《管理学原理》课程PPT教学课件（英文）1-2 Cap2 Management Theory

Chapter Two The Development ofManagement TheoryUpto the2oth century (premodern era)oAdam smith's contributiontothefield ofmanagementIndustrialrevolution'sinfluence onmanagement practicesInthe early 20th centuryScientific managementGeneraladministrativetheory:The humanresourcesapproachThequantitativeapproachFrom thelater 20th century tothepresent+Theprocessapproach+Thesystems approachThecontingencyapproach

Chapter Two The Development of Management Theory Up to the 20th century (premodern era) ❖ Adam smith’s contribution to the field of management ❖ Industrial revolution’s influence on management practices In the early 20th century ❖ Scientific management ❖ General administrative theory ❖ The human resources approach ❖ The quantitative approach From the later 20th century to the present ❖ The process approach ❖ The systems approach ❖ The contingency approach

Adam Smith's Contribution to theField ofManagementThe general popularity today of job specializationis undoubtedly due to Smith's view about divisionof labor.Division of labor is the breakdown of jobs intonarrow,repetitivetasks

Adam Smith’s Contribution to the Field of Management The general popularity today of job specialization is undoubtedly due to Smith’s view about division of labor. Division of labor is the breakdown of jobs into narrow, repetitive tasks

Industrial Revolution's Influenceon ManagementPracticesIndustrial Revolution has originated in late-18th-centuryGreat Britain and crossed the Atlantic to America by theendoftheCivil War Because of the Industrial Revolution,machine power wasrapidly substituted for human power, which made iteconomical to manufacture goods in factories.With the development of big organizations, a formal theoryto guide managers running these organizations efficientlyandeffectivelywasneeded

Industrial Revolution’s Influence on Management Practices Industrial Revolution has originated in late-18th-century Great Britain, and crossed the Atlantic to America by the end of the Civil War. Because of the Industrial Revolution, machine power was rapidly substituted for human power, which made it economical to manufacture goods in factories. With the development of big organizations, a formal theory to guide managers running these organizations efficiently and effectively was needed

Chapter Two The Development ofManagement TheoryUp to the 20th century Adam smith s contributiontothefield ofmanagementIndustrialrevolution'sinfluence on management practicesIn the early 20th centuryScientificmanagementGeneraladministrativetheory:ThehumanresourcesapproachThequantitativeapproachFrom the later 20th century to the presentTheprocessapproach+Thesystems approachThe contingency approach

Chapter Two The Development of Management Theory Up to the 20th century ❖ Adam smith’s contribution to the field of management ❖ Industrial revolution’s influence on management practices In the early 20th century ❖ Scientific management ❖ General administrative theory ❖ The human resources approach ❖ The quantitative approach From the later 20th century to the present ❖ The process approach ❖ The systems approach ❖ The contingency approach

ScientificManagementFrederickTaylor（弗雷德里克·泰勒）Frederick Taylor was called as the father of Scientificmanagement. His book The Principles of Scientificmanagement waspublished in191.Immediately,its contentsbecame widely accepted by managers throughout the world

Scientific Management Frederick Taylor(弗雷德里克•泰勒) Frederick Taylor was called as the father of Scientific management. His book The Principles of Scientific management was published in 1911. Immediately, its contents became widely accepted by managers throughout the world

Background of That TimeThere were no clear concepts of responsibilitiestoworkers and managers.No effective work standards existedManagement decisions were based on hunch and intuitionWorkers were placed on jobs with little orno concern formatching their abilities and aptitudes with the tasksrequired.Managers and workers considered themselves to be incontinual conflict-any gain by one would be at the expense ofthe other

Background of That Time There were no clear concepts of responsibilities to workers and managers. No effective work standards existed. Management decisions were based on hunch and intuition. Workers were placed on jobs with little or no concern for matching their abilities and aptitudes with the tasks required. Managers and workers considered themselves to be in continual conflict—any gain by one would be at the expense of the other

Taylor's Four Principles ofManagement Develop a scientific way for each element of an individual'swork,whichreplacesthe oldrule-of-thumb methodScientifically select and then train, teach, and develop theworker. Heartily cooperate with the workers so as to ensure that allwork is done in accordance with the scientific way that hasbeen developed. Divide work and responsibility almost equally betweenmanagers and workers. Managers take over all work forwhich it is better fitted than the workers

Taylor’s Four Principles of Management Develop a scientific way for each element of an individual’s work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the scientific way that has been developed. Divide work and responsibility almost equally between managers and workers. Managers take over all work for which it is better fitted than the workers

Chapter Two The Development ofManagement TheoryUp to the 20th century Adam smith s contributiontothefield ofmanagementIndustrialrevolution'sinfluence on management practicesIn the early 20th centuryScientific management+GeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproachFrom the later 20th century to the presentTheprocessapproachThe systems approachThecontingencyapproach

Chapter Two The Development of Management Theory Up to the 20th century ❖ Adam smith’s contribution to the field of management ❖ Industrial revolution’s influence on management practices In the early 20th century ❖ Scientific management ❖ General administrative theory ❖ The human resources approach ❖ The quantitative approach From the later 20th century to the present ❖ The process approach ❖ The systems approach ❖ The contingency approach

General Administrative TheoryHerial Favol's contributionsHe argued that management was an activity common to allhuman undertakingsin business, in government,and even in thehome.He stated 14 principles of management--fundamental oruniversal truths.MaxWeber's contributionsWeber developed a theory of authority structures and describedorganizational activity on the basis of authority relations:Hedescribed an ideal type of organization thathe called abureaucracy, characterized by division of labor, a clearly definedhierarchy, detailedrules and regulations,andimpersonalrelationships

General Administrative Theory Herial Fayol’s contributions He argued that management was an activity common to all human undertakings in business, in government, and even in the home. He stated 14 principles of management—fundamental or universal truths. Max Weber’s contributions Weber developed a theory of authority structures and described organizational activity on the basis of authority relations. He described an ideal type of organization that he called a bureaucracy, characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships

Fayol's 14 Principles ofManagement8. Centralization1. Division of Work2.. Authority9. Scalar Chain10.Order3.. Discipline11.Equity4. Unity ofCommand5..Unity ofDirection12.Stability of Tenure ofPersonnel6.Subordination of13. InitiativeIndividual Interests totheGeneral Interest14. Esprit de corps7.Remuneration

Fayol’s 14 Principles of Management 1. Division of Work 2. Authority 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Subordination of Individual Interests to the General Interest 7. Remuneration 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de corps