(A) scientific management
Main points:
1, the purpose of scientific management. Taylor believes that the fundamental purpose of scientific management is to improve labor productivity.
2, the principle of scientific management. One is to make scientific research on every movement of workers to replace the old method of relying solely on experience, so as to formulate a reasonable labor quota. Second, scientifically select workers and conduct training and education to make them grow up and improve their quality. The third is to work closely with workers to ensure that all work is carried out in accordance with the scientific principles of development. Managers and management objects are highly unified. Fourth, the work and responsibilities between management and workers are almost equally divided, and the management contracts the part of the work that it is more competent than the workers. (Separation of functions)
3. Operation management.
(1) Select "first-class worker" for operation. In Taylor's view, everyone has different talents and abilities. As long as the job suits him, he can become a first-class worker.
(2) Formulate scientific working methods. Using scientific methods can reasonably match workers' operation methods, tools, labor and rest time, improve machine arrangement and working environment, eliminate all kinds of unreasonable factors, and combine the best factors to form a standard working state.
(3) Implement an incentive wage system. It includes three parts: first, through the observation and analysis of working hours, to determine the "wage rate", that is, wage data. The second is the differential piece-rate wage system. The third is "give money to people, not to posts", that is, pay wages according to the actual work performance of workers, not according to the job category of workers.
4. Organization and management.
(1) Separate the planning function from the execution function, and replace the traditional method of working by experience with scientific working methods. Taylor believes that labor productivity is not only influenced by workers' labor attitude, labor quota, working methods and wage system, but also by managers' organization and command. To this end, Taylor advocated a clear division of planning functions and implementation functions.
(2) Functional foreman system. This is formed by further refining the division of labor according to the specific operation process of workers. In Taylor's view, a "comprehensive" foreman should have nine qualities: intelligence; Education; Professional or technical knowledge, dexterity and strength; Wit and wit; Have motivation; Resolute and unyielding; Loyal and honest; Judgment and common sense; Good health. It is not too difficult to find a person with the above three qualities, but it is almost impossible to find a person with the above seven or eight qualities. Therefore, in order to enable the foreman to effectively perform his duties, it is necessary to refine the management work so that a foreman only undertakes one management function.
(3) The principle of exception. It means that the top management of an enterprise entrusts the general daily affairs to the lower management, and they only reserve the decision-making power and control power over the exceptional matters, such as the important strategic issues of the enterprise, the appointment and removal of important personnel, etc.
5. Psychological revolution.
Taylor believes that real scientific management is completely different from the gust of wind method that only pursues efficiency. This difference lies in the need for a "psychological revolution" between employers and workers. This great revolution is that the two sides shifted their attention from the issue of distributing surplus to increasing surplus, and replaced confrontation and struggle with friendly cