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questions :Evolution of management thoughts theories
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[Member (365WT)]answers [Chinese ]Time :2018-10-31
Ancient management thought

1. Ancient Chinese management thought

2. Foreign management ideas

3. Ancient management thoughts

Features: rich in content, all-encompassing, mainly the intuitive discussion and explanation of experience, its discussion is scattered and fragmented.

Classical management theory

1. Scientific Management Theory Tyro (1856-1915) "The Father of Scientific Management"

(1) Three management experiments: iron block handling experiment, shovel test; metal cutting experiment.

(2) Time action research and differential meter wage system

Specific steps of time action research:

a. Identify a number of individuals who should be particularly good at doing analytical work.

b. Carefully study the basic operations and actions of each of these individuals, including the tools used by each individual.
c. Use the stopwatch to study the time required to make each basic action, and then choose the fastest working method for each part of the action.

d. Eliminate all incorrect, slow, and invalid actions.

e. Replace the old methods that were commonly used in the past with new methods that make up the fastest and best new moves.

The task quota is specified on the basis of time action research. The task quota is not based on the average working time of the worker, but on the time required by the efficient first-class workers. Since it is a task, it should pay workers high wages. In order to mobilize the enthusiasm of the workers, Taylor has invented the differential wage system.
Differential wage system: If the production of a worker is lower than the required standard, the salary is calculated at a lower wage rate. If the standard is higher than the standard, the salary is calculated at a higher wage rate. This means that workers at the same level in the same position will receive different wages.

(3) Basic principles and organizational theory of scientific management

Taylor believes that the results of management should be shared by managers and workers.

The basic principles of scientific management:

a. Develop a new science that specializes in every component of worker work and replaces previous experience management methods.
b. Scientifically select, train, and train workers to replace the old system of training themselves and choosing jobs.

c. Managers must work with workers in good faith to ensure that workers work hard in new ways.

d. A clear and appropriate division of labor between managers and workers.

The organization of scientific management:

a. Functionalization principle: In a management organization system, the departments are set up according to different functions, and the functional departments are directly responsible to the higher-level managers, and they have their own terms of reference.
b. Exceptional principle: Top management should avoid dealing with small problems at work, and only "exceptional" situations and problems are handled by top management. The "exceptional" situation and problems refer to new situations and new problems that are difficult for the various functional departments to adjust themselves or that are not included in the original authority.

(4) Evaluation of Taylor's scientific management:

Contributions: First, management goes to science; second, the spiritual revolution between employers and employees. The former is a necessary condition for effective management; the latter is the necessary psychology for effective management.

Inadequacies: Scientific management has too much emphasis on technology, emphasizing the efficiency of individual operations, biased people, and neglecting the historical limitations of the overall function of the enterprise. Therefore, it should be "in mind" when using it.

2. General management theory
(1) Fayol: "The father of modern management theory."

(2) Key points of general management theory:

a. The difference between management and management.

b. Five elements of management.

c. Fourteen principles of management: division of labor, power and responsibility, discipline, unified command, personal interests, overall interests, remuneration of personnel, concentration and dispersion, hierarchical chain, order, fairness, personnel stability, initiative, team spirit .
d. Advocating management education: Management ability can be obtained through education. "Lack of management education" is due to "no management theory". No manager tries to turn those accepted rules and experiences into universal management theory. Through management education, management skills can be quickly improved, and management talents that are urgently needed can be quickly created. All management personnel of the company receive the necessary management training, which is also an important benchmark for the healthy development of the company.

(3) Theory of ideal administrative organization system

(1) Weber: "The father of organizational management."

(2) Weber's theory of power.
(3) Key points of the ideal administrative organization system theory: clear division of labor, top-down power level system, appointment of personnel, professional management personnel, compliance with rules and discipline. , the relationship between people in the organization.

Behavioral science management theory

1. Hawthorne experiment and interpersonal relationship theory

(1) Hawthorne experiment

The first stage: workshop lighting experiment (1924 - 1927).

The second stage: relay assembly room experiment (August 1928-April 1927).

The third stage: interview plan, wiring board wiring studio experiment.

(2) Basic points of interpersonal relationship theory

People are "social people". To mobilize the enthusiasm of workers for production, we must also work hard from the social and psychological aspects.

Work efficiency depends mainly on the enthusiasm of employees.
There are also informal groups among the employees.

Material stimulation is not the only incentive.

Managers should pay attention to interpersonal relationships.

Economic man

Life is lazy, always want to do less work; the average person has no ambition, does not like to be responsible, prefers to be commanded by others;

Self-centeredness is the nature of human beings, and does not care about the goals of the organization; people lack self-control ability and are easily influenced by others.

Money leather whip

Social person
It is believed that people's behavioral motives are not just the pursuit of money, but the whole social needs of people; people use the social relations at work to seek pleasure and meaning; the social influence of workers on their colleagues is more than the economic rewards given by the organization. Pay more attention to; the work efficiency of workers changes with the extent to which superiors can meet their social needs.

Automatic person
People's needs develop from low-level to high-level. After low-level needs to be satisfied, they pursue higher-level needs. Self-realization is the highest level of human needs. People become mature due to work, and they have independent and independent tendencies. People have spontaneous self-sufficiency. Ability and self-control; there is no fundamental conflict between the individual's goals and the purpose of the organization. If there is a chance, he will automatically unite the personal goals with the organizational goals.

Complex person

People are not only complicated, but also change a lot; people's needs are related to the organizational environment in which they are located; whether people are willing to contribute to the organization's goals depends on their own needs and the relationship between him and the organization; Demand, ability, and different reflections on different management methods
2. Representative theory in behavioral science

(1) Maslow's "Level of Needs Theory"

People's needs are divided into five levels from low to high: physical, safe, social, respectful, and self-fulfilling.

(2) Herzberg's "Two-Factor Theory"

The behavioral factors affecting people are divided into two categories: "health factors" and "motivation factors".

(3) Ferrum's "expectation theory":

M = VE (M stands for motivational force, V stands for the value of the individual's needs, and E stands for the probability of getting the value.)

(4) McRee's "X Theory - Y Theory":
McRae proposes two humanity hypotheses called X theory and Y theory. According to X theory, human nature is dishonest, lazy and irresponsible. Ordinary people are naturally inferior, evade responsibility, and would rather accept the orders of others. According to the Y theory, external control and punishment threats are not the only means of motivating people to work toward organizational goals. Human nature is not a disgusting work, people are not passive, able to self-direct and self-control. Human behavior is governed by motivation and so on. McRee believes that the traditional management method is based on the constraints and control of employees, and the humanity assumption based on the X theory is outdated. Only the management method based on Y theory can achieve good results.
(5) Black and Multon's "Management Grid Theory"

Leaders have both concerns about production and concern for people. The horizontal axis indicates the concern for production, and the vertical coordinate indicates the concern for people. From low to high, it is divided into nine to form 81 grids, indicating that the degree of concern is different, and represents 81 management methods. Among the five typical management methods are: 1. 1 grid is poor, 1. 9 grid is country club style, 9. 1 grid is mission style, 5.5 grid is intermediate, and 9.9 grid is group.
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