The Role of Management and Supervision

Ch2TheRoleofManagementandSupervision1Thepurposeofmanagement•Allthemanagementactivitiesarethejobofoneperson•Divisionofmanagementtasksbetweenindividuals•ManagementbycommitteeManagementstructure(seethequestioninP31)2ClassicalwritersonmanagementDefinitionofmanagement:Managementtakesplacewithinastructuredorganizationalsettingwithprescribedroles.Itisdirectedtowardstheachievementofaimsandobjectivesthroughinfluencingtheeffortsofothers.Mostsimply,‘gettingthingsdonethroughotherpeople’.ClassicalmanagementschoolClassicaltheoriesincludescientificmanagement,administrativetheoryandbureaucraticmodel.•Applytheconceptsofsciencetoorganizationandmanagement.•Concernedwiththeefficiencyofindividualwork.•Thereexistsasingle,bestapproachtomanagement.•Practicalmanager(exceptWeber,sociologist)FrederickTaylorandScientificManagement(1880-1930)USAp33Taylorisminvolvedbreakingdownthecomponentsofmanualtasksinmanufacturingenvironments,timingeachmovementsothattherecouldbeaprovenbestwaytoperformeachtask.Thusemployeescouldbetrainedtobe'firstclass'withintheirjob.Thistypeofmanagementwasparticularlyrelevanttoperformancedrivese.g‘ActionOn’projects.Hewasamongthefirsttoarguethatmanagementshouldbebasedon‘wellrecognized,clearlydefinedandfixedprinciples’.Theprincipalobjectofmanagementshouldbetosecurethemaximumprosperityfortheemployer,coupledwiththemaximumprosperityforeachemployee.Scientificmanagementhasforitsveryfoundationthefirmconvictionthatthetrueinterestsoftheownersandworkersareoneandthesame.FourPrinciplesofScientificManagementp331.Thedevelopmentofatruescienceofwork.分析工作，目前是怎樣做的?決定新的方法2.Scientificselectionandprogressivedevelopmentofworkers.科学地选择和培训工人3.Plan,measureandcontrol.4.Cooperationbetweenmanagementandworkers.Equaldivisionofresponsibilitybetweenmanagers(specializedexperts,doingtheplanningandsupervising)andworkers(doingtheexecution)(Divorceofplanningfromdoing)实行职能工长制——计划工长、执行工长、质量工长、工艺工长Thebenefitsarisingfromscientificmanagementcanbesummarized:•itsrationalapproachtotheorganizationalworkenablestasksandprocedurestobemeasuredwithaconsiderabledegreeofaccuracy•measurementofpathsandprocessesprovideusefulinformationonwhichtobaseimprovementsinworkingmethods,plantdesign,etc•byimprovingworkmethodsbroughtenormousincreaseinproductivity•itenabledemployeestobepaidbyresultsandtotakeadvantageofincentivepayments•itstimulatedmanagementintoadoptingamorepositiveroleinleadershipatshopfloorlevel.•itcontributedtomajorimprovementsinphysicalworkingconditionsforemployees•itprovidedtheformationformodernworkstudiesThedrawbackswere:•itreducedtheworker’sroletothatofarigidadherencetomethodsandproceduresoverwhichhehadnodiscretion•itledtoincreasedfragmentationofworkduetoitsemphasisondivisionallabour•itgeneratedaneconomicallybasedapproachtothemotivationofemployeesbyenablingpaytogearedoutputs•itputtheplanningandcontrolofworkplaceactivitiesexclusivelyinthehandsofthemanagers•itruledoutanyrealisticbargainingaboutwageratessinceeveryjobwasmeasuredandrated‘scientifically’Therefore,insummary,whilethescientificmanagementtechniquehasrecentlybeenemployedtoincreaseproductivityandefficiencybothinprivateandpublicservices,ithasalsohadthedisadvantagesofignoringthehumanaspectsofemployment.Thisledtothecreationofboringrepetitivejobswiththeintroductionofsystemsfortightcontrolandthealienationofshopflooremployeesfromtheirmanagers.Administrativetheory——HenryFayol(1841-1925)Francep32‘TheFatherofModernManagement’,HenryFayolemphasizedtheroleofmanagementandconcludedthatallactivitiesthatoccurinbusinessorganizationscouldbedividedinto6groups:企业活动的六个方面Technical技术活动—production,manufacturingCommercial商业活动—buying,selling,exchangeFinancial财务活动—obtainingandoptimalusingcapitalSecurity安全活动—protectionofpeopleandpropertyAccounting会计活动—stocktaking,costing,statisticsandthebalancesheetManagerial管理活动—planning,organizing,commanding,coordinatingandcontrollingFayolwaslookingatproblemsfromthetopandnotfromthebottom.Hebelievedthatthesameprinciplesofmanagementcouldbeapplied,regardlessofsize,kinds,whetherindustrial,commercial,orevenreligious(universalityofmanagementprinciple).Thoughhimselfrecognizedthatapplyingsuchprinciplesinpracticewasnotsimple.Inhislifetimeheclaimedthatheapplied14rulesofmanagerialconduct,whichformpartoftheoverall‘classical’approachtomanagement.Fayol’s14preceptsp7:1.Divisionofwork分工:Specializationincreasesoutputbymakingemployeesmoreefficient.2.CorrespondenceofauthorityandResponsibility权责相称:Managersneedtobeabletogiveordersalongwithauthoritygoesresponsibility.3.Discipline纪律:obedient,applied,respectfulemployeesneeded.4.UnityofCommand命令统一:onlyoneboss5.UnityofDirection努力方向要统一:Oneplanofactiontoguidetheorganization.6.Generalinterestoverindividualinterest团体利益优先于个人利益7.Remuneration重视员工报酬:Workersmustbepaidafairwagefortheirservices.8.Centralization权力集中程度:Degreetowhichsubordinatesareinvolvedindecisionmaking.Needtofindtheoptimumproportionbetweencentralization(tomanagement)anddecentralization(tosubordinates)foreachsituation.9.Scalarchain指挥线要清楚:Thelineofauthorityfromtopmanagementtothelowestranksrepresentsthescalarchain.Communi