1、管理學(xué)原理第一講導(dǎo)論第1頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二課程框架教材：羅賓斯，管理學(xué)，清華出版社，2005年管理導(dǎo)論決策理論戰(zhàn)略與經(jīng)營(yíng)組織理論（結(jié)構(gòu)、變革與創(chuàng)新）組織行為（個(gè)體、團(tuán)隊(duì)、層級(jí)）第2頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二課程考試個(gè)人課程報(bào)告（50）：提出問題與解釋問題、分析問題（運(yùn)用相關(guān)數(shù)據(jù)和信息）、解決問題（參考相關(guān)企業(yè)的做法）、解決問題的假設(shè)或支持條件研究一個(gè)公司期末考試（50）：開卷，2小時(shí)第3頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二第一講 導(dǎo)論管理與跨文化管理第4頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54

2、分，星期二Chapter One: LECTURE OUTLINEWho are managers?What is organization?What is management?What do manager do?What are managers role?What are managers skill?Is The Managers Job Universal?Why should we study management?第5頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二1. WHO ARE MANAGERS? A. Managers work in organizatio

3、ns and direct the activities of others. They differ from operatives who have no responsibility for overseeing the work of others.第6頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二2. What is organization?An organization is defined as a systematic arrangement of people to accomplish some specific purpose.Organizations s

4、hare three common characteristics: a. Has a distinct purpose . b. Is composed of people. c. Develops a systematic structure that defines and limits the behavior of organizational members.第7頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二WHAT IS MANAGEMENT ?Management is the process of getting activities done efficient

5、ly and effectively with and through other people.1. The process includes the functions or primary activities performed by managers.2. Efficiency refers to the relationship between inputs and outputs and refers to efforts to minimize resource costs.3. Effectiveness refers to goal attainment.4. Manage

6、rs seek to be both efficient and effective.第8頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二4. WHAT DO MANAGERS DO?(1) Planning includes defining goals,establishing strategy,and developing plans to coordinate activities.(2) Organizing is determining what tasks are to be done,who is to do them,how the tasks are to be

7、grouped,who reports to whom,and where decisions are to be made.第9頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(3) Leading includes motivating subordinates,directing others,selecting the most effective communication channels,and resolving conflicts.(4) Controlling is monitoring activities to ensure that they are bei

8、ng accomplished as planned and correcting any significant deviations.第10頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二5. What are managers role?Henry Mintzberg conducted a precise study of managers at work.His findings challenged several long-held beliefs about managers job.He concluded the managers perform ten diff

9、erent,but highly interrelated roles.Management roles refers to specific categories of managerial behavior.第11頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 (1) Interpersonal roles included figurehead, leadership, and liaison activities. (2) Informational roles included monitoring, disseminating, and spokesperson act

10、ivities. (3) Decisional roles included those of entrepreneur, disturbance handler, resource allocator, and negotiator.第12頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二6. What are managers skills? Robert L.Katz found though his research in the early 1970s that managers need three essential skills or competencies. (1)

11、 Technical skills are skills that include knowledge of and proficiency in a specialized field. (3) Human skills include the ability to work well with other people both individually and in a group.第13頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(3) Conceptual skills include the ability to think and to conceptualize

12、about abstract situations, to see the organization as a whole and the relationships among the various subunits, and to visualize how the organization fits into its broader environment第14頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二7. Is The Managers Job Universal? (1) All managers perform essentially the same funct

13、ions,but lower-level managers emphasize leading while upper-level managers spend more of their time planning,organizing,and controlling. (2) For the most part,the managers job is the same in both profit and not-for profit organizations. (3) Managers in small businesses tend to emphasize the spokespe

14、rson role and are generalists.Also,the formal structure and nature of a managers job in a large organization is replaced by more informality in a small firm. (4) When managers work in different countries,they often need to modify their practices.第15頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二8. THE VALUE THE MARKE

15、TPLACE PUTS ON MANAGERS Managers earn more than operatives because their decisions have a significant efforts on the organizations performance and because of the inadequate supply of effective managers.第16頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二9. WHY STUDY MANAGEMENT? Management is important in our society to

