Chapter2MANAGEMENTYESTERDAYANDTODAY2-1Chapter2MANAGEMENT2-1Youshouldlearnto:Discussmanagement’srelationshiptootheracademicfieldsofstudyExplainthevalueofstudyingmanagementhistoryIdentifysomemajorpre-twentieth-centurycontributionstomanagementSummarizethecontributionsofthescientificmanagementadvocatesDescribethecontributionsofthegeneraladministrativetheoristsLearning

Objectives2-2Youshouldlearnto:LearningOLearningObjectives(cont.)Youshouldlearnto:SummarizethequantitativeapproachtomanagementDescribethecontributionsoftheearlyorganizationalbehavioradvocatesExplaintheimportanceoftheHawthorneStudiestomanagementDescribetheeffectsof:globalization,workforcediversity,entrepreneurship,e-business,flexibilityandinnovation,qualitymanagement,learningorganizations,andworkplacespirituality2-3LearningObjectives(cont.)YouManagement’sConnectionToOtherFieldsAcademicDisciplinesthatAffectedManagementAnthropology-workonculturesandsocialenvironmentsEconomics-concernabouttheallocationanddistributionofscarceresourcesPhilosophy

-examinesthenatureofthingsPoliticalscience-effectofpoliticalenvironmentonindividualsandgroupsPsychology

-seekstomeasure,explain,andchangehumanbehaviorSociology-studiespeopleinrelationtotheirfellowhumanbeings2-4Management’sConnectionToOthBehumble,letimperialismgo!

北大光華組織與管理DevelopmentOfMajorManagement

TheoriesHistoricalBackgroundScientificManagementGeneralAdministrativeTheoristsQuantitativeApproachManagementTheoriesIndustrialRevolutionAdamSmithEarlyAdvocatesHawthorneStudiesOrganizationalBehavior2-6EarlyExamplesofManagementDevelopmentOfMajorManagemenHistoricalBackgroundOfManagementOrganizationsHaveExistedforThousandsofYearstestifiestotheexistenceofearlymanagementpracticeabilitytocreatethePyramids,GreatWallofChinaSignificantPre-Twentieth-CenturyEventsWealthofNations-AdamSmithdivisionoflabor-breakdownofjobsintonarrowandrepetitivetasksincreasedproductivityIndustrialRevolution

substitutionofmachinepowerforhumanpowerlargeorganizationsrequiredformalmanagement2-7HistoricalBackgroundOfManagScientificManagementF.W.Taylor-PrinciplesofScientificManagementuseofscientificmethodstodefinethe“onebestway”forajobtobedoneperspectiveofimprovingtheproductivityandefficiencyofmanualworkersappliedthescientificmethodtoshopfloorjobsFrankandLillianGilbrethuseofmotionpicturestostudyhand-and-bodymovementsmicrochronometertherbligs

-classificationsystemfor17basichandmotions2-8ScientificManagementF.W.TaylIllustrationTheBethlehemSteelCompanyHandlingpigironOldway:12andhalftonsperdayperworker,paid$1.15Newway:47tonsperdayperwork;paid$1.85.Correctmovement,toolsandsequencingTimeandmotionstudyIllustrationTheBethlehemStee

OrdinaryManagementV.S.ScientificManagementOrdinaryManagement:--differentwaysofdoingwork--learnthroughexperience--workman’sinitiative--variousincentiveScientificManagement:--onebestway--code,analyze,anddescribeeachjob--initiativefrommanagement--materialincentive

OrdinaryManagementV.S.ScieEXHIBIT2.2:TAYLOR’SFOURPRINCIPLESOFMANAGEMENT2-11EXHIBIT2.2:TAYLOR’SFOURPRISeparationofplanandexecutionPlanversusexecutionHeadversushandTaskspecifieswhatistobedone,howitistobedone,andexacttimeallowedfordoingitSeparationofplanandexecutiCritiqueofSM

WhatprogresshasSMmadecomparedtopreviousmanagement?

