When you surround an enemy, leave an outlet free. —Sun...

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系

管管管管管管管管理理理理理理理理學學學學學學學學第二章第二章第二章第二章第二章第二章第二章第二章管理學的演進管理學的演進管理學的演進管理學的演進管理學的演進管理學的演進管理學的演進管理學的演進Management History

When you surround an enemy, When you surround an enemy,

leave an outlet free.leave an outlet free. ——Sun TzuSun Tzu

圍師遺闕圍師遺闕圍師遺闕圍師遺闕，，，，窮寇勿迫窮寇勿迫窮寇勿迫窮寇勿迫，，，，此用兵之法也此用兵之法也此用兵之法也此用兵之法也。。。。圍師遺闕圍師遺闕圍師遺闕圍師遺闕，，，，窮寇勿迫窮寇勿迫窮寇勿迫窮寇勿迫，，，，此用兵之法也此用兵之法也此用兵之法也此用兵之法也。。。。


Today is ok, 何不跳過何不跳過何不跳過何不跳過 Yesterday, 直接研討直接研討直接研討直接研討 Tomorrow?

讀資治通鑑讀資治通鑑讀資治通鑑讀資治通鑑：：：：溫故知新溫故知新溫故知新溫故知新，，，，鑒往知來鑒往知來鑒往知來鑒往知來。。。。

學歷史學歷史學歷史學歷史，，，，應知今日事應知今日事應知今日事應知今日事：：：：解釋現在解釋現在解釋現在解釋現在，，，，開拓視野開拓視野開拓視野開拓視野。。。。

社會科學的發展社會科學的發展社會科學的發展社會科學的發展:

Economics, Psychology, Management (Science),

Accounting, Marketing……

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1. Historical Background

2. Classical Approach:

Scientific Management, General Administrative Theory

3. Quantitative Approach

4. Behavioral approach

5. Contemporary Approach:

Systems Approach, Contingency Approach

How many major approaches to Management?

綱要綱要綱要綱要綱要綱要綱要綱要

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1. 1. HISTORICAL BACKGROUND HISTORICAL BACKGROUND

� Ancient Management

� Egypt (pyramids), China (Great Wall)

� Venetians (assembly lines, Accounting systems)

� Adam Smith

� The Wealth of Nations (1776), division of labor

� Industrial Revolution

� Substituted machine power for human labor

� Created large organizations (factory management)

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兩百年來幾次技術革命兩百年來幾次技術革命兩百年來幾次技術革命兩百年來幾次技術革命兩百年來幾次技術革命兩百年來幾次技術革命兩百年來幾次技術革命兩百年來幾次技術革命

� 1700, 蒸汽機, Lancashire (矽谷), Watt (Bill Gates)。

� 1830, 鐵路，輪船。

� 1900, Mass Production: 鋼鐵, 電力, 重工程, 石油, 汽車,

Carnegie, Edison, Rockefeller, Ford (dot.com)。

� 1940, 電腦 (1971, Information & Telecommunication)

上一波: 石器時代 4000BC, 銅 3000BC, 鐵 1000BC, 矽 1968AD.

下一波？Biotechnology, Nanotechnology & Bioelectronics……

Technology and privacy.

How is IT changing the managers job?

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1. Scientific Management, 科學管理

2. General Administrative Theory, 一般管理理論

3. Quantitative Management, 數量方法

4. Organizational Behavior, 組織行為

5. Systems Approach, 系統途徑

6. Contingency Approach, 權變途徑

Management is an evolutional discipline.

涓涓細流涓涓細流涓涓細流涓涓細流，，，，匯成江河匯成江河匯成江河匯成江河！！！！

MAJOR APPROACHES TO MGTMAJOR APPROACHES TO MGT

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2. Classical Approach: 2. Classical Approach:

2.1 SCIENTIFIC MANAGEMENT2.1 SCIENTIFIC MANAGEMENT

� Fredrick Winslow Taylor (p.42)

� The “father” of scientific management

� Principles of Scientific Management (1911)

� Mental revolution: Using scientific methods to define

the “one best way” for a job to be done.

� E.g. 21 lb. (pig iron)

� Perform vs. plan, control

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TAYLOR’S 4 PRINCIPLES OF MANAGEMENT

1. Develop a science for each element of an individual’s work,

which will replace the old rule-of-thumb method.

2. Scientifically select and then train, teach, and develop the

worker.

3. Heartily cooperate with the workers so as to ensure that all

work is done in accordance with the principles of the

science that has been developed.

4. Divide work and responsibility almost equally between

management and workers. Management takes over all work

for which it is better fitted than the workers.8


� Frank and Lillian Gilbreth (P.44)

� Reduction of wasted motion

� Developed the microchronometer to time worker

motions and optimize work performance

� therbligs

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THERBLIG CHARTTHERBLIG CHART

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1. Use time and motion studies to increase productivity

2. Hire the best qualified employees

3. Design incentive systems based on output

討論：

1. Cast away, UPS vs. Federal Express, 北極特快車

2. 王董，王教授，成校長

3. SOP: McDonald, 鼎泰豐(18, 5+16g)，Toyota,

高鐵清潔作業，太陽劇團，The Phantom of the Opera

HOW DO TODAYHOW DO TODAY’’S MANAGERS USE SM?S MANAGERS USE SM?

