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,書式設定,*,*,書式設定,第 2,第 3,第 4,第 5,Part,Foundations of Management,Chapter 1:,Manag,ement,.,The Evolution of Management Theory,Part Foundations of Managem,Learning Objectives,After studying,you should be able to:,Explain the principle of job specialization and division of labor,and tell why the study of person-task relationships is central to the pursuit of increased efficiency.,Identify the principles of administration and organization that underlie effective organizations.,Trace the change in theories about how managers should behave to motivate and control employees,2,Learning ObjectivesAfter study,Learning Objectives(contd),Explain the contributions of management science to the efficient use of organizational resources.,Explain why the study of the external environment and its impact on an organization has become a central issue in management thought.,3,Learning Objectives(contd)Ex,C,ontent,Outline,Scientific Management Theory,Job Specialization and the Division of Labor,F.W.Taylor and Scientific Management,The Gilbreths,Administrative Management Theory,The Theory of Bureaucracy,Fayols Principles of Management,Behavioral Management Theory,The Work of Mary Parker Follett,The Hawthorne Studies and Human Relations,4,Content OutlineScientific Mana,C,ontent,Outline,(contd),Behavioral Management Theory(contd),Theory X and Theory Y,Management Science Theory,Organizational Environment Theory,The Open Systems View,Contingency Theory,5,Content Outline(contd)Behavi,.The Evolution of Management Theory,1.,Scientific Management Theory,1.1,Evolution of Modern Management,Began in the industrial revolution in the late 19th century as:,Managers of organizations began seeking ways to better satisfy customer needs.,Large-scale mechanized manufacturing began to supplanting small-scale craft production in the ways in which goods were produced.,Social problems developed in the large groups of workers employed under the factory system.,Managers began to focus on increasing the efficiency of the worker-task mix.,6,.The Evolution of Management,The Evolution of Management Theory,Figure 2.1,Source:,7,The Evolution of Management Th,1.2,Job Specialization and the Division of Labor,Adam Smith(18th century economist),Observed that firms manufactured pins in one of two different ways:,Craft-styleeach worker did all steps.,Productioneach worker specialized in one step.,Realized that job specialization resulted in much higher efficiency and productivity,Breaking down the total job allowed for the division of labor in which workers became very skilled at their specific tasks.,8,1.2 Job Specialization and th,1.3,F.W.Taylor and Scientific Management,Scientific Management,The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency.,Defined by Frederick Taylor in the late 1800s to replace informal rule of thumb knowledge.,Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.,9,1.3 F.W.Taylor and Scient,1.4,Four Principles of Scientific Management,Principles to increase efficiency:,-,Study the ways jobs are performed now and determine new ways to do them.,Gather detailed time and motion information.,Try different methods to see which is best.,-,Codify the new methods into rules.,Teach to all workers the new method.,-,Select workers whose skills match the rules.,-,Establish fair levels of performance and pay a premium for higher performance.,Workers should benefit from higher output,10,1.4 Four Principles of Scien,1.5,Problems with Scientific Management,Managers frequently implemented only the,increased output side of Taylors plan.,Workers did not share in the increased output.,Specialized jobs became very boring,dull.,Workers ended up distrusting the Scientific Management method.,Workers could purposely“under-perform.”,Management responded with increased use of machines and conveyors belts.,11,1.5 Problems with Scientific,Refined Taylors work and made many improvements to the methodologies of time and motion studies.,Time and motion studies,Breaking up each job action into its components.,Finding better ways to perform the action.,Reorganizing each job action to be more efficient.,Also studied worker-related fatigue problems caused by lighting,heating,and the design of tools and machines.,12,Re,2,、,Administrative,Management Theory,Administrative Management,The study of how to create an organizational structure that leads to high efficiency and effectiveness.,Max Weber,Developed the concept of bureaucracy as a formal system of organization and administration designed to ensure efficiency and effectiveness.,13,2、Administrative Management Th,Webers Principles of Bureaucracy,Figure 2.2,14,Webers Principles of Bureaucr,2,.,1,Webers Five Principles of Bureaucracy,Authority is the power to hold people accountable for their actions.,Positions in the firm should be held based on performance,not social contacts.,Position duties are cle
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