WhatelementsinSMarestillrelevantincontemporarymanagement? ProblemsofSMCritiqueofSM Whatprogressh德勝洋樓清潔馬桶的流程一倒——在馬桶內(nèi)上沿均勻地倒一圈“威猛”洗潔劑；二泡——讓洗潔劑浸泡10分鐘，此時(shí)可先擦馬桶的隔離門、洗手池等；三刷——用毛刷刷干凈馬桶；四沖——放水把馬桶沖干凈；五濕擦——用濕布將馬桶內(nèi)外及踏腳處擦一遍，放刷子的底座內(nèi)的水也要擦干凈；六干擦——用干布把馬桶外圍及桶內(nèi)水線以上部分的水跡擦干?ZhangJianjun德勝洋樓清潔馬桶的流程一倒——在馬桶內(nèi)上沿均勻地倒一圈“威猛HarryBraverman’sCritiqueThreeprinciples:First,dissociationofthelaborprocessfromtheskillsoftheworkers.Second,separationofconceptionfromexecution.Third,management’suseofmonopolyoverknowledgetocontroleachstepofthelaborprocessanditsmodeofexecution.HarryBraverman’sCritiqueThreGeneralAdministrativeTheoristsHenriFayolconcernedwithmakingtheoverallorganizationmoreeffectivedevelopedtheoriesofwhatconstitutedgoodmanagementpracticeproposedauniversalsetofmanagementfunctionspublishedprinciplesofmanagementfundamental,teachablerulesofmanagementGeneralAdministrativeTheorisEXHIBIT2.3:FAYOL’S14PRINCIPLESOFMANAGEMENT2-17EXHIBIT2.3:FAYOL’S14PRINCIGeneralAdministrativeTheorists(cont.)MaxWeberdevelopedatheoryofauthoritystructuresandrelationsBureaucracy-idealtypeoforganizationdivisionoflaborclearlydefinedhierarchydetailedrulesandregulationsimpersonalrelationships2-18GeneralAdministrativeTheorisEXHIBIT2.4:WEBER’SIDEALBUREAUCRACY2-19EXHIBIT2.4:WEBER’SIDEALBURThepositionoftheofficialVocationanddutySocialesteemAppointedTenureforlife,autonomySalaryCareerladder,seniorityThepositionoftheofficialVoBureaucracyversusDemocracyBureaucracyaccompaniesmassdemocracyAppointedversuselectedResponsibleforaboveversusforbelowBureaucraticdominationversusequalitybeforethelawExpertnessversusaccessibility

BureaucracyversusDemocracyQuantitativeApproachToManagementOperationsResearch(ManagementScience)useofquantitativetechniquestoimprovedecisionmakingapplicationsofstatisticsoptimizationmodelscomputersimulationsofmanagementactivitiesLinearprogramming-improvesresourceallocationdecisionsCritical-pathschedulinganalysis-improvesworkscheduling2-22QuantitativeApproachToManag古典管理理論理性效率放之四海而皆準(zhǔn)只見組織不見人古典管理理論理性TowardUnderstandingOrganizationalBehaviorOrganizationalBehaviorstudyoftheactionsofpeopleatworkearlyadvocateslate1800sandearly1900sbelievedthatpeoplewerethemostimportantassetoftheorganizationideasprovidedthebasisforavarietyofhumanresourcemanagementprogramsemployeeselectionemployeemotivation2-24TowardUnderstandingOrganizatEXHIBIT2.5:EARLYADVOCATESOFOB2-25EXHIBIT2.5:EARLYADVOCATESOHawthorneStudiesstartedin1924atWesternElectricCompanybeganwithilluminationstudiesintensityofilluminationnotrelatedtoproductivityEltonMayo-studiesofjobdesignrevealedtheimportanceofsocialnormsasdeterminantsofindividualworkbehaviorchangedthedominantviewthatemployeeswerenodifferentfromanyothermachinesOrganizationalBehavior(cont.)2-26HawthorneStudiesOrganizationa

Thetwomajorfunctionsofanindustrialplant(organization)Producingaproduct:economicfunction.Efficiencyandrationalization.Creatinganddistributingsatisfactionsamongtheindividualmembersoftheorganization:maintainingemployeerelations,employeegoodwill,cooperation(Laborturnover,tenureofemployment,sicknessleave,wages,employeeattitude)