16、day. Accordingly,there are two reasons for studying management . A. We interact with organizations every day of our lives. Every product we use and every action we take is provided or affected by organizations.these organizations require managers.Upon graduating, you will either manage or be managed

17、. A course in management provides insights into the workings of organizations.第17頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二Chapter TwoTHE EVOLUTION OF MANAGEMENT THEORIES管理理論的歷史演化第18頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二商業(yè)組織福特故事第19頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二通用汽車公司的危機(jī)和變革通用汽車公司的危機(jī)由于福特公司的降價(jià)行為，GM公司的銷量下降了75%。福特公司占據(jù)了市場(chǎng)份額的55，

18、而GM只有11。福特公司擁有明顯的成本優(yōu)勢(shì)產(chǎn)品之間（卡迪拉克、別克、奧克蘭、歐茨和雪佛萊之間在自相殘殺）第20頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二變革的動(dòng)力應(yīng)對(duì)措施：按照收入細(xì)分市場(chǎng)困難：營(yíng)銷渠道、客戶信息、生產(chǎn)、原材料以及協(xié)作問題決策更多、更復(fù)雜要求組織形式發(fā)生改變第21頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二通用公司的多部門結(jié)構(gòu)放權(quán)、每一部門均為其指定的細(xì)分市場(chǎng)制造并銷售汽車總部的作用：審察業(yè)績(jī)、協(xié)調(diào)整體戰(zhàn)略、法律和金融問題、確保以市場(chǎng)價(jià)格供貨（引入市場(chǎng)的成分）這使得一些重要決策不是由GM總部來(lái)做出。第22頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)

19、54分，星期二福特的評(píng)價(jià)就我看來(lái)，沒有比那種有時(shí)被稱之為“組織天賦”的腦筋更危險(xiǎn)的了。它通常會(huì)導(dǎo)致產(chǎn)生一巨大圖表，就如一家族系圖譜，表明權(quán)力是如何分枝分叉的，就如樹一樣。樹上綴滿了好看的圓草莓，每一個(gè)草莓均帶有一個(gè)或一辦公室的名字。信息從位于圖中左下角的人傳至總裁或者董事長(zhǎng)約需六個(gè)星期的時(shí)間。第23頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二豐田劣勢(shì)：資金匱乏、企業(yè)的規(guī)模較小、成本高變革：適時(shí)生產(chǎn)和看板體制：消除生產(chǎn)過程中的存貨加強(qiáng)與供應(yīng)商的聯(lián)系加強(qiáng)員工的培訓(xùn)，使他們可以迅速解決生產(chǎn)過程中的問題加快設(shè)計(jì)的進(jìn)程這些例子表明了與企業(yè)規(guī)模、生產(chǎn)能力及其市場(chǎng)策略相匹配的緊密組織的重要性。

20、第24頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二簡(jiǎn)單結(jié)論每一個(gè)組織都是相對(duì)的最優(yōu)而不是絕對(duì)的最優(yōu)環(huán)境發(fā)生改變時(shí)，組織也應(yīng)該發(fā)生改變管理是一種實(shí)踐，其本質(zhì)不在于知而在于行，其驗(yàn)證不在于邏輯而在于成果。 第25頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 LECTURE OUTLINE Introduction 1. Historical Background 歷史背景 2. The early years 早期貢獻(xiàn) 3. Recent Years :Toward Integration 近代發(fā)展：趨向一體化 4. Current trends and issues

21、現(xiàn)代的趨勢(shì)和難點(diǎn)問題第26頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二各路管理之道從日本制造到美國(guó)戰(zhàn)略；從全面質(zhì)量管理到價(jià)值鏈整合；從企業(yè)再造到學(xué)習(xí)型組織；從ERP到六西格瑪幾乎無(wú)一漏網(wǎng)。第27頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二1、貢獻(xiàn)者 一、泰羅Frederick W. Taylor(1856-1915)；二、亨利.福特Henry Ford(1863-1947)；三、斯隆Alfred P. Sloan(1875-1966)；四、愛得華.德明W. Edwards Derming(1900-1993)；五、沃爾.迪斯尼Walt Disney(1901-196

