管理学原理1-2

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,copyright2011金燕华,*,Fundamentals of Management ,管理学原理,金燕华,2011,年 北京,copyright2011金燕华,课程简介：,本课程是公共管理本科专业的核心基础课。课程系统讲授管理学的基本概念和管理思想，主要内容包括：管理思想发展史；管理职能；冲突管理；变革和创新管理。,copyright2011金燕华,建议教材,总 学 时：,48,总 学 分：,3,建议教材：杨文士，焦叔斌，张雁，李晓光管理学原理（第三版）北京：中国人民大学出版社，,2009,时间：每周四（,3,5,节）；,1,8,周,地点：北,202,copyright2011金燕华,参 考 书,1 Stephen,P.Robbins,管理学基础：核心概念与应用（第四版，英文影印版）北京：北京出版社，,2006,2,周三多，陈明传 管理学原理（第一版）江苏：南京大学出版社，,2006,3,弗雷德里克,泰勒,科学管理原理（第一版）北京：机械工业出版社，,2007,4,斯蒂芬,P.,罗宾斯等,组织行为学（第十二版）北京：中国人民大学出版社，,1997,5,郭咸纲西方管理思想史（第四版）北京：世界图书出版公司，,2010,copyright2011金燕华,第一章 管理与管理学,（,1,）管理概述,包括：掌握管理的定义；熟悉管理的类型；熟悉组织中不同管理者的管理活动；了解社会主义市场经济与科学管理。,（,2,）管理的性质,包括：掌握管理的二重性；熟悉管理的科学性、艺术性；了解管理的目的性；了解管理的组织性；掌握管理工作与作业工作的区别。,（,3,）管理的方法,包括：了解方法的基本概念；掌握管理方法的分类。,（,4,）管理学,包括：熟悉管理学的含义和学科特征；了解现代管理学研究的主要内容。,copyright2011金燕华,第一章管理与管理学（,4,学时）第一节管理概述,一、管理的定义：,八哥的故事,、中国古代：,管：钥匙，,左传,.,僖公三十二年,：“郑人使我掌其北门之管”，,理：治玉，,韩非子,.,和氏,：“王乃使玉人理其璞，而得宝”,语源学：,管：上竹下官：竹：表示管辖的范围；管：人权官。理起源于虎额的“王”字和虎身有序的条纹，表示事物的规律，上田（庄园）下土（道路），纷繁而不乱、有序地进行管理，必要设定一些规律制度，乃“法”也。,copyright2011金燕华,一、管理的定义：,西方：,MANAGE=MAN+AGE?,不同的角度出现的不同定义：,、从工作、任务的角度：,TAYLOR“,管理就是要确切知道别人干什么，并注意他们用最好最经济的方法去干。”,、职能和过程角度。,FAYOL“,管理就是计划、组织、指挥、协调和控制”,、管理产生的组织效果的角度。波波夫“管理同土地、劳动力和资本一样，都是一种生产要素或资源。,、从文化的角度。,DRUCKER”,管理不只是一门学问，还应该是一种文化，它有自己的价值观、信仰和语言。,、决策在管理中所占的重要地位。,SIMON“,管理就是决策。”,copyright2011金燕华,What Is Management?,Management,the process of coordinating work activities so that they are completed efficiently and effectively with and through other people,elements of definition,Process,- represents ongoing functions or primary activities engaged in by managers,Coordinating,- distinguishes a managerial position from a non-managerial one,copyright2011金燕华,What is Management? (cont.),elements of definition,Efficiency,- getting the most output from the least amount of inputs,“doing things right”,concerned with means,Effectiveness,- completing activities so that organizational goals are attained,“doing the right things”,concerned with ends,copyright2011金燕华,T,HE,M,ANAGEMENT,T,ASK,Figure 1.4,Various combinations of managerial,effectiveness and managerial efficiency,R E S O U R C E U S E,Efficient,(most resources,contribute,to production),Not reaching,goals and not,wasting resources,Reaching goals,and not,wasting resources,Inefficient,(few resources,contribute,to production),Not reaching,goals and,wasting resources,Reaching goals,and wasting,resources,Ineffective,(little progress,toward goals),Effective,(substantial progress,toward goals),G O A L A C C O M P L I S H M E N T,.,copyright2011金燕华,Efficiency and Effectiveness in Management,Management Strives For:,Low resource waste (high efficiency),High goal attainment (high effectiveness),Resource,Usage,Efficiency (Means),Goal,Attainment,Effectiveness (Ends),Low Waste,High Attainment,金燕华,2006,1-,11,copyright2011金燕华,Organizational Levels,Non-managerial Employees,Top,Managers,Middle,Managers,First-line,Managers,1-,12,copyright2011金燕华,People Differences,Operatives,People who work directly on a job or task and have no responsibility for overseeing the work of others,Managers,Individuals in an organization who direct the activities of others,copyright2011金燕华,Who Are Managers?,Manager,someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals,changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees,copyright2011金燕华,Who Are Managers? (cont.),Managerial Titles,First-line managers,- manage the work of non-managerial individuals who are directly involved with the production or creation of the organizations products,Middle managers,- all managers between the first-line level and the top level of the organization,manage the first-line managers,Top