管理学,罗宾斯,9版,英文Robbins01b.pptVIP

The human relations movement that took place between the 1930s and 1950s is important to management history because its supporters never wavered from their commitment to making management practices more humane. They believed in the importance of employee satisfaction—so they offered suggestions like employee participation, praise, and being nice to people to increase employee satisfaction. For instance, Abraham Maslow, a humanistic psychologist, who’s best known for his description of a hierarchy of five needs (shown here), said that once a need was substantially satisfied, it no longer served to motivate behavior. Douglas McGregor developed Theory X and Theory Y assumptions, which related to a manager’s beliefs about an employee’s motivation to work. Even though both Maslow’s and McGregor’s theories were never fully supported by research, they’re important because they represent the foundation from which contemporary motivation theories were developed. The field of study that researches the actions (behaviors) of people at work is called organizational behavior (OB). OB researchers do empirical research on human behavior in organizations. Much of what managers do today when managing people—motivating, leading, building trust, working with a team, managing conflict, and so forth—has come out of OB research. * During the 1940s and 1950s, the quantitative approach provided tools for managers to make their jobs easier. The quantitative approach to management—which is the use of quantitative techniques to improve decision making—evolved from mathematical and statistical solutions developed for military problems during World War II. After the war was over, many of these techniques used for military problems were applied to businesses. Quality experts W. Edwards Deming and Joseph M. Juran’s ideas became the basis for total quality management, or TQM, a management philosophy devoted to continual improvement and response to customer needs and expectations. * Most of