罗宾斯 管理学第九版英文版PPT Management-2
管理学原理与实践教材ppt课件
表 1-3 效率和效果
效率
资源使用
目标达成
目标
低 浪费
高 实现
效果
管理的科学性（效果）：强管理的调其客观规律性，做正确地事； 管理的艺术性（效率）：强调其灵活性与创造性。正确地做事。
管理的复杂性------科学性与艺术性 1.管理的科学性:管理是指导人们进行社会化大生产的科学, 探索的是管理的一般规律,提出普遍的理论、原则、方法等,它涉及到经济学、哲学、社会学、历史学、心理学和各种工程技术科学，是一门交叉型的边缘性科学。管理科学是在总结管理工作的客观规律基础上形成的，可以指导管理实践，其本身也在不断发展。
人际技能
概念技能
技术技能
技能要求
三、管理者的技能要求
*
*
管理人员的技能要求 1．技术技能 技术技能是指使用某一专业领域内有关的程序、技术、知识和方法完成组织任务的能力。 2．人际技能 人际技能是指与处理人际关系有关的技能，即理解、激励他人并与他人共事的能力 3．概念技能 概念技能是指综观全局、认清为什么要做某事的能力，也就是洞察企业与环境要素间相互影响和作用的能力。
人际关系角色
1．首脑。作为组织的首脑，每位管理者有责任主持一些仪式，比如接待重要的访客、参加某些职员的婚礼、与重要客户共进午餐等等。
2、领导者。由于管理者管理着组织，他就对该组织成员的工作负责，比如，在大多数组织中，管理者通常负责雇佣和培训职员。
3．联络人。管理者在他的垂直指挥链之外与人接触的联络角色。
根据法国工业经济学家亨利·法约尔提出的管理职能观点，管理者要执行某些活动或者职能
管理职能
计划 确定目标、制定战略、 开发辅助计划以协调活动
组织 决定做什么、 如何做、谁来做
管理学-罗宾斯-9版-英文Robbinsfom901
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What Is Management?
The process of getting things done effectively and efficiently, with and through people.
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Management Roles Approach
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Which Approach Takes the Prize?
Functions ☑
1. Four Functions Approach 2. Management Roles Approach 3. Skills and Competencies
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Four Functions Approach
•Planning •Organizing •Leading •Controlling
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Integrating economic, environmental, and social opportunities into business strategies
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Managers Matter!
Employee productivity, loyalty, and engagement hinge on employee\manager relationship
罗宾斯管理学9人力资源管理课件
作
功
错误的拒绝
绩
效 表
不 成
错误的接受
正确的决策
现功
甄选过程将会产生四种可能结果
•罗宾斯管理学9人力资源管理
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哪种甄选手段在什么时候最有效？
甄选手段
申请表 笔试
高层管理
2 1
职
位
中低层管理 复杂的非管理工作 常规的作业
2
2
2
1
2
3
工作样本
--
--
4
4
评价中心
5
5
--
--
面谈
4
3
2
2
申请资料审核
n 经过大学四年
n 从思考中确立自我， 从学习中寻求真理， 从独立中体验自主， 从计划中把握时间， 从表达中锻炼口才， 从交友中品味成熟， 从实践中赢得价值， 从兴趣中获取快乐， 从追求中获得力量。
•罗宾斯管理学9人力资源管理
•25
第一项学习：自修之道
n 自学的能力，举一反三或无师自通的能力。
n 自学能力必须在大学期间开始培养。中学生在学 习知识时更多的是追求“记住”知识，而大学生 就应当要求自己“理解”知识并善于提出问题。
六、员工绩效管理
n 绩效评估的目的和作用
➢ 为确定管理人员的工作报酬提供依据 ➢ 为员工升迁调遣提供依据 ➢ 为管理人员的培训提供依据 ➢ 有利于改进工作绩效 ➢ 有利于促进组织内部的沟通
n 绩效评估的内容
➢ 贡献考评：考评管理人员对实现目标的贡献程度。 ➢ 能力考评：考评管理人员的现实能力和发展潜力。
•罗宾斯管理学9人力资源管理
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职业生涯成功要领
n 1．审慎地选择第一项职务 n 2．做好工作 n 3．展现正确的形象 n 4．了解权力结构 n 5．获得对组织资源的控制 n 6．保持可见度 n 7．不要在最初的职务上停留太久 n 8．找个导师 n 9．支持你的上司 n 10．考虑横向发展 n 11．持续革新你的技能 n 12．发展关系网
管理学,罗宾斯,版,英文Robbinsfom
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Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
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Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
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What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
1-22
Why Study Management?
