Chapter 2 The Evolution of Management,You should learn to: Explain the value of studying management history Identify some major pre-twentieth-century contributions to management Summarize the contributions of the scientific management advocates Describe the contributions of the general administrative theorists, Describe the contributions of the early organizational behavior advocates Explain the importance of the Hawthorne Studies to management Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, flexibility and innovation, quality management, learning organizations.,Chapter 2 The Evolution of Management,The Early Years 早期的管理思想：19世纪末以前 The Classical School 古典管理思想：19世纪末-1930 代表人物： Frederick W. Taylor； Henri Fayol The Behavior School 中期的管理思想：1930-1945 代表人物：Elton Mayo; Chester Barnard The Modern Theories 现代管理思想：1945年以后,2.1 The Early Years 2.1.1 亚当斯密 （Adam Smith) “An Inquiry into the Nature and Causes of the Wealth of Nations,“ Wealth of Nations division of labor - breakdown of jobs into narrow and repetitive tasks increased productivity Craft - each worker did all steps. Factory - each worker specialized in one step.,2.1.2 查尔斯巴贝奇（Charles Babbage) （1）节省了学习所需要的时间。生产中包含的工序 愈多，则所需要的学习时间愈长。例如一个工人无 需从事全部工序而只做其中少数工序或一道工 序，就只需要少量的学习时间。 （2）节省了学习中所耗费的材料。因为在学习中都 要耗费一定的材料。实行劳动分工后，需要学习的 内容减少了，所耗费的材料也相应地减少。 （3）节省了从一道工序转变到另一道工序的耗费 的时间。而且，由于分工后经常作某一项作业， 肌肉得到了锻炼，就更不易疲劳。 （4）节省了改变工具所耗费的时间。在许多手艺中，工具常常是很精细的，需要作精密的调节。调节这些工具所占的时间相当多，分工后就可以大大节省这些时间。 （5）由于经常重复同一操作，技术熟练，工作速度可以加快。 （6）分工后注意力集中于比较单纯的作业，能改进工具和机器，设计出更精致合用的工具和机器，从而提高劳动生产率。 2.1.3 罗伯特欧文（Robbert Owen) Returns from investments in human resources would far exceed those in machinery and equipment.,2.2 The Classical School 2.2.1 Scientific Management School by Frederick Taylor 泰罗(泰勒）的科学管理理论 problem ：（1）Misuse of labor （2）Payment （3）Organization and management innovation： （1）Find “one best way” for each job and scientifically select and train workers. A、improvement of operations: 作业研究原理（Motion study) 时间研究原理（Time Study) 操作动作动素,“在这些实验中，我们并不想去探索一个人在一次短促突击或三两天中最多能干多少活，我们所研究的是在一个整劳动日里，一个头等工人活计的实际构成是什么；一个工人能年复一年地正常地完成一个劳动日的最佳工作量，下班后仍然精神旺盛。”,“如果施密特为想挣高工资而被允许去冲击那堆47吨生铁，但却未经懂得搬运生铁艺术或科学的人的指导，那么，兴许在一天中他只干到十一二点钟，就累倒了。他不得不持续不断地干活，这使他的肌肉得不到适当的休息时间，而这明明是为复原所绝对必需的。这样，还没干到这一天的早半晌，他就会完全精疲力尽了。但是如果有一个懂得这个规律的人每天监督和指导他干活，直到使他养成一种习惯，能利用适当的间隙休息，他就能在一整天中以平均的速度干活，而不至于使他自己感到过度的劳累。” 不是苦干，而是更聪明地干活。,B、 Standardization of Procedures and Work Environment C、The selection and Training of Staff (2)、Incentive Wage Plans differential rate piece work (3)、The separation of management and workers The role of managers is to plan and control. The role of workers is to perform. TAYLORS FOUR PRINCIPLES OF MANAGEMENT Frank and Lillian Gilbreth Henry Ford: Assembly line “降低部分工人的思考的必要性和将工人的移动次数减至最低，因为工人移动一次只可能做一件事。”“我们希望工人只做那些要求必须做的事情。组织是高度分工的，一部分与另一部分是相互依赖的，我们一刻也不能允许让工人按他们自己的方式来工作，没有最严格的纪律，我们就会陷入极大的混乱。”,1916年产福特T型车,1908年 6000辆T型车 850美元； 1916年 6万辆 360美元；第1500万辆车 290美元。 轿车价格每降低1美元，我就可以新增1000个购买者。,Problems of Scientific Management: Economic man Now one of the first requirements for a man who is fit to handle pig iron ad a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental makeup the ox than any other type. Specialized jobs became very boring、dull Ignore the social context and workers needs, it led to increased conflict and sometimes violent clashes between managers and employees. Focus on the lowest organizational level,2 .2.2 General Administrative Theory 一般管理学派 Henry Fayol 亨利 法约尔 -concerned with making the overall organization more effective -developed theories of what constituted good management practice (1)、Business Activities: Technical：Production, manufacture Commercial: Buying,Selling,Exchange Financial: Search for and optimal use of capital Accounting: Stocktaking, Balance sheets,costs,statistics Security: Protection of property and persons Managerial: Plan,Organize,Command,Coordination,Control (2) Management Functions: Planning, Organizing, Commanding, Coordinating, Controlling.,(3) 14 Principles of Management Division of Labor Unity of Direction Centralization and Decentralization Authority and Responsibility Scalar Chain gang-plank principle Equity Discipline: Discipline is what leaders make it. Unity of Command: People cannot bear dual command Remuneration Subordination of individual interest to the organizations interest Order Stability of staff Initiative Esprit de corps,2.2.3 Max Weber 马克斯韦伯（科层组织理论） Seeks to create an organization that leads to both efficiency and effectiveness. Max Weber developed the concept of bureaucracy. Bureaucracy - ideal type of organization A formal system of organization and administration to ensure effectiveness and efficiency. Weber developed the Six principles: (P33) Division of Labor Authority Hierarchy Formal Selection Formal Rules and Regulations Impersonality Career Orientation,2.3 The Hawthorne Studies and The Industrial Relation School by Mayo 霍桑实验和梅奥的人际关系学说 Organizational Behavior study of the actions of people at work believed that people were the most important asset of the organization ideas provided the basis for a variety of human resource management programs employee selection employee motivation,