ThetwomajorfunctionsofanPhilosophyofhumanrelationsHumansideoforganizations:humanneeds,humannature(sentiments,values,etc.).ContrastwithrationalviewPhilosophyofhumanrelations對(duì)梅奧的批評(píng)梅奧主義者只是“社會(huì)工程師”，努力對(duì)工人進(jìn)行“調(diào)節(jié)”，以便使人的因素適合于工業(yè)因素其思想的本質(zhì)是“母牛社會(huì)學(xué)”，“滿足的奶?！蹦芴峁└嗟呐Ｄ蹋瑵M足的工人更有效率通過對(duì)于工人內(nèi)心深層的了解，對(duì)其進(jìn)行操縱梅奧并不真正關(guān)心員工，只不過他比泰勒做的更巧妙而已．對(duì)梅奧的批評(píng)梅奧主義者只是“社會(huì)工程師”，努力對(duì)工人進(jìn)行“調(diào)

一個(gè)農(nóng)民向神父訴苦說：他的小茅屋可怕地?fù)頂D，神父建議他把母牛牽到房間去，下一個(gè)星期又把羊放進(jìn)去，再下一個(gè)星期又把馬放進(jìn)去，農(nóng)民更厲害地抱怨起自己的命運(yùn)來．于是神父勸他把牛牽出去，下一周把羊放出去，再下一周把馬放出去，最后農(nóng)民感激地對(duì)神父致謝，因?yàn)樯窀笢p輕了他的負(fù)擔(dān)．一個(gè)農(nóng)民向神父訴苦說：他的小茅屋可怕地?fù)頂D，神父建議他把母梅奧之后的“社會(huì)人”思潮呼喚社會(huì)的，群體的技能而不是技術(shù)的技能強(qiáng)調(diào)通過群體和社會(huì)團(tuán)結(jié)來重建人們的歸屬感，克服“靈魂的混亂”注意通過工會(huì)、參與式領(lǐng)導(dǎo)以及把工廠中的正式組織和社會(huì)組織結(jié)合起來實(shí)現(xiàn)權(quán)利的平衡梅奧之后的“社會(huì)人”思潮呼喚社會(huì)的，群體的技能而不是技術(shù)的技在人類的商業(yè)活動(dòng)中，經(jīng)濟(jì)利益決非是首要和唯一的原動(dòng)力，他在使人們?cè)敢馊スぷ鞯募?lì)因素排名中是很靠后的．．．工作中的人們不僅僅是“經(jīng)濟(jì)人”，更是社會(huì)性動(dòng)物，他們不僅有經(jīng)濟(jì)需要，還有個(gè)性和社會(huì)的需要。工作提供給他們的不僅是一種生存手段，更是一種生活方式．．．．．當(dāng)我們放棄“經(jīng)濟(jì)人”的觀念時(shí)，我們開始質(zhì)疑商業(yè)組織的理念：它是否只是一種為了提高生產(chǎn)效率的合理的運(yùn)營組織。－－Roethlisberger,F.J.,1984,pp.12-13在人類的商業(yè)活動(dòng)中，經(jīng)濟(jì)利益決非是首要和唯一的原動(dòng)力，他在CurrentTrendsAndIssuesGlobalizationallorganizationsarefacedwiththeopportunitiesandchallengesofoperatinginaglobalmarketNolongerconstrainedbynationalbordersStrategicalliances2-33CurrentTrendsAndIssues2-33CurrentTrendsAndIssues(cont.)Entrepreneurshipthreeimportantthemespursuitofopportunities-capitalizingonenvironmentalchangetocreatevalueinnovation-introducingnewapproachestosatisfyunfulfilledmarketneedsgrowth-notcontenttoremainsmallwillcontinuetobeimportantinallsocietieswillinfluenceprofitandnot-for-profitorganizations2-34CurrentTrendsAndIssues(conCurrentTrendsAndIssues(cont.)ManaginginanE-BusinessWorldE-commerce-anyformofbusinessexchangeortransactioninwhichpartiesinteractelectronicallyE-business-comprehensivetermdescribingthewayanorganizationdoesitsworkbyusingelectronic(Internet-based)linkageswithkeyconstituenciesmayincludee-commercethreecategoriesreflectdifferentdegreesofinvolvementine-businessintranet-aninternalorganizationalcommunicationsystemthatusesInternettechnologyandisaccessibleonlybyorganizationalemployees2-35CurrentTrendsAndIssues(conTypesofE-CommerceTransactionsE-CommerceBusiness-to-Consumer(B2C)ElectronicretailingGovernment-to-Business(G2B)AlltransactionsbetweencompaniesandgovernmentagenciesBusiness-to-Business(B2B)AlltransactionsbetweenacompanyanditssuppliersConsumer-to-Consumer(C2C)ElectronicmarketsformedbyWeb-basedauctions2-36TypesofE-CommerceTransactioCategoriesofE-BusinessInvolvementE-businessunitswithintraditionalorganizationE-business-enhancedOrganizationE-businesstoolsandapplicationsusedwithintradi-tionalorganizationE-business-enabledOrganizationOrganization’sentireworkprocessesrevolvearounde-businessmodel2-37CategoriesofE-BusinessInvolCurrentTrendsAndIssues(cont.)NeedforInnovationandFlexibilitywithoutaconstantflowofnewideas,anorganizationisdoomedtoobsolescenceorevenworsemustbeflexibletoaccommodatechangingcustomers’needs,appearanceofnewcompetitors,andshiftingemployeesfromprojecttoprojectQualityManagementTotalQualityManagement(TQM)-philosophyofmanagementbasedoncontinualimprovementandrespondingtocustomerneedsandexpectationscustomer-referstointernalandexternalentitiesthatinteractwiththeorganization’sproductorservice2-38CurrentTrendsAndIssues(conCurrentTrendsAndIssues(cont.)LearningOrganizationsandKnowledgeManagementlearningorganization-onethathasdevelopedthecapacitytocontinuouslylearn,adapt,andchangecreatelearningcapabilitiesthroughouttheorganizationunderstandingthatknowledgeisanimportantresourceknowledgemanagement-involvescultivatingalearningculturewhereorganizationalmemberssystematicallygatherknowledgeandshareitwithothersintheorganizationsoastoachievebetterperformancemanagersmusttransformthemselvesfrombossestoteamleaderslearntolisten,motivate,coach,andnurture2-39CurrentTrendsAndIssues(conEXHIBIT2.9:LEARNINGORGANIZATIONVERSUSTRADITIONALORGANIZATION2-40EXHIBIT2.9:LEARNINGORGANIZACurrentTrendsAndIssues(cont.)WorkplaceSpirituality“arecognitionofaninnerlifethatnourishesandisnourishedbymeaningfulworkthattakesplaceinthecontextofcommunity”growinginterestinspiritualityatworkbyworkersatalllevelsandinallareasoforganizationsemployeeslookingformeaning,purpose,andasenseofconnectednessorcommunityfromtheirworkandtheirworkplaceuncertaintyinbusinessenvironmentcontributestointerestinworkplacespirituality2-41CurrentTrendsAndIssues(conChapter2MANAGEMENTYESTERDAYANDTODAY2-42Chapter2MANAGEMENT2-1Youshouldlearnto:Discussmanagement’srelationshiptootheracademicfieldsofstudyExplainthevalueofstudyingmanagementhistoryIdentifysomemajorpre-twentieth-centurycontributionstomanagementSummarizethecontributionsofthescientificmanagementadvocatesDescribethecontributionsofthegeneraladministrativetheoristsLearning