We all have a vested interest in improving how organizations are managed.
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Why Study Management? (cont.)
1-6
Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers
管理学,罗宾斯,9版,英文Robbins_fom9_ppt03
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Hofstede’s Framework
2021/gs
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
2021/5/11
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GLOBE: 9 Dimensions of Cultural
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Types of Diversity
2021/5/11
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Adapting to a Changing Workforce
• Work-life balance programs • Contingent workforce • Generational differences
2021/5/11
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3.1 Explain globalization and its impact on organizations.
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Globalization and its Impact
Global village a boundaryless world where goods and services are produced and marketed worldwide.
• Morality • Values • Personality • Experience • Organization’s culture • Issue being faced
2021/5/11
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Encouraging Ethical Behavior
• Code of ethics • Ethical leadership • Ethics training
管理学,罗宾斯,9版,英文Robbins_fom9_ppt(2)
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Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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Perceptual Shortcuts
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Understanding Perception
1. Employees react to perception, not reality. 2. The potential for perceptual distortion exists.
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9.2 Explain the role that attitudes play in job performance.
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9-7
Attitudes and Job Performance
9-15
Matching Personalities and Jobs
Copyright © 2015 Pearson Education, Inc.
9-16
Personality Traits Across Cultures
National cultures differ in terms of the degree to which people believe they control their environment.
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15.2
Define the nature and purpose of value chain management.
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Value Chain Management
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The Value Chain Management Process
The dynamic, competitive environment facing contemporary global organizations demands new solutions.
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Employees and Human Resources
• Flexible job design • Effective hiring process • Ongoing training
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Obstacles to Value Chain Management
1. Technology 2. Quality initiatives 3. Project management
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Quality Control
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罗宾斯管理学双语教学讲稿2
TwoManagement Yesterday and Today1. HISTORICAL BACKGROUND OF MANAGEMENT.There are many examples from past history that illustrate how management has been practiced for thousands of years.The Egyptian pyramids and the Great Wall of China are good examples of projects of tremendous scope and magnitude that employed tens of thousands of people. How was it possible for these projects to be completed? The answer is management. Regardless of what managers were called at the time, someone had to plan what was to be done, organize people and material, lead and direct the workers, and impose controls to ensure that things were done as planned.Other examples of early management practices can be seen at the Arsenal of Venice. For instance, assembly lines, accounting systems, and personnel functions are just a few of the processes and activities in organizations at that time that are also common to today’s organizations. Organizations and managers have been around for thousands of years.Adam Smith, author of the classical economics doctrine, The Wealth of Nations, argued brilliantly about the economic advantages that division of labor (the breakdown of jobs into narrow, repetitive tasks) would bring to organizations and society.The Industrial Revolution can be thought of as possibly the most important pre-twentieth-century influence on management. The introduction of machine powers, combined with the division of labor, made large, efficient factories possible. Planning, organizing, leading, and controlling became necessary.Exhibit 2.1 presents six major approaches to management.2. SCIENTIFIC MANAGEMENT.Scientific management is defined as the use of the scientific method to define the “one best way” for a job to be done.A. Important ContributionsFrederick W. Taylor is known as the “father” of scientific management.Taylor’s work at the Midvale and Bethlehem Steel companies motivatedhis interest in improving efficiency.a. Taylor sought to create a mental revolution among bothworkers and managers by defining clear guidelines forimproving production efficiency. He defined fourprinciples of management (Exhibit2.2).b. His “pig iron” experiment is probably the most widelycited example of scientific management.c. Using his principles of scientific management, Taylorwas able to define the one best way for doing each job.d. Overall, Taylor achieved consistent improvements inproductivity in the range of 200 percent. He affirmed therole of managers to plan and control and of workers toperform as they were instructed.2. Frank and Lillian Gilbreth were inspired by Taylor’s work andwent on to study and develop their own methods of scientificmanagement.a. Frank Gilbreth is probably best known for hisexperiments in reducing the number of motions inbricklaying.b. The Gilbreths were