管理学原理英文课件(武汉理工大学)1-2Cap2 Management Theory.pptVIP

管理学原理英文课件(武汉理工大学)1-2Cap2 Management Theory.ppt

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管理学原理英文课件(武汉理工大学)1-2Cap2 Management Theory

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 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 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 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 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 Time There were no clear concepts of responsibilities

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