managers,- responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization,copyright2011金燕华,T,HE,M,ANAGEMENT,T,ASK,Figure 1.5,As a manager moves from supervisory to top-management, conceptual skills become more important than technical, but human remain important,MANAGEMENT LEVELS,SKILLS NEEDED,Top,Manage-ment,Needs,Conceptual,skills,Middle,Management,Needs,Human,skills,Supervisory or operational,Management,Needs,Technical,skills,.,copyright2011金燕华,What Do Managers Do?,Management Functions and Process,most useful conceptualization of the managers job,Planning,- defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities,Organizing,- determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made,Leading,- directing and motivating all involved parties and dealing with employee behavior issues,Controlling,- monitoring activities to ensure that they are going as,planned,copyright2011金燕华,What Do Managers Do? (cont.),Management Functions and Process (cont.),Management process,set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control,managerial activities are usually done in a continuous manner,copyright2011金燕华,What Do Managers Do? (cont.),Management Roles,specific categories of managerial behavior,Interpersonal,- involve people and duties that are ceremonial and symbolic in nature,Informational,- receiving, collecting, and disseminating information,Decisional,- revolve around making choices,emphasis that managers give to the various roles seems to change with their organizational level,copyright2011金燕华,EXHIBIT 1.4: MINTZBERGS MANAGERIAL ROLES,金燕华,2006,1-,20,copyright2011金燕华,二、管理的类型,1,、公共管理（,Public Administration),以公共利益的实现为目标，具有多元性；,以公共组织为依托，包括政府和非政府公共组织；,是公共权力的运用过程，以政治合法性为基础，具有权威性，非政府公共组织，必须授权管理；,具有独占性。,必须接受公众的监督。,copyright2011金燕华,二、管理的类型,2,、企业管理,(Business Management),目标相对单一，最根本的目标是提高经济效益；,具有竞争性；,具有典型的经济理性，以最小的成本获取最大的经济效益；,管理权力来源于生产资料的所有权以及由此委托的经营管理权。,copyright2011金燕华,第二节管理的性质,一、管理的二重性：自然属性、社会属性,、管理的生产力属性：即自然属性，指管理活动产生具有客观必然性，由人们的共同劳动引起，是社会化大生产条件下，生产力要素的粘合剂，直接成为生产力要素之一。一切管理活动（包括非经济管理活动）都是生产力。,、管理具有生产关系属性，是实现生产关系的方式之一。管理者不是抽象的，他代表了一定社会某阶层的利益，管理的权力来源于财产的所有权，管理的过程是权力的运用过程。生产关系决定管理的性质、体制、方式、手段和目的。,copyright2011金燕华,第二节管理的性质,二、科学性和艺术性,、科学性：有效的、成功的管理需要有科学的理论和方法指导，管理学作为一门科学，在实践中有不可替代的作用。,、艺术性：管理活动应当具有创新性、强调实践性。因为管理的环境是不断变化的；人作为管理的主要对象，有主观能动性和感情。,、两者的关系：,管理需要科学理论作指导，科学理论决定艺术性的发挥程度；,管理的艺术性、创新性的结果，必然会成为科学理论。,copyright2011金燕华,第二节管理的性质,三、管理的目的性：区别于其他活动,管理目标：是特定组织和全体成员的共同目标；,管理目标具有层次性、结构性，包括总体目标、分部目标；,管理目标具有时间跨度；,管理目标具有多元价值；,copyright2011金燕华,第二节管理的性质,四、管理的组织性,构成组织的基本要素是人；还包括物质资源和非物质资源；,组织是管理的基础，两者的目标必须具有同一性；,管理是组织的机能，组织的存在和发展需要管理；,管理必须以组织的合理构建作为其实施的前提和职能；,管理活动受到组织规则和规范的制约，必须按照组织法定的程序进行，组织是管理的核心要素。,copyright2011金燕华,五、管理活动和作业活动的区别,、工作的对象不同：前者是人；后者是物；,、处理的关系不同：前者是人与人的关系；后者是物与物的关系；,、完成管理活动只是手段，必须服务于作业活动；完成作业活动是组织的最终目的；,、需要的技能不同：前者需要人际技能、组织技能；后者需要专业技能。,两者的区分是相对的，在性质上是有区分的，但管理人员和作业人员不一定截然分开。,copyright2011金燕华,第三节管理的方法,一、相关的概念,、方法：指达到某种目的所遵循的原则和方式；,、管理方法：为达到管理目的而采取的原则和方式（即手段）；,、方法论：各种方法的总和；关于研究方法、方式的学说；关于方法及实践活动运用的理论。,copyright2011金燕华,第三节管理的方法,二、管理方法的分类,、按照适用的客体范围：哲学方法、通用方法、专用方法；,、按照管理的主体分类：高、中、低；,、按照在管理活动中的作用分类：管理的理论方法、认识方法、经验方法；管理的实践方法。,copyright2011金燕华,第四节管理学,一、定义：是一门系统地研究管理活动的基本规律和一般方法的学科。,二、学科特征,、与管理的本质含义联系起来；要联系管理的情境（,context),、应该涉及管理活动的具体形态，包括人（特别是高层管理者的形象思维）、资源、行为和职能、组织制度、若干关系、文化价值、管理评价等；,、以探求管理现象的发展规律作为管理学的发展规律，包括一般规律（如：人本、组织、过程循环、择优、权变、反馈规律）和特殊规律。,、是一门交叉学科、应用发展学科；是软科学。,copyright2011金燕华,第四节管理学,三、现代管理学研究的主要内容,、管理思想和管理理论的发展史；,、管理的基本原理和原则；,、管理的职能；,、管理的差异和创新；,、管理的方法、技术和艺术；,copyright2011金燕华,第二章 管理思想发展史,（,1,）西方早期的管理思想,包括：了解西方古代的管理思想；了解西方工业革命时期的管理思想。,（,2,）西方古典管理理论,包括：了解古典管理理论的产生；掌握泰罗的科学管理的主要内容；掌握法约尔一般管理理论；掌握韦伯官僚组织的有关内容。,（,3,）近代管理的发展,包括：掌握巴纳德经理人员的职能；掌握人际关系学说；掌握行为科学理论。,（,4,）当代管理理论的丛林,包括：了解丛林产生的背景；掌握孔茨的六大管理理论学派；了解丛林形成的原因。