among the first to use motion picturefilms to study hand and body motions in order toeliminate the wasteful ones.c. They also devised a classification scheme to label 17basic hand motions called therbligs.B. How Do Today’s Managers Use Scientific Management?The guidelines that Taylor and others devised from improvingproduction efficiency are still used in organizations today. Currentmanagement practice isn’t restricted to scientific management, however.Some elements still used include:1. The use of time and motion studies.2. Best qualified workers.3. Design incentive systems based on output.3. GENERAL ADMINISTRATIVE THEORISTS.This group of writers focused on the entire organization. They’re important for developing more general theories of what managers do and what constitutes good management practice.A. The two most prominent theorists behind the general administrative approachwere Henri Fayol and Max Weber.1. Henri Fayol wrote during the same time period as Frederick Taylor.Fayol was the managing director of a large French coal-miningfirm.a. His attention was aimed at the activities of all managers.b. He described the practice of management as distinctfrom other typical business functions.c. He stated 14 principles of management(fundamental or universal truths of management that can be taught in schools). (See Exhibit2.3.)2. Max Weber (pronounced VAY-ber) was a German sociologistwho wrote in the early part of the 20th century.a. He developed a theory of authority structures anddescribed organizational activity based on authorityrelations.b. He described the ideal form of organization—thebureaucracy, defined as a form of organization markedby division of labor, a clearly defined hierarchy, detailedrules and regulations, and impersonal relationships. (SeeExhibit2.4.)B. How Do Today’s Managers Use General Administrative Theories?Some of our current management concepts and theories can be traced tothe work of the general administrative theorists.1. The functional view of a manager’s job can be traced to HenriFayol.2. Weber’s bureaucratic characteristics are still evident in many oftoday’s large organizations—even in highly flexibleorganizations of talented professionals where some bureaucraticmechanisms are necessary to ensure that resources are usedefficiently and effectively.4. QUANTITATIVE APPROACH TO MANAGEMENT.The quantitative approach to management involves the use of quantitative techniques to improve decision-making. This approach has been called operations research or management science. It includes applications of statistics, optimization models, information models, and computer simulations.A. Important Contributions.1. The quantitative approach evolved out of the development ofmathematical and statistical solutions to military problemsduring World War II.2. One group of military officers—the Whiz Kids—includedRobert McNamara and Charles “Tex” Thornton.B. How Do Today’s Managers Use the Quantitative Appro ach?1. This approach has contributed most directly to managerialdecision making, particularly in planning and controlling.2. The availability of sophisticated computer software programsmade the use of quantitative techniques somewhat lessintimidating for managers.5. TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR.The field of study concerned with the actions (behaviors) of people at work is called organizational behavior. Organizational behavior (OB) research has contributed much of what we know about human resources management and contemporary views of motivation, leadership, trust, teamwork, and conflict management.A. Early Advocates.Four people stand out as early advocates of the OB approach. Theseinclude Robert Owen, Hugo Munsterberg, Mary Parker Follett, andChester Barnard. Their ideas provided foundation for practices such asemployee selection procedures, motivation programs, work teams, andorganization-environment management techniques. (See Exhibit2.5 fora summary of the most important ideas of these early advocates.)B. The Hawthorne Studies were, without question, the most importantcontribution to the developing OB field.1. These were a series of experiments conducted from 1924 to theearly 1930s at Western Electric Company’s Haw thorne Works inCicero, Illinois joined by Harvard professor Elton Mayo and hisassociates.2. The studies were initially devised as a scientific managementexperiment to assess the impact of changes in various physicalenvironment variables on employee productivity.3. Other experiments looked at redesigning jobs, making changesin workday and workweek length, introducing rest periods, andintroducing individual versus group wage plans.4. The researchers concluded that social norms or group standardswere the key determinants of individual work behavior.5. Although not without critics (of procedures, analyses offindings, and the conclusions), the Hawthorne studies didstimulate an interest in human behavior in organizations.C. How Do Today’s Managers Use the Behavioral Approach?1. The behavior approach aids managers in designing motivatingjobs, working with employee teams, and opening upcommunication channels.6. 