22、6)；六、雷.克拉克Raymond Kloc(1902-1984)；七、彼得.德魯克Perter Drucker(b.1909)；八、Akio Morita(b.1921)；九、杰克.韋立奇Jack Welch(B.1935)；十、麥克爾.波特Michael E. Porter(b.1947)；十一、比爾.蓋茨Bill Gates(b.1957)；十二、薩姆.沃爾頓Sam Wolton(1918-1992)；十二、其它貢獻(xiàn)者（上述資料來(lái)源：BUSINESS STRATEGY, September/October 1999）第28頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二HIST

23、ORICAL BACKGROUND歷史背景(1) The Egyptian Pyramids埃及金字塔 and the Great Wall of China are good examples of tremendous scope that employed tens of thousands of people.How was it possible for those projects to be completed? The answer is management. (2) Even the Bible圣經(jīng) refers to management concepts.第29頁(yè)，共1

24、06頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 (3) The Roman Catholic Church羅馬天主教 is often cited as an interesting example of the practice of management.(4) Adam Smith撕密,author of the classical economic doctrine, The Wealth of Nations,argued brilliantly about the economic advantages that division of labor勞動(dòng)分工 would brin

25、g to organizations and society.第30頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(5) The Industrial Revolution工業(yè)革命 can be thought of as possibly the most important pre-twentieth century influence on management.The introduction of machine power,combined with the division of labor,made large,efficient factories possibl

26、e.Planning,organizing, leading,and controlling became necessary.第31頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二THE EARLY YEARSThe first half the twentieth century was a period of contrasts in management thought. Four approaches to management are examined:scientific management, 科學(xué)管理general administrative approach一般

27、行政理論 human relations movement 人際關(guān)系運(yùn)動(dòng)Quantitative Approach 定量方法、定性方法qualitative approach第32頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二加里哈默爾指出：貫穿現(xiàn)代管理理論的發(fā)展有兩個(gè)目標(biāo)并存：如何更加科學(xué)和如何更加人性化。泰羅對(duì)于科學(xué)管理的“偏執(zhí)”逼迫了管理學(xué)理論的發(fā)展。在工業(yè)時(shí)代，機(jī)器和資本是主要的推動(dòng)力。員工按照嚴(yán)格的工序工作，他們很容易被替換，甚至被機(jī)器替代。在會(huì)計(jì)中，“人是支出，機(jī)器是資產(chǎn)”。其后行為科學(xué)理論、權(quán)變理論和戰(zhàn)略與企業(yè)文化（1980年后）迅速發(fā)展。 第33頁(yè)，共106頁(yè)，20

28、22年，5月20日，6點(diǎn)54分，星期二3.1 Scientific management is defined as the use of the scientific method科學(xué)方法 to define the “one best way” 最好的方法for a job to be done.Thumb of rules經(jīng)驗(yàn)做法第34頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二A Frederick Taylor泰羅 is known as the “father” of scientific management.科學(xué)管理之父B Taylor sought to cre

29、ate a mental revolution among both workers and managers by defining clear guidelines for improving production efficiency.C Using the principles原理 of scientific management, Taylors was able to define the one best way for doing each job. 第35頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二C Scientific management gained a

30、 big boost when an efficiency expert testified at a 1910 hearing on railroad rates before the Interstate Commerce Commission that railroads could save one million dollars a day though the application of scientific management .第36頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二3.2 General administrative theoriesThis gr

31、oup of writers focused on the entire organization.They were important for developing more general theories of what managers do and what good management practice is. A number of current ideas and practices in management can be directly traced to the contributions of the general administrative theoris

32、ts.第37頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(1) Henri Fayol法約爾a. His attention was aimed at the activities of all managers.b. He described the practice of management as distinct from other typical business functions.c. He stated fourteen principles of management (fundamental or universal truths) that could b