Objectives2-43Youshouldlearnto:LearningOLearningObjectives(cont.)Youshouldlearnto:SummarizethequantitativeapproachtomanagementDescribethecontributionsoftheearlyorganizationalbehavioradvocatesExplaintheimportanceoftheHawthorneStudiestomanagementDescribetheeffectsof:globalization,workforcediversity,entrepreneurship,e-business,flexibilityandinnovation,qualitymanagement,learningorganizations,andworkplacespirituality2-44LearningObjectives(cont.)YouManagement’sConnectionToOtherFieldsAcademicDisciplinesthatAffectedManagementAnthropology-workonculturesandsocialenvironmentsEconomics-concernabouttheallocationanddistributionofscarceresourcesPhilosophy

-examinesthenatureofthingsPoliticalscience-effectofpoliticalenvironmentonindividualsandgroupsPsychology

-seekstomeasure,explain,andchangehumanbehaviorSociology-studiespeopleinrelationtotheirfellowhumanbeings2-45Management’sConnectionToOthBehumble,letimperialismgo!

北大光華組織與管理DevelopmentOfMajorManagement

TheoriesHistoricalBackgroundScientificManagementGeneralAdministrativeTheoristsQuantitativeApproachManagementTheoriesIndustrialRevolutionAdamSmithEarlyAdvocatesHawthorneStudiesOrganizationalBehavior2-47EarlyExamplesofManagementDevelopmentOfMajorManagemenHistoricalBackgroundOfManagementOrganizationsHaveExistedforThousandsofYearstestifiestotheexistenceofearlymanagementpracticeabilitytocreatethePyramids,GreatWallofChinaSignificantPre-Twentieth-CenturyEventsWealthofNations-AdamSmithdivisionoflabor-breakdownofjobsintonarrowandrepetitivetasksincreasedproductivityIndustrialRevolution

substitutionofmachinepowerforhumanpowerlargeorganizationsrequiredformalmanagement2-48HistoricalBackgroundOfManagScientificManagementF.W.Taylor-PrinciplesofScientificManagementuseofscientificmethodstodefinethe“onebestway”forajobtobedoneperspectiveofimprovingtheproductivityandefficiencyofmanualworkersappliedthescientificmethodtoshopfloorjobsFrankandLillianGilbrethuseofmotionpicturestostudyhand-and-bodymovementsmicrochronometertherbligs

-classificationsystemfor17basichandmotions2-49ScientificManagementF.W.TaylIllustrationTheBethlehemSteelCompanyHandlingpigironOldway:12andhalftonsperdayperworker,paid$1.15Newway:47tonsperdayperwork;paid$1.85.Correctmovement,toolsandsequencingTimeandmotionstudyIllustrationTheBethlehemStee

OrdinaryManagementV.S.ScientificManagementOrdinaryManagement:--differentwaysofdoingwork--learnthroughexperience--workman’sinitiative--variousincentiveScientificManagement:--onebestway--code,analyze,anddescribeeachjob--initiativefrommanagement--materialincentive

OrdinaryManagementV.S.ScieEXHIBIT2.2:TAYLOR’SFOURPRINCIPLESOFMANAGEMENT2-52EXHIBIT2.2:TAYLOR’SFOURPRISeparationofplanandexecutionPlanversusexecutionHeadversushandTaskspecifieswhatistobedone,howitistobedone,andexacttimeallowedfordoingitSeparationofplanandexecutiCritiqueofSM

WhatprogresshasSMmadecomparedtopreviousmanagement?