2. The behavioral approach has provided the foundation for currenttheories of motivation, leadership, group behavior and development,and other behavioral topics. THE SYSTEMS APPROACH.During the 1960’s researches began to analyze organizations from a systemsperspective based on the physical sciences.1. A system is a set of interrelated and interdependent partsarranged in a manner that produces a unified whole.2. The two basic types of systems are open and closed. A closedsystem is one that is not influenced by and does not interact withits environment. An open system is one that dynamicallyinteracts with its environment (see Exhibit2.6).A.The Systems Approach and Managersanization is made up of “interdependent factors, includingindividuals, groups, attitudes, motives, formal structure, interactions,goals, status and authority.2.Managers coordinate the work activities of the various parts of theorganization3.Decisions and actions taken in one organizational area will affectothers and vice versaOrganizations are not self-contained. They rely on their environment.7. THE CONTINGENCY APPROACH.A contingency approach is intuitively logical. One thing to say that the wayto manager “depends on the situation” and another to say what it depends on.1. The contingency approach to management is a view that theorganization recognizes and responds to situational variables asthey arise.2. Some popular contingency variables are shown in Exhibit2.7.8. CURRENT TRENDS AND ISSUESNow that you’ve got a good understanding of the evolution and past history of management theories and practices, what current concepts and practices are shaping today’s management history and changing the way that managers do their jobs?A. Globalization. Organizational operations no longer stop at geographicborders. Managers in all types and sizes of organizations are faced withthe opportunities and challenges of globalization.A.Ethics. Cases of corporate lying, misrepresentations, and financialmanipulations were widespread during 2002. Managers of firms such asEnron, ImClone, Global Crossing, and Tyco International put their self-interest ahead of others who might be affected by their decisions.1.While most managers continue to behave in a highly ethical manner,the abuses suggest a need to “upgrade” ethical standards.2.Ethics education is being widely emphasized in college curriculumsanizations are taking a more active role in creating and using codesof ethics, ethics training programs, and hiring ethics officers.Workforce diversity refers to employees in organizations who are heterogeneous in terms of gender, race, ethnicity, or othercharacteristics. The challenge for managers is to make theirorganizations more accommodating to diverse groups of people byaddressing different lifestyles, family needs, and work styles.1.Workforce diversity is a global issue2.Before the early 1980’s a melting pot or assimilation model wasused. It has been replaced by the recognition and celebration ofdifferences.3.Challenge for managers is to make organizations moreaccommodating to diverse groups of people by addressing differentlifestyles, family needs, and work styles.4.Smart managers recognize diversity as an asset in bringing a broadrange of viewpoints and problem-solving skills to a company.D. Entrepreneurship refers to the process whereby an individual or agroup of individuals uses organized efforts and means to pursueopportunities to create value and grow by fulfilling wants and needsthrough innovation and uniqueness.1. Three important themes stand out in this definition:a. The pursuit of opportunitiesb. Innovationc. Growth2. Entrepreneurship will continue to be important to societiesaround the world.Note: At the end of each major section in this book, a specialentrepreneurship module has been included that looks atthe topics presented in that section from anentrepreneurial perspective.E. Managing in an E-Business World.1. E-business(electronic business)—a comprehensive termdescribing the way an organization does its work by usingelectronic (Internet-based) linkages with key constituencies inorder to efficiently and effectively achieve its goals.2. While critics have questioned the viability of Internet-basedcompanies (dot-coms) after the high-tech implosion in 2000 and2001, e-business is here for the long-run.3. E-commerce(electronic commerce) is any form of businessexchange or transaction in which the parties interactelectronically.4. Categories of e-business involvement (see Exhibit2.8):a. E-business enhanced organization—uses the Internet toenhance (not to replace) their traditional ways of doingbusiness.b. E-business enabled organization—Internet enablesorganizational members to do with work moreefficiently and effectively.F. c. Total e-business organization—whole existence is madepossible by and revolves around the Internet. Knowledge Managementand Learning Organizations.1.Change takes place at an unprecedented rate.anizations to be successful need to be learning organizations—ones that have developed the capacity to continuously learn, adapt,and change. (Exhibit2.9demonstrates the differences between alearning organization and a traditional organization.)Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share itwith others in the organization so as to achieve better performance.G. Quality Management.1. Total quality management is a philosophy of management thatis driven by customer needs and expectations and focuses oncontinual improvement in work processes. (See Exhibit2.10.)2. TQM was inspired by a small group of quality experts, of whomW. Edwards Deming was one of the chief proponents.3. TQM represents a counterpoint to earlier management theoristswho believed that low costs were the only road to increasedproductivity.4. The objective of TQM is to create an organization committed tocontinuous improvement.1. What kind of workplace would Henri Fayol create? How about Mary ParkerFollett? How about Frederick Taylor?Fayol would probably create a workplace in which managers could perform the managerial functions of planning, organizing, coordinating, commanding, and controlling. In addition, he would have a workplace in which his 14 management principles would be followed.Follett