,copyright2011金燕华,第一节 西方早期的管理思想,The Pre-modern Era,Ancient massive construction projects,Egyptian pyramids,Great Wall of China,Michelangelo the manager,copyright2011金燕华,Development Of Major Management,Theories,1,、古巴比伦王国：,汉谟拉比法典,2,、,圣经,摩西：授权原理和例外原理；,3,、天主教会：区域划分组织。,4,、威尼斯兵工厂：流水线作业。,copyright2011金燕华,Historical,Background,Scientific,Management,General,Administrative,Theorists,Quantitative,Approach,Management Theories,Industrial,Revolution,Adam Smith,Early Advocates,Hawthorne Studies,Organizational,Behavior, Prentice Hall, 2002,2-,35,Early Examples,of Management,copyright2011金燕华,Adam Smiths Contribution To The Field Of Management,Wrote the,Wealth of Nations,(1776),Advocated the economic advantages that organizations and society would reap from the division of labor:,Increased productivity by increasing each workers skill and dexterity.,Time saved that is commonly lost in changing tasks.,The creation of labor-saving inventions and machinery.,copyright2011金燕华,The Industrial Revolutions Influence On Management Practices,Industrial revolution,Machine power began to substitute for human power,Lead to mass production of economical goods,Improved and less costly transportation systems became available,Created larger markets for goods.,Larger organizations developed to serve larger markets,Created the need for formalized management practices.,copyright2011金燕华,第二节 西方古典管理理论,一、古典管理理论的产生：,19,世纪末,20,世纪,30,年代,1,、史前管理思想和实践的积累：集体协作认识基础；商品交换和商业发展制度基础；自然科学的分析为特征的方法论方法论基础；工业革命和工场制度。,2,、产生的时代背景：经济的迅速发展；所有权和经营权的分离；社会流行的唯利主义哲学和理性分析方法。,copyright2011金燕华,Classical Contributions,Classical approach,The term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.,Scientific management theorists,Fredrick W. Taylor, Frank and Lillian,Gilbreth, and Henry Gantt,General administrative theorists,Henri,Fayol,and Max Weber,copyright2011金燕华,二、,Scientific Management,Frederick W. Taylor,The Principles of Scientific Management (1911),Advocated the use of the scientific method to define the “one best way” for a job to be done,Believed that increased efficiency could be achieved by selecting the right people for the job and training them to do it precisely in the one best way.,To motivate workers, he favored incentive wage plans.,Separated managerial work from operative work.,copyright2011金燕华,Taylors Four Principles of Management,Develop a science,for each element of an individuals work, which replaces the old rule-of-thumb method.,Scientifically,select and then train, teach, and develop the worker,. (Previously, workers chose their own work and trained themselves as best they could.),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.,Divide work and responsibility,almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. (Previously, almost all the work and the greater part of the responsibility were thrown upon the workers).,copyright2011金燕华,Scientific Management Contributors,Frank and Lillian,Gilbreth,Bricklaying efficiency improvements,Time and motion studies (,therbligs,),Henry Gantt,Incentive compensation systems,Gantt chart for scheduling work operations,copyright2011金燕华,三、,Administrative Management,General administrative theorists,Writers who developed general theories of what managers do and what constitutes good management practice,Henri,Fayol,(France),Fourteen Principles of Management,: Fundamental or universal principles of management practice,Max Weber (Germany),Bureaucracy: Ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships,copyright2011金燕华,Fayols,Fourteen Principles of Management,Division of work,Authority,Discipline,Unity of command,Unity of direction,Subordination of the individual,Remuneration,Centralization,Scalar chain,Order,Equity,Stability of tenure of personnel,Initiative,Esprit de