WhatelementsinSMarestillrelevantincontemporarymanagement? ProblemsofSMCritiqueofSM Whatprogressh德勝洋樓清潔馬桶的流程一倒——在馬桶內(nèi)上沿均勻地倒一圈“威猛”洗潔劑；二泡——讓洗潔劑浸泡10分鐘，此時(shí)可先擦馬桶的隔離門、洗手池等；三刷——用毛刷刷干凈馬桶；四沖——放水把馬桶沖干凈；五濕擦——用濕布將馬桶內(nèi)外及踏腳處擦一遍，放刷子的底座內(nèi)的水也要擦干凈；六干擦——用干布把馬桶外圍及桶內(nèi)水線以上部分的水跡擦干?ZhangJianjun德勝洋樓清潔馬桶的流程一倒——在馬桶內(nèi)上沿均勻地倒一圈“威猛HarryBraverman’sCritiqueThreeprinciples:First,dissociationofthelaborprocessfromtheskillsoftheworkers.Second,separationofconceptionfromexecution.Third,management’suseofmonopolyoverknowledgetocontroleachstepofthelaborprocessanditsmodeofexecution.HarryBraverman’sCritiqueThreGeneralAdministrativeTheoristsHenriFayolconcernedwithmakingtheoverallorganizationmoreeffectivedevelopedtheoriesofwhatconstitutedgoodmanagementpracticeproposedauniversalsetofmanagementfunctionspublishedprinciplesofmanagementfundamental,teachablerulesofmanagementGeneralAdministrativeTheorisEXHIBIT2.3:FAYOL’S14PRINCIPLESOFMANAGEMENT2-58EXHIBIT2.3:FAYOL’S14PRINCIGeneralAdministrativeTheorists(cont.)MaxWeberdevelopedatheoryofauthoritystructuresandrelationsBureaucracy-idealtypeoforganizationdivisionoflaborclearlydefinedhierarchydetailedrulesandregulationsimpersonalrelationships2-59GeneralAdministrativeTheorisEXHIBIT2.4:WEBER’SIDEALBUREAUCRACY2-60EXHIBIT2.4:WEBER’SIDEALBURThepositionoftheofficialVocationanddutySocialesteemAppointedTenureforlife,autonomySalaryCareerladder,seniorityThepositionoftheofficialVoBureaucracyversusDemocracyBureaucracyaccompaniesmassdemocracyAppointedversuselectedResponsibleforaboveversusforbelowBureaucraticdominationversusequalitybeforethelawExpertnessversusaccessibility

BureaucracyversusDemocracyQuantitativeApproachToManagementOperationsResearch(ManagementScience)useofquantitativetechniquestoimprovedecisionmakingapplicationsofstatisticsoptimizationmodelscomputersimulationsofmanagementactivitiesLinearprogramming-improvesresourceallocationdecisionsCritical-pathschedulinganalysis-improvesworkscheduling2-63QuantitativeApproachToManag古典管理理論理性效率放之四海而皆準(zhǔn)只見組織不見人古典管理理論理性TowardUnderstandingOrganizationalBehaviorOrganizationalBehaviorstudyoftheactionsofpeopleatworkearlyadvocateslate1800sandearly1900sbelievedthatpeoplewerethemostimportantassetoftheorganizationideasprovidedthebasisforavarietyofhumanresourcemanagementprogramsemployeeselectionemployeemotivation2-65TowardUnderstandingOrganizatEXHIBIT2.5:EARLYADVOCATESOFOB2-66EXHIBIT2.5:EARLYADVOCATESOHawthorneStudiesstartedin1924atWesternElectricCompanybeganwithilluminationstudiesintensityofilluminationnotrelatedtoproductivityEltonMayo-studiesofjobdesignrevealedtheimportanceofsocialnormsasdeterminantsofindividualworkbehaviorchangedthedominantviewthatemployeeswerenodifferentfromanyothermachinesOrganizationalBehavior(cont.)2-67HawthorneStudiesOrganizationa

Thetwomajorfunctionsofanindustrialplant(organization)Producingaproduct:economicfunction.Efficiencyandrationalization.Creatinganddistributingsatisfactionsamongtheindividualmembersoftheorganization:maintainingemployeerelations,employeegoodwill,cooperation(Laborturnover,tenureofemployment,sicknessleave,wages,employeeattitude)

ThetwomajorfunctionsofanPhilosophyofhumanrelationsHumansideoforganizations:humanneeds,humannature(sentiments,values,etc.).ContrastwithrationalviewPhilosophyofhumanrelations對(duì)梅奧的批評(píng)梅奧主義者只是“社會(huì)工程師”，努力對(duì)工人進(jìn)行“調(diào)節(jié)”，以便使人的因素適合于工業(yè)因素其思想的本質(zhì)是“母牛社會(huì)學(xué)”，“滿足的奶?！蹦芴峁└嗟呐Ｄ?，滿足的工人更有效率通過對(duì)于工人內(nèi)心深層的了解，對(duì)其進(jìn)行操縱梅奧并不真正關(guān)心員工，只不過他比泰勒做的更巧妙而已．對(duì)梅奧的批評(píng)梅奧主義者只是“社會(huì)工程師”，努力對(duì)工人進(jìn)行“調(diào)

