西方管理理论复习知识要点梳理

西方管理理论复习知识要点梳理

1.Manager：Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

2.Classifying Managers：①First-line Managers—Are at the lowest level of management and manage the work of non-managerial employees.②Middle Managers—Manage the

work of first-line managers.③Top Managers ：re responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

3.Managerial Concerns：①Efficiency-“Doing things right”Getting the most output for the least inputs；②Effectiveness-“Doing the right things”Attaining organizational goals.

4.Management Four Functions：page 9；Management Roles：page 10；Management Skills：page 12.

anization：A deliberate arrangement of people to accomplish some specific purpose

Common Characteristics of Organizations：①Have a distinct purpose；②Composed of people；③Have a deliberate structure.

6.Why Study Management：①The universality of management；②The reality of work；

③Rewards and challenges of being a manager. Rewards and Challenges of Being A

Manager：page19.

7.Fredrick 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:①Putting the right person on the job with the correct tools and equipment.②Having a standardized method of doing the job.③Providing an economic incentive to the worker.

8.Taylor’s Five Principles of Management：①Develop a science for each element of an

individual’s work, which will replace the old rule-of-thumb method.②Scientifically select and then train, teach, and develop the worker.③Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.④Divide work and responsibility almost equally between management and workers.⑤Management takes over all work for which it is better fitted than the workers.

9.Frank and Lillian Gilbreth：①Focused on increasing worker productivity through the reduction of wasted motion；②Developed the microchronometer to time worker motions

and optimize performance.

10.How Do Today’s Managers Use Scientific Management:①Use time and motion studies to increase productivity;②Hire the best qualified employees;③Design incentive systems

based on output. Early Advocates of OB：page 33

11.Max Weber：Developed a theory of authority based on an ideal type of organization (bureaucracy)，Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.Fayol’s 14 Principles of Management：page 30

12.The Hawthorne Studies：A series of productivity experiments conducted at Western Electric from 1927 to 1932；①Experimental findings-Productivity unexpectedly increased under imposed adverse working conditions；The effect of incentive plans was less than

expected.②Research conclusion-Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.

13.The Systems Approach：page 35；The Contingency Approach：page36；A Process for Addressing Ethical Dilemmas：page 38；

14.Quality Management：A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations；Inspired by the total quality management (TQM) ideas of Deming and Juran；Quality is not directly related to cost.

15.What is Management Quality：①Intense focus on the customer；②Concern for continual improvement；③Process-focused；④Improvement in the quality of everything；⑤Accurate measurement；⑥Empowerment of employees.

16.Omnipotent View of Management：①Managers are directly responsible for an

organization’s success or failure.②The quality of the organization is determined by the quality of its managers.③Managers are held most accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.

17.Symbolic View of Management：①Much of an organization’s succes s or failure is due to