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2. Classical Approach: 2. Classical Approach:

2.2. GENERAL ADMINISTRATIVE THEORY2.2. GENERAL ADMINISTRATIVE THEORY

� Henri Fayol

� practice of management was distinct from other

organizational functions

� Developed fourteen principles of management that

applied to all organizational situations

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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.13


� Max Weber

� Developed a theory of authority based on an ideal

type of organization (bureaucracy)

�Emphasized Division of labor, Authority hierarchy,

Formal selection, Formal rules and regulation,

Impersonality, Career orientation

比較比較比較比較：：：： bureaucracy vs. adhocracy

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3. QUANTITATIVE APPROACH3. QUANTITATIVE APPROACH

� Operations Research / Management Science

� to solve WWII military logistics and quality control

problems

� improving managerial decision making by applying:

Statistics, optimization models, computer simulations,

DSS

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比較：

賭場 (Black Jack, 決勝21點 )，

戰場 (二次大戰），

商場（台糖養豬，號誌連鎖，圓環殺手）

討論：LP, 限制？

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QUALITY MANAGEMENTQUALITY MANAGEMENT, 品質管理

� A philosophy of management driven by continual

improvement in the quality of work processes and

responding to customer needs and expectations

� Inspired by the total quality management (TQM)

ideas of Deming and Juran

� Quality is not directly related to cost

� Poor quality results in lower productivity

討論： The devil is in the details.

W. Shewhart, Edwards Deming 17


WHAT IS QUALITY MANAGEMENT?

Intense focus on the customer.

Concern for continual improvement.

Process-focused.

Improvement in the quality of everything.

Accurate measurement.

Empowerment of employees.

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4. BEHAVIOR APPROACH 4. BEHAVIOR APPROACH

� actions of people at work

� people are the most important asset of an organization

� Early OB Advocates: Robert Owen, Hugo Munsterberg,

Mary Parker Follett, Chester Barnard

� organizational behavior (OB)

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• A series of productivity experiments conducted at Western

Electric, 1927~1932.

• Experimental findings

�Productivity unexpectedly increased under imposed

adverse working conditions.

�Social norms, group standards and attitudes more strongly

influence individual output and work behavior than do

monetary incentives.

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THE HAWTHORNE STUDIES (E. THE HAWTHORNE STUDIES (E. MAYOMAYO))


討論討論討論討論：：：：

1. Hawthorne Effect

2. Dale Carnegie的著作 (Human Relation)

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5. Contemporary Approach: 5. Contemporary Approach:

5.1 SYSTEM5.1 SYSTEMSS APPROACHAPPROACH

� Defined: A set of interrelated and interdependent partsarranged in a manner that produces a unified whole.

� Basic Types of Systems

� Closed systems: Are not influenced by and do not interact with their environment (all system input and output is internal).

� Open systems: Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.

� Subsystem vs. Supra System

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System

Transformation

Employee’s work

activities

Management

activities

Technology and

operations methods

OutputsInputs

Raw materials

Human resources

Capital

Technology

Information

Products and services

Financial results

Information

Human results

Environment

Environment

Feedback

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IMPLICATIONS OF THE SAIMPLICATIONS OF THE SA

� Coordination of the organization’s parts is essential for proper

functioning of the entire organization.

� Decisions and actions taken in one area of the organization

will have an effect in other areas of the organization.

� Organizations are not self-contained and, therefore, must

adapt to changes in their external environment.

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SYSTEM THINKINGSYSTEM THINKING

補充：

1. General System Theory (K. E. Boulding),

2. Living System (J. G. Miller),

3. System Dynamics (J. W. Forrester)

4. The Limits to Growth (D. H. Meadows)

5. The 5th discipline (P. M. Senge)

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5. Contemporary Approach: 5. Contemporary Approach:

5.2 5.2 THE CONTINGENCY APPROACHTHE CONTINGENCY APPROACH

� situational approach.

� There is no one universally applicable set of

management principles (rules) by which to manage

organizations.

� Organizations are individually different, face different

situations (contingency variables), and require

different ways of managing.

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POPULAR CONTINGENCY VARIABLES

1. Organization size, 組織規模

2. Routineness of task technology, 技術例行性

3. Environmental uncertainty, 環境不確定性

4. Individual differences,員工個別差異

5. 其他，如策略……

� 組織理論(OT)

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1. Case study: a manager’s dilemma (p.40)

2. Thinking critically about ethics (p.47)

3. Internet-based exercise (p.56)

*3. read business articles: relates to 4 approaches

*4. choose a task that you do regularly: applying SM principle

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Do your assignmentDo your assignment: 1~4: 1~4組組組組組組組組


1. 比較：Taylor VS. Fayol的貢獻

2. 區分：

＊Scientific Management

VS. Management Science

＊Organizational Behavior (OB)

VS. Organization Theory (OT)

＊人群關係運動 VS. 行為科學研究；

＊Systems VS. Contingency Approach

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回回回回回回回回顧顧顧顧顧顧顧顧


1. 君王論，戰爭論，國富論。

聖經故事，金字塔，羅馬帝國興亡史，天主教。

2. 論語，孫子，韓非子。

戰國策，楚漢、三國、隋唐演義。（秦公司興亡史，北宋危機管理）

討論：釋道立身，儒墨處世，孫韓治事。

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討論討論討論討論：：：：經史合參學管理經史合參學管理經史合參學管理經史合參學管理？？？？討論討論討論討論：：：：經史合參學管理經史合參學管理經史合參學管理經史合參學管理？？？？


� division of labor

� Industrial Revolution

� scientific management

� therbligs

� general administrative

� principles of mgt

� bureaucracy

� quantitative approach

� OB

� Hawthorne Studies

� system

� closed systems

� open systems

� contingency approach

� quality management

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TERMS TO KNOWTERMS TO KNOW

When you surround an enemy, leave an outlet free. —Sun...

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