一個(gè)農(nóng)民向神父訴苦說：他的小茅屋可怕地?fù)頂D，神父建議他把母牛牽到房間去，下一個(gè)星期又把羊放進(jìn)去，再下一個(gè)星期又把馬放進(jìn)去，農(nóng)民更厲害地抱怨起自己的命運(yùn)來．于是神父勸他把牛牽出去，下一周把羊放出去，再下一周把馬放出去，最后農(nóng)民感激地對(duì)神父致謝，因?yàn)樯窀笢p輕了他的負(fù)擔(dān)．一個(gè)農(nóng)民向神父訴苦說：他的小茅屋可怕地?fù)頂D，神父建議他把母梅奧之后的“社會(huì)人”思潮呼喚社會(huì)的，群體的技能而不是技術(shù)的技能強(qiáng)調(diào)通過群體和社會(huì)團(tuán)結(jié)來重建人們的歸屬感，克服“靈魂的混亂”注意通過工會(huì)、參與式領(lǐng)導(dǎo)以及把工廠中的正式組織和社會(huì)組織結(jié)合起來實(shí)現(xiàn)權(quán)利的平衡梅奧之后的“社會(huì)人”思潮呼喚社會(huì)的，群體的技能而不是技術(shù)的技在人類的商業(yè)活動(dòng)中，經(jīng)濟(jì)利益決非是首要和唯一的原動(dòng)力，他在使人們?cè)敢馊スぷ鞯募?lì)因素排名中是很靠后的．．．工作中的人們不僅僅是“經(jīng)濟(jì)人”，更是社會(huì)性動(dòng)物，他們不僅有經(jīng)濟(jì)需要，還有個(gè)性和社會(huì)的需要。工作提供給他們的不僅是一種生存手段，更是一種生活方式．．．．．當(dāng)我們放棄“經(jīng)濟(jì)人”的觀念時(shí)，我們開始質(zhì)疑商業(yè)組織的理念：它是否只是一種為了提高生產(chǎn)效率的合理的運(yùn)營組織。－－Roethlisberger,F.J.,1984,pp.12-13在人類的商業(yè)活動(dòng)中，經(jīng)濟(jì)利益決非是首要和唯一的原動(dòng)力，他在CurrentTrendsAndIssuesGlobalizationallorganizationsarefacedwiththeopportunitiesandchallengesofoperatinginaglobalmarketNolongerconstrainedbynationalbordersStrategicalliances2-74CurrentTrendsAndIssues2-33CurrentTrendsAndIssues(cont.)Entrepreneurshipthreeimportantthemespursuitofopportunities-capitalizingonenvironmentalchangetocreatevalueinnovation-introducingnewapproachestosatisfyunfulfilledmarketneedsgrowth-notcontenttoremainsmallwillcontinuetobeimportantinallsocietieswillinfluenceprofitandnot-for-profitorganizations2-75CurrentTrendsAndIssues(conCurrentTrendsAndIssues(cont.)ManaginginanE-BusinessWorldE-commerce-anyformofbusinessexchangeortransactioninwhichpartiesinteractelectronicallyE-business-comprehensivetermdescribingthewayanorganizationdoesitsworkbyusingelectronic(Internet-based)linkageswithkeyconstituenciesmayincludee-commercethreecategoriesreflectdifferentdegreesofinvolvementine-businessintranet-aninternalorganizationalcommunicationsystemthatusesInternettechnologyandisaccessibleonlybyorganizationalemployees2-76CurrentTrendsAndIssues(conTypesofE-CommerceTransactionsE-CommerceBusiness-to-Consumer(B2C)ElectronicretailingGovernment-to-Business(G2B)AlltransactionsbetweencompaniesandgovernmentagenciesBusine