would undoubtedly create a workplace in which managers and workers viewed themselves as partners, as part of a common group. In such a workplace, managers would rely more on their expertise and knowledge to lead subordinates, rather than the formal authority of their position. Empowerment and teamwork would be hallmarks of a Follett-style workplace.Taylor would create a workplace in which managers and workers scientifically analyzed and determined the “one best way” to accomplish each job. He would put the right person on the job with the correct tools and equipment, would have the worker follow instructions exactly, and would motivate the worker with an economic incentive of a significantly higher daily wage. Consistent productivity improvements would be his goal in the workplace.2. Can a mathematical (quantitative) technique help a manager solve a “people”problem such as how to motivate employees or how to distribute work equitably?Explain.Although we need to recognize that some “people” problems can’t be expressed quantitatively, mathematical techniques could help a manager solve these problems. Statistical methods, information models, computer simulations, and other quantitative techniques are designed to help managers make better decisions. As such, they could help a manager address people problems being encountered in the workplace.3. Is globalization an issue for e-businesses? Explain.Management, in a traditional, and especially in an e-business world, is no longer constrained by national borders. The world is definitely become a global village, so globalization is an issue! Anywhere business constituencies has Internet-capable, an e-business transaction can take place, regardless of geographic location and proximity.4. “Entrepreneurship is only for small, start-u p businesses.” Do you agree ordisagree with this statement? Explain.Entrepreneurship by definition is 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. It involves the discovery of opportunities and resources to exploit them. So, yes, entrepreneurship is for small, start-up businesses, but it is also important for larger organizations.Organizations, regardless of size, must be innovative and flexible, which is closely related to entrepreneurship.5. How do societal trends influence the practice of management? What are theimplications for someone studying management?Societal trends greatly influence the practice of management. For example, the change in society’s emphasis on the value of diversity has profound implications for management. The U.S. society went from an emphasis on assimilation (“melting pot”) of differences in the early 1980’s to a celebration and recognition of differences today. Therefore, the way that organizations are structured, motivation programs, and other work-related processes must be aligned with the needs of a diverse and pluralistic workforce. This is a global issue as other countries such as Japan and Australia are experiencing similar diversity trends.6.Would you feel more comfortable in a learning organization or in a traditionalorganization? Why?The answers for these questions will vary according to each student. However, the important part of the answer is how well each student explains or supports his/her preference.The task for students to accomplish with this activity is to do some preliminary work on creating a knowledge base for your particular institution, such that differentorganizational members could utilize the information to increase efficiency and effectiveness. Form groups of three to four students for discussion.One suggestion would be for each group to develop a knowledge “list” for different campus offices or functions. For instance, have one group concentrate on the Registrar’s Office, another with the Financial Aid Office, another with the Student Union, the Alumni Office, etc. The groups should identify what tasks the office performs for students and other institutional offices, what common activities the office performs that other offices might also be performing, and what unique tasks the office performs. After discussing these issues, compile an outline of major areas of important knowledge the organization has as a whole.A couple of hints that might help get the activity started are: using technology in classrooms, keeping in touch with former students and/or alumni.。
罗宾斯管理学第九版课件9erobbins_ppt01
© 2007 Prentice Hall, Inc. All rights reserved.
1–13
What Do Managers Do? (cont’d)
• Skills Approach
Technical skills
Knowledge and proficiency in a specific field
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Study Management?
subordinates • Listening and asking questions • Presentation skills; spoken format • Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.
Monitoring, comparing, and correcting work.
© 2007 Prentice Hall, Inc. All rights reserved.
1–10
Exhibit 1–3 Management Functions
罗宾斯管理学原理第二章 管理环境
华理商学院 郝斌 haobinecust@
什么是社会责任? (续 什么是社会责任? (续)
• 社会经济学观点
管理当局的社会责任不只是创造利润，还包括保护和 增进社会福利 公司并非只是对股东负责的独立实体 企业在道义上有更大的责任参与到社会的、政治的、 经济的事务 “做正确的事情”
管理者：万能的还是象征性的? 管理者：万能的还是象征性的?
• 管理象征论
多数组织的成功或失败都是由管理者不能控制的外部 因素造成的 管理者影响结果的能力受外部因素的制约和约束 经济、顾客、政府政策、竞争者行动、工业环境、 专利技术监管以及前任管理者的决策等 管理者通过他们的行为象征着管理和影响
华理商学院 郝斌 haobinecust@
管理权和其他决策权都集中在母国公司中的跨国公司
华理商学院 郝斌 haobinecust@
图表 2–7 组织如何走向全球化
华理商学院 郝斌 haobinecust@
其他形式的全球化组织
• 战略同盟
是一个组织与外国公司建立的伙伴关系，双方在开发 新产品或组建生产机构时共享资源和知识
华理商学院 郝斌 haobinecust@
霍夫斯泰德评估文化的框架
华理商学院 郝斌 haobinecust@
图表 2–9 霍夫斯泰德文化维度的一些例子
资料来源: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American
资料来源: Based on M. Ernest (ed.), Predeparture Orientation Handbook: For Foreign Students and Scholars Planning to Study in the
罗宾斯管理学 决策
6–3
How do you make decisions?