corps,copyright2011金燕华,Webers Ideal Bureaucracy,Division of Labor,Authority Hierarchy,Formal Selection,Formal Rules and Regulations,Impersonality,Career Orientation,copyright2011金燕华,第三节 近代管理的发展,Human Resources Approach,Robert Owen,Claimed that a concern for employees was profitable for management and would relieve human misery.,Hugo Munsterberg,Created the field of industrial psychologythe scientific study of individuals at work to maximize their productivity and adjustment.,copyright2011金燕华,Human Resources Approach,Mary Parker Follett,Recognized that organizations could be viewed from the perspective of individual and group behavior.,Chester Barnard,Saw organizations as social systems that require human cooperation.,Expressed his views in his book,The Functions of the Executive,(1938).,copyright2011金燕华,Hawthorne Studies,A series of studies done during the 1920s and 1930s that provided new insights into group norms and behaviors,Hawthorne effect,Social norms or standards of the group are the key determinants of individual work behavior.,Changed the prevalent view of the time that people were no different than machines.,copyright2011金燕华,Human Relations Movement,Based on a belief in the importance of employee satisfactiona satisfied worker was believed to be a productive worker.,Advocates were concerned with making management practices more humane.,Dale Carnegie,Abraham Maslow,Douglas McGregor,copyright2011金燕华,The Quantitative Approach,Operations research (management science),Evolved out of the development of mathematical and statistical solutions to military problems during World War II.,Involves the use of statistics, optimization models, information models, and computer simulations to improve management decision making for planning and control.,copyright2011金燕华,Social Events That Shaped Management Approaches,Classical approach,Desire for increased efficiency of labor intensive operations,Human resources approach,The backlash to the overly mechanistic view of employees held by the classicists.,The Great Depression.,The quantitative approaches,World War II,copyright2011金燕华,The Process Approach,Management theory jungle (Harold Koontz),The diversity of approaches to the study of managementfunctions, quantitative emphasis, human relations approacheseach offer something to management theory, but many are only managerial tools.,Planning, leading, and controlling activities are circular and continuous functions of management.,copyright2011金燕华,The Systems Approach,Defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole,Closed system :,a system that is not influenced by and does not interact with its environment,Open system:,a system that dynamically interacts with its environment,Stakeholders:,any group that is affected by organizational decisions and policies,copyright2011金燕华,The Contingency Approach,The situational approach to management that replaces more simplistic systems and integrates much of management theory,Four popular contingency variables,Organization size,Routineness,of task technology,Environmental uncertainty,Individual differences,copyright2011金燕华,第四节现代管理学的丛林,Management theory jungle,一、形成的背景,战后资源积累的重新完成，提出了提高效率的要求；,科学技术的发展对管理提出了新的问题，也同时提供了新的思想；,对人的本性认识不断深化，促进了管理理论的发展。,copyright2011金燕华,Management theory jungle,二、,Harold Koontz,的六大管理理论学派,The Management Process School,The Empirical/Case School,The Human Behavior School,The Social System School,The Decision Theory School,The Mathematical School,copyright2011金燕华,Management theory jungle,三、管理理论丛林中思想混乱的主要原因,语义学丛林“组织”,对管理这个知识体系的定义的分歧,先验假设,对原理的错误认识,管理理论学家不能或不愿意相互理解,copyright2011金燕华,Management theory jungle,四、消除管理学理论丛林,划定知识体系的需要；,管理与其他原理的综合；,管理语义学的分类；,对基本原则的提炼和验证；,分类时的注意点：,copyright2011金燕华,