33、e taught in schools.第38頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二Fayols 14 Principles of ManagementDivision of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interest to the interests of the organization.Remuneration.Centralization.Scalar chain.Order.Equity.Stability of

34、 tenure of personnel.Initiative.Esprit de corps.第39頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 Max Weber 韋伯a(chǎn). He developed a theory of authority structures 權(quán)力機(jī)構(gòu)and described organizational activity based on authority relations.企業(yè)的全部經(jīng)營(yíng)活動(dòng)必須以權(quán)力關(guān)系為基礎(chǔ)b. He described the ideal form of organization 組織的理想方式the bureaucrac

35、y官僚組織.第40頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二Exhibit 2.4Webers Ideal Bureaucracy第41頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二A bureacracy should haveAuthority hirarchyDivision of labourCareer orientationImpersonalityFormal rules and regulationsFormal selection第42頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二韋伯關(guān)于組織權(quán)威的研究有社會(huì)組織的地方就有統(tǒng)治，有統(tǒng)治就

36、有統(tǒng)治的道理，人們服從統(tǒng)治的道理就構(gòu)成了權(quán)威。任何一個(gè)組織，都是以某種形式的權(quán)威為基礎(chǔ)的。沒有權(quán)威組織就失去了存在的條件，權(quán)威和組織是密切聯(lián)系的。權(quán)威能夠消除混亂，帶來(lái)秩序，實(shí)現(xiàn)組織的目標(biāo)，推動(dòng)社會(huì)發(fā)展。理論上，韋伯是對(duì)權(quán)威進(jìn)行詮釋的第一位。韋伯對(duì)權(quán)威進(jìn)行了歷史考察，認(rèn)為亞當(dāng)斯密的（或者稱合法性）權(quán)威不外乎三種歷史形態(tài)：即傳統(tǒng)型權(quán)威、魅力型權(quán)威和法理型權(quán)威第43頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二傳統(tǒng)型權(quán)威是最古老的權(quán)威形式，來(lái)自于習(xí)俗、慣例、經(jīng)驗(yàn)等，這種社會(huì)組織就是人們常說的家長(zhǎng)制。在這種組織中，統(tǒng)治者和被統(tǒng)治者的之間的關(guān)系不是“上司”和“下屬”，而是主子和奴仆、家長(zhǎng)和

37、子女。傳統(tǒng)型權(quán)威支配下的社會(huì)組織通常有三種亞形態(tài)：族長(zhǎng)制、世襲官僚制和封建制。后面兩種制度是組織規(guī)模擴(kuò)大和分工細(xì)化以后產(chǎn)生的衍生制度。第44頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二魅力型權(quán)威是建立在非凡人格、英雄氣概和創(chuàng)業(yè)奇跡的基礎(chǔ)上的。所謂魅力就是一個(gè)領(lǐng)袖人物超越凡俗的氣質(zhì)、人品、性格和學(xué)識(shí)智慧等。魅力型權(quán)威的核心是個(gè)人崇拜。這種組織所依賴的常常是某種信仰，而不是強(qiáng)制性控制。所以要維持個(gè)人崇拜型組織的生存和發(fā)展，領(lǐng)袖人物必須不斷低以某種新的形式來(lái)表現(xiàn)他的魅力。由于權(quán)威是不穩(wěn)定的，所以這種組織是不能持久的。第45頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二法理型

38、權(quán)威是建立在相信規(guī)章制度和行為準(zhǔn)則的合法性基礎(chǔ)上的。只有根據(jù)法定規(guī)則所發(fā)布的命令才具有權(quán)威，規(guī)則是人們?cè)敢鉁?zhǔn)守的普遍秩序即以理性為基礎(chǔ)，契約的或強(qiáng)制性的規(guī)章或法律，并要求所有成員不許尊重它。這些皮鞭秩序既可以是目的合乎理性，也可以是價(jià)值合乎理性，從這種理性衍生出來(lái)的規(guī)則是法理型權(quán)威賴以存在的基礎(chǔ)。第46頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二關(guān)于韋伯組織理論的批評(píng)一個(gè)企業(yè)組織是“金字塔“，是一個(gè)垂直化管理體系，權(quán)力非常集中。權(quán)力集中通常比較有利于執(zhí)行，但是企業(yè)活力就會(huì)大大折扣。這是迄今為止關(guān)于科層組織最集中的批評(píng)意見。1、官僚制的理性主義從某種意義上說是對(duì)人性的異化。官僚制組