• 入学考试面试题：
为何考上海大学？ 考进了大学你准备做什么？ 未来的职业设想是什么？
• 你们的回答：
上海大学很美丽、很有名 我要认真学习，考证书 ？？？
7–4
决策常见的问题
• 片面 • 短见 • 感性 • 即刻满足 • 前后矛盾短期决策与长期目标不一致等等
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
3
规划与决策 Planning & -2 Decision Making
Definition-决策
• Decision
-Making a choice from two or more alternatives. 在两个或 多个选项中作出选择 Low level to high level managers make decisions. All organizational members make decisions that affect their jobs and organization they work for.
6–17
P184
Exhibit 7–6 What is Intuition?
Five Different Aspects of Intuition
经验决策
价值道德决策
情感决策
直觉
潜意识决策
认知决策
Source: Based on L. A. Burke and M. K. Miller, ―Taking the Mystery Out of Intuitive Decision Making,‖ Academy of Management Executive, October 1999, pp. 91–99.
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© 2007 Prentice Hall, Inc. All rights reserved.
2–2
L E A R N I N G O U T L I N E (cont’d) (cont’
Follow this Learning Outline as you read and study this chapter.
• Quantitative Approach
• Explain what the quantitative approach has contributed to the field of management. • Discuss how today’s managers use the quantitative today’ approach.
• General Administrative Theory
• Discuss Fayol’s contributions to management theory. Fayol’ • Describe Max Weber’s contribution to management Weber’ theory. • Explain how today’s managers use general administrative today’ theory.
© 2007 Prentice Hall, Inc. All rights reserved.
2–5
Historical Background of Management
• Ancient Management
Egypt (pyramids) and China (Great Wall) Venetians (floating warship assembly lines)
© 2007 Prentice Hall, Inc. All rights reserved. 2–3
L E A R N I N G O U T L I N E (cont’d) (cont’
Follow this Learning Outline as you read and study this chapter.
© 2007 Prentice Hall, Inc. All rights reserved.
2–8
Scientific Management
• Fredrick Winslow Taylor
The “father” of scientific management father” Published Principles of Scientific Management (1911)
• Max Weber
Developed a theory of authority based on an ideal type of organization (bureaucracy)
Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism
ninth edition
STEPHEN P. ROBBINS
MARY COU007 Prentice Hall, Inc. All rights reserved.
Management Yesterday and Today
PowerPoint Presentation by Charlie Cook The University of West Alabama
• Toward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB. • Explain the contributions of the Hawthorne Studies to the field of management. • Discuss how today’s managers use the behavioral today’ approach.
The theory of scientific management – Using scientific methods to define the “one best way” for a way” 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.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
• Historical Background of Management
• Explain why studying management history is important. • Describe some early evidences of management practice.
© 2007 Prentice Hall, Inc. All rights reserved.
2–11
General Administrative Theory
• Henri Fayol
Believed that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situations
© 2007 Prentice Hall, Inc. All rights reserved.
2–9
Exhibit 2–2 Taylor’s Four Principles of Management 2– Taylor’
1. Develop a science for each element of an individual’s 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 has been developed. 4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.
• The Systems Approach
• Describe an organization using the systems approach. • Discuss how the systems approach helps us management.
© 2007 Prentice Hall, Inc. All rights reserved.
2–6
Exhibit 2–1 Development of Major Management Theories 2–
© 2007 Prentice Hall, Inc. All rights reserved.
2–7
Major Approaches to Management
• Scientific Management • General Administrative Theory • Quantitative Management • Organizational Behavior • Systems Approach • Contingency Approach
• Industrial Revolution
Substituted machine power for human labor Created large organizations in need of management
© 2007 Prentice Hall, Inc. All rights reserved.
2–4
L E A R N I N G O U T L I N E (cont’d) (cont’
Follow this Learning Outline as you read and study this chapter.
• The Contingency Approach
• Explain how the contingency approach differs from the early theories of management. • Discuss how the contingency approach helps us understand management.
• How Do Today’s Managers Use Scientific Today’ Management?
Use time and motion studies to increase productivity Hire the best qualified employees Design incentive systems based on output