Critical-path scheduling analysis– the application of computer software pro

gramsmade it possible to use quantitative techni

ques for managers

Understanding Organizational BehaviorOrganizational Behavior (OB)

The study of the actions of people at work; people are the most important asset of an organization

Early OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard

Exhibit 2–5Exhibit 2–5 Early Advocates of OBEarly Advocates of OB

Organizational BehaviorThe Hawthorne Studies– A series of A series of productivity experiments conducted at productivity experiments conducted at Western Electric from 1927 to 1932.Western Electric from 1927 to 1932.

Experimental findingsExperimental findingsProductivity unexpectedly increased under imposed Productivity unexpectedly increased under imposed adverse working conditions.adverse working conditions.The effect of incentive plans was less than expected.The effect of incentive plans was less than expected.

Research conclusionResearch conclusionSocial norms, group standards and attitudes more Social norms, group standards and attitudes more strongly influence individual output and work strongly influence individual output and work behavior than do monetary incentives.behavior than do monetary incentives.

The Systems ApproachSystem Defined

A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Basic Types of SystemsClosed systems

• Are not influenced by and do not interact with their environment (all system input and output is internal).

Open systems• Dynamically interact to their environments by taking in

inputs and transforming them into outputs that are distributed into their environments.

Exhibit 2–6Exhibit 2–6 The Organization as an Open The Organization as an Open SystemSystem

Implications of the Systems ApproachCoordination of the organization’s parts is essential 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.

系统图片：发怒与南极冰雪融化

The Contingency Approach

Contingency Approach Defined

Also 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 (contingency variables), and require different ways of managing.

• Organization size• As size increases, so do the problems of coordination.

• Routineness of task technology• Routine technologies require organizational structures, le

adership styles, and control systems that differ from thos

e required by customized or nonroutine technologies.

• Environmental uncertainty• What works best in a stable and predictable environment

may be totally inappropriate in a rapidly changing and unpredictable environment.

• Individual differences• Individuals differ in terms of their desire for growth, auton

omy, tolerance of ambiguity, and expectations.

Exhibit 2–7Exhibit 2–7 Popular Contingency VariablesPopular Contingency Variables

权变理论－－水的结晶变化图片－入境随俗

Current trends and Issues( 自学思考部分）

GlobalizationEthicsWorkforce Diversity EntrepreneurshipManaging in a E-Business WorldLearning organization and knowledge managementQuality management

思考题请举例说明全球化对于企业的经营会产生什么样的影响？对于管理者而言，你认为道德问题重要还是利益问题重要？多元化的工作团队对于组织的影响在什么方面？现代的企业家精神是稀缺品吗？电子商务对于我们的影响在什么方面？学习型组织应该具有一种什么样的氛围？知识管理和学习型组织的关系是什么？当代的质量管理是前进了还是后退了，为什么？

Current Trends and IssuesGlobalization

– all organizations are faced with the opportunities and challenges of operating in a global market

• no longer constrained by national bordersWorkforce Diversity

Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of

diversity in employeesAging workforce

• Older employees who work longer and do not retire• The increased costs of public and private benefits

for older workers• An increasing demand for products and services

related to aging.

Current Trends and Issues

EthicsWhat is the ethical dilemma?Who are the affected stakeholders?What personal, organizational, and external factors are important to my decision?What are possible alternatives?Make a decision and act on it.

Current Trends and IssuesEntrepreneurship

– the process whereby an individual or a group of individuals uses organized efforts and means to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled

Entrepreneurship process• pursuit of opportunities - pursuing environmental trends and ch

anges that no one else has seen or paid attention to• innovation - changing, revolutionizing, transforming, and introd

ucing products or services or new ways of doing business• growth - Desire for continual growth of the organization– will continue to be important in all societies– will influence profit and not-for-profit organizations

Current Trends and IssuesManaging in an E-Business World

– E-business - comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with key constituencies( 支持者）

• may include e-commerce three categories reflect different degrees of involvement in e-business

– E-commerce – sales and marketing component of e-business

– intranet - an internal organizational communication system that uses Internet technology and is accessible only by organizational employees

Current Trends and IssuesLearning Organizations and Knowledge ManagementKnowledge Management– The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.Learning Organization– An organization that has developed the capacity to continuously learn, adapt, and change.

managers must transform themselves from bosses to team leaders

• learn to listen, motivate, coach, and nurture （扶持）

Exhibit 2–10 Learning Organization versus Traditional Organization

Current Trends and Issues

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 of Deming and JuranQuality is not directly related to costPoor quality results in lower productivity

Exhibit 2–11 What is Quality Management?

Intense focus on the customer.Concern for continual improvementProcess-focused.Improvement in the quality of everything.Accurate measurement.Empowerment of employees.

Terms to Knowdivision of labor (or job specialization)Industrial Revolutionscientific managementtherbligsgeneral administrative theoryprinciples of managementbureaucracyquantitative approachorganizational behavior (OB)Hawthorne Studiessystem

closed systemsopen systemscontingency approachworkforce diversityentrepreneurshipe-business (electronic business)e-commerce (electronic commerce)intranetlearning organizationknowledge managementquality management

Practices

What’s the Taylor’s four principles of management?What’s the 14-principles of management?What’s the Mayo’s Finding?What are current trends and issues?

Discussion Information is power—those who have it have power. 1 Should employees have to share this knowledge when they themselves have worked to gain it?

2 Should they have to share this knowledge when, perhaps, their performance evaluations are based on how well they do their jobs, and how well they do their jobs is dependent on their special knowledge?

3 What ethical implications can be expected when a manager strives to create an organizational environment that promotes learning and knowledge sharing?