39、織排擠人的個(gè)性和情感。許多理論質(zhì)疑韋伯的理論。在韋伯那里，官僚制組織依賴于完全理性，后來(lái)西蒙提出了“有限理性”，試圖在理性和非理性之間進(jìn)行平衡。第47頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二關(guān)于韋伯組織理論的批評(píng)2、科層制組織強(qiáng)調(diào)對(duì)上級(jí)的絕對(duì)服從，從而形成了自上而下單項(xiàng)的命令鏈，強(qiáng)化了“獨(dú)白”機(jī)制建設(shè)，弱化了“對(duì)話和溝通”機(jī)制建設(shè)。長(zhǎng)期的集權(quán)和集中控制產(chǎn)生了滋長(zhǎng)了嚴(yán)重的官僚主義，導(dǎo)致組織效率低下。第48頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二關(guān)于家族企業(yè)第49頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 馬丁公司是一家家族企業(yè)，家族企業(yè)一般靠以

40、下五種優(yōu)勢(shì)成功：A、生來(lái)當(dāng)領(lǐng)導(dǎo)。家族企業(yè)的繼承人生下來(lái)就要當(dāng)一把手，他們從小就在生意場(chǎng)上耳濡目染，往往懷有超越上一代的雄心，其他環(huán)境中的同齡人是不能與之相比較的。B、可快速?zèng)Q策。在需要作出決策的時(shí)刻，由緊密團(tuán)結(jié)的家庭成員控制的企業(yè)要比其他公司反應(yīng)快得多。第50頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 C、員工忠誠(chéng)。家庭企業(yè)通常樂于出錢照看員工子女，同員工分享利潤(rùn)，遇到經(jīng)濟(jì)低谷時(shí)，他們盡量不解雇員工。家族企業(yè)把員工看成是長(zhǎng)期的資源，尊重員工、培養(yǎng)忠誠(chéng)的理念。D、重視再投資。不論是地域擴(kuò)張、研發(fā)還是開拓新市場(chǎng)，家族企業(yè)對(duì)于投入一大筆資金沒有一點(diǎn)都不皺。對(duì)他們來(lái)說，創(chuàng)造和保持財(cái)富的

41、辦法就是擁有一個(gè)繁榮的企業(yè)、對(duì)企業(yè)高度負(fù)責(zé)。第51頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二3.3 The Human Resources ApproachIt is described as the study of management that focuses on human behavior.第52頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(1) Four individuals stand out as early advocates of the human resources approach.a. Robert Owen, a successf

42、ul Scottish businessman,proposed a utopian workplace.b. Hugo Munsterberg created the field of industrial psychology-the scientific study of individuals at work to maximize their productivity and adjustment.第53頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二c.Mary Parker Follett was a social philosopher who thought the

43、 managers job was to harmonize and coordinate group efforts.d.Chester Barnard, present of New Jersey Bell Telephone Company, saw organization as social systems that required human cooperation. He believe that managers major roles were to communicate and stimulate subordinates to high levels of effor

44、t.He described an interesting view of authority the acceptance view.第54頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二 (2) The Hawthorne Studies霍桑研究Finding發(fā)現(xiàn): a. These were a series of experiments conducted from 1927 to 1932 at Western Electric Companys Hawthorne Works in Cicero, Illinois.b. the studies provided new

45、insights into group norms and behaviors集體準(zhǔn)則和行為.c. Although not without critics,the Hawthorne Studies did stimulate an interest in human factors.第55頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(3) The human relations movement a. Dale Carnegies ideas and teachings have had an enormous impact on management practice.b.

46、Abraham Maslow, a humanistic psychologist, proposed a theoretical hierarchy of five human needs.c.Douglas McGrego is best known for his description of two sets of assumptions about human behavior-theory X and theory Y. 第56頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二(4). The final category within the human resource

47、s approach include the behavioral science theorists.These individuals including Fiedler, Vroom, Herzberg, Locke, Peffer, Thomas, and Perrow, relied on the scientific method to study organizational behavior.第57頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二ConclusionBoth the scientific and administrative approaches vi

48、ewed organizations as machines機(jī)器 with managers as the engineers工程師.Contributors to the human resources approach forced a reassessment重新評(píng)估 of the simplistic machine-model view.第58頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二3.4. The Quantitative ApproachThis approach evolved out of the development of mathematical an

49、d statistical solutions to military problems during World War II. (1) This approach also has been called operations research or management science. (2) It includes applications of statistics,optimization models, information models,and computer simulations. (3) The quantitative approach has contribut

50、ed most directly to management decision making,particularly in planning and controlling decisions.第59頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二4. RECENT YEARS:TOWARD INTEGRATION整合方法4.1 The process approach 過程方法It describes how management performs履行 the functions of planning, organizing, leading and controlling.

51、An article by professor Harold Koontz on the “management theory jingle” proposed that each of the diverse approaches had something to offer management theory. However, a process approach was need to encompass and synthesize the different approaches.第60頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二4.2. The systems ap

52、proach 系統(tǒng)方法It is a theory that sees an organization as a set of interrelated and interdependent parts. (1).There are two basic types of systems. a. Closed systems are not influenced by and dont interact with their environment. b. Open systems are dynamic systems that interact with and respond to the

53、ir environment. (2). Systems-perspective advocates envision the organization as being made up of interdependent factors.the managers job is to ensure that all parts of the system are coordinated internally so that the organizations goals can be reached. (3). The I_T_O(input,transformation,output)mod

54、el is often used as a graphical illustration of an organization as an open system.第61頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二4.3 The contingency approach 權(quán)變方法具體問題具體分析It involves recognizing發(fā)現(xiàn) and responding回應(yīng) to situational variables條件變量 as they arise.It has been used in recent years to replace simplistic prin

55、ciples of management and to integrate much of management theory.第62頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二5.CURRENT TRENDS AND ISSUESA number of trends and issues are changing the way managers do their jobs.A. Work force diversity（勞動(dòng)力多元化） refers to employees in organizations who are heterogeneous in terms of

56、gender,race, ethnicity or other characteristics.The challenge for managers is to make their organizations more accommodating to diverse groups of people by addressing different lifestyles,family needs,and work styles.第63頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二B. Managerial Ethics （倫理） and the perceived decline

57、 in ethical standards are receiving much attention. Behaviors that once were thought to be disgraceful, unfortunately have become to many business people,acceptable or necessary business practices.第64頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二C. Stimulating innovation and change 創(chuàng)新與變革激勵(lì)I(lǐng)t has become a critical ac

58、tivity for managers.There exists an environment in which change is taking place at an unprecedented pace.Many of the past guidelines, created for a more stable and predictable world,no longer apply.第65頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二D. Total quality management（全面質(zhì)量管理） is a philosophy of management that

59、 is driven by customer needs and expectations. (1).TQM was inspired by a small group of quality experts,chief among them an American named W.Edwards Deming. (2). TQM represents a counterpoint to earlier management theorists who believed that low costs were the only road to increased productivity. (3

60、). The objective of TQM is to create an organization committed to致力于 continuous improvement持續(xù)改進(jìn) .第66頁(yè)，共106頁(yè)，2022年，5月20日，6點(diǎn)54分，星期二E. Re-engineering（流程再造強(qiáng)調(diào)disruptive improvement徹底改進(jìn)） is a term coined by former MIT computer science professor,Michael Hammer,that refers to a radical redesign of all or pa