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,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,.,*,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,.,*,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,.,*,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,.,*,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,.,*,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,.,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,.,*,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,.,*,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,.,*,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,.,*,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,.,*,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,.,*,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,*,*,STEPHEN P.ROBBINS,MARY COULTER,9,th,ed.,Chapter Two,Evolution of,Management Theory,1,.,1.Historical Background of Management,Ancient Management,Egypt(pyramids)and China(Great Wall),Adam Smith,Published,“The Wealth of Nations”,in 1776,Advocated the division of labor,Industrial Revolution,Substituted machine power for human labor,Created large organizations in need of management,2,Evolution of Management Theory,Classical Management Theory,Behavioral Management Theory,Management Science Theory,Contemporary Management Theory,1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000,3,.,管理理论演进的主线,管理理论,古典理论,行政管理,一般管理,科学管理,权变理论,现代理论,行为科学,人际关系,霍桑实验,行为理论,管理决策,管理科学理论,系统管理,4,.,2.Classical Management Theory,Taylor:Scientific Management Theory,Fayol:General Administrative Management Theory,Weber:Theory of Bureaucracy,return,5,.,2.1 Scientific Management Theory,Representative,Frederick Winslow Taylor,泰勒,The“father”of scientific management,Published,Principles of Scientific Management,(1911),6,.,Taylor,Used scientific methods to define the“one best way”for a job,Putting the right person on the job with the correct tools and equipment,Having a standardized method of doing the job,Providing an economic incentive to the worker,return,7,2.2 General Administrative Theory,Henri Fayol,法约尔,French,Developed fourteen principles of management,Developed five functions of management,8,Fayols 14 Principles of Management,Division of work.,Authority.,Discipline.,Unity of command.,Unity of direction.,Subordination of individual interests to the general interest.,Remuneration.,Centralization.,Scalar chain.,Order.,Equity.,Stability of tenure of personnel.,Initiative.,Esprit de corps.,9,.,Fayols,Five Functions of Management,Planning,Organizing,Commanding,Coordinating,Controlling,Leading,return,10,2.3 Theory of Bureaucracy,Max Weber,韦伯,German,Developed a theory of bureaucracy based on an ideal type of organization,Ideal form of organization the bureaucracy,11,Webers Ideal Bureaucracy,return,12,12,.,3.,Behavioral Management Theory,Mayo:Human Relations Theory,Maslow:Hierarchy of Needs,McGregor:Theory X&Theory Y,Herzberg:Motivation-Hygiene Theory,return,13,.,3.1 The Hawthorne Studies,A series of productivity experiments(1924-1932),Experimental findings,Productivity unexpectedly increased under imposed adverse working conditions.,The effect of incentive plans was less than expected.,Workers are also“social man”,not just“economic man”,Social norms,group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.,14,i.,（,1924-1927),Effect of lighting on workers productivity,Found that productivity almost always increased after,any,change in illumination,Realized that something else besides lighting was affecting productivity,15,.,ii.(1927-1932),Mayo as consultant(,梅奥,founder of,Human Relations Theory,),Changed pay rules,workday and workweek lengths,Found that changing a variable usually increased productivity,even if the variable was just a change back to the original condition,Hypothesized that working as a group,being treated as special(working in a separate room)were the real reasons for the productivity increase,16,iii.Interviews,iv.(1931-1932),The effect of payment incentives was less than expected,Although paid by individual productivity,productivity did not go up because they were afraid if produced more,the base rate would change,Informal group and social hierarchy were formed,and served to control group members and to manage bosses,return,17,3.2 Maslows Hierarchy of Needs,Abraham H.Maslow,马斯洛,American,Needs were categorized as five levels of lower-to-higher-order needs.,Motivating a person depends on knowing at what level that person is on the hierarchy.,18,Maslows Hierarchy of Needs,Physiology,Self-,actualization,Esteem,Social,Safety,19,Assumes that workers,dislike work,avoid responsibility,Assumes that workers,like to work,desire responsibility,3.3 Theory X&Theory Y,Douglas McGregor,麦克雷戈,American,He suggested that management could use either set of needs to motivate employees,20,4.Management Science Theory,Also called,Quantitative Theory,Evolved from mathematical and statistical methods:,statistics,optimization models,information models,computer simulations,forecasting,and game theory,return,21,4.1 Simon&Decision-Making,Herbert A.Simon,西蒙,American,