Chapter 2
Evolution of management
管理的历史
1
Objectives
• Understand how historical
forces influence the practice of
management
• Identify and explain the major
developments in the history of
management thought
• Describe the major components
of the classical and humanistic
management perspective
• Discuss the management
science perspective and its
current use in organizations
• Explain the major concepts of
systems theory, the contingency
theory, and total quality
management
• Describe the learning
organization and the changes in
structure, empowerment, and
information sharing managers
make to support it
• Discuss the technology-driven
workplace and the role of
enterprise resource planning
and knowledge management
systems
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Topics to be discussed
1.
2.
3.
4.
5.
6.
7.
Management and Organization 管理与组织
Classical Perspective 古典管理理论
Humanistic Perspective 人本主义理论
Management Science Perspective 管理科学理论
Recent Historical Trends 发展趋势
The Learning Organization 学习型组织
Technology-driven workplace 技术驱动下的工作
场作
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影响组织和管理的因素
Influences that Impact Org.& Management
• Social Forces 社会力量
–The aspect of a culture that guide and
influence relationships among people
–values, needs, and standards of behavior
• Political Forces 政治力量
–The influence of political and legal
institutions on people & organizations
• Economic Forces 经济力量
–Forces that affect the availability,
production, & distribution of a society’s
resources among competing users
4
管理观点的演进
Management Perspectives Over Time
2000
The Technology-Driven Workplace
1990
The Learning Organization
1980
Total Quality Management
Contingency Views
2010
2010
2000
1970
2000
1950
Systems Theory
2000
1940
Management Science Perspective
1990
1930
Humanistic Perspective
Classical
1990
1890
1940
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古典管理理论
Classical Perspective
• Scientific Management 科学管理
– Taylor,《科学管理的原理》
• Bureaucratic Organizations官僚式组织
– Weber,《社会和经济组织》
• Administrative Principles行政管理原则
– Fayol,《工业管理与一般管理》
前往：
人本主义理论
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科学管理的特点
Characteristics of Scientific Management
General Approach
• Developed standard method for performing each job.
• Selected workers with appropriate abilities for each job.
• Trained workers in standard method.
• Supported workers by planning work and eliminating interruptions.
• Provided wage incentives to workers for increased output.
Contributions
• Demonstrated the importance of compensation for performance.
• Initiated the careful study of tasks and jobs.
• Demonstrated the importance of personnel and their training.
Criticisms
• Did not appreciate social context of work and higher needs of workers.
• Did not acknowledge variance among individuals.
• Tended to regard workers as uninformed and ignored their ideas.
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官僚式组织
Bureaucracy Organizations
• Labor is divided with clear definitions of authority
and responsibility.
• Positions are in hierarchy of authority.
• Personnel are selected and promoted based on
qualifications.
• Management is separate from the ownership.
• Rules and procedures ensure reliable, & predictable
behavior.
• Rules are impersonal and uniformly applied.
SOURCE: Adapted from Max Weber, The Theory of Social and Economic Organizations, ed. and trans. A.M. Henderson and Talcott Parsons (New York: Free Press, 1947), 328-337.
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行政管理原则
Administrative Principles
• Contributors to this approach
– Henri Fayol
– Mary Parker
– Chester I. Barnard
• Focused on organization rather than the individual
• Delineated the management functions of planning,
organizing, commanding, coordinating, and
controlling
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管理的14条原则
Henri Fayol’s 14 Points




Division of labor分工
Authority权力
Discipline纪律
Unity of command统一
命令
 Unity of direction统一领
导
 Subordination of
individual interest 个人
利益服从整体利益
 Remuneration员工报酬





Centralization集权
Scalar chain等级链
Order秩序
Equity平等
Stability and tenure of
staff员工稳定
 Initiative主动性
 Esprit de corps集体精神
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人本主义理论
Humanistic Perspective
• Human Relations Movement 人际关系运动
– Hawthorne Studies
• Human Resource Perspective 人力资源观点
– Maslow：需要层次论
– Mcgregor：XY理论
• Behavioral Science Approach 行为科学方法
– Develops theories about human behavior based on scientific methods
& study
– Applies social science in an organizational context
– draws from economics, psychology, sociology in understanding
employees
– 运用社会学、心理学、经济学、人类学等方法研究人的行为来解
决管理问题
前往：
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管理科学理论
霍桑试验
Hawthorne Studies
• Ten year study
• Four experimental &
three control groups
• Five different tests
• Test pointed to factors other than illumination for
productivity
• 1st Relay Assembly Test Room experiment, was
controversial, test lasted 6 years
• Interpretation, money not cause of increased output
• Factor that increased output, Human Relations
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需要层次论
Abraham Maslow’s Hierarchy
General Examples
Self-fulfillment
Self-actualization
自我实现的需要
Organizational Examples
Challenging Job
Status
Esteem
尊重需要
Job Title
Friendship
Belonging
归属需要
Friends
Stability
Shelter
Safety
安全需要
Physiological
生理需要
Retirement Plan
Wages
Based on needs satisfaction
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XY理论
Douglas McGregor：Theory X & Y
Theory X
Theory Y
X理论
Y理论
•
•
•
•
•
People are lazy
People lack ambition
Dislike responsibility
People are self-centered
People don’t like change
• People are energetic
• People want to make
contributions
• People do have ambition
• People will seek
responsibility
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管理科学理论
Management Science Perspective
• Emerged after WW II  Operations Research 运筹学
mathematical modeling
• Distinguished for its
 Operations Management运营管理
application of
 specializes in physical
mathematics, statistics
production of goods or services
to problem solving
 Information Technology 信息技术
• 应用数学、统计和其
reflected in management
它定量技术来进行决
information systems
策和解决管理问题
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发展趋势
Recent Historical Trends
Systems Theory 系统理论
System系统
 为实现共同目标的相关部件的结合体
Entropy熵
 系统由衰退而走向死亡的趋势
Synergy协同
 整体大于部分之和
Subsystems子系统
 彼此相互依赖的各项构成要素
Contingency View 权变理论
Total Quality Management (TQM) 全面质量管理
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前往：
学习型组织
系统理论
Systems View
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权变理论
Contingency View
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学习型组织
Learning Organization
• An organization in which everyone is engaged in
identifying and solving problems, enabling the
organization to continuously experiment, improve,
and increase its capability
• 组织中的所有员工都致力于识别和解决问题。
并使组织持续地进行试研、变革、改进，从而
使其成长能力、学习能力和实现其目标的能力
不断提高。
• 与旨在获得效率与目的的传统组织相比，其核
心的思想是解决问题。
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学习型组织的要素
Elements of a Learning Organization
Team-Based Structure
基于团队的结构
Empowered
Employees
员工授权
Learning
Organization
Open
Information
公开信息
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Tutorial Questions
• Contrast the 3 major approaches within the Classical / Traditional
Approach: Scientific, Bureaucratic and Administrative Management.
Give examples of how these sub-approaches are reflected in an
organization with which you are familiar.
• Explain the main ideas underlying the Systems Theory pertaining to
how an organization conducts its business (illustrate with a diagram).
• Differentiate between the 3 main approaches within the Humanistic
perspective.
• Why is it important to understand the different perspectives and
approaches to management theory that have evolved throughout the
history of organizations?
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Case Study
• SuperJuice
– What are some of the social, political, and economic
forces affecting SuperJuice and calling for a new
approach to management?
– What do you believe Luisa needs to do first to begin a
transformation at SuperJuice?
– How would you suggest she turn SuperJuice into a
learning organization? Think about specific changes
she can make to get all employees thinking of new and
exciting ways to revitalize the SuperJuice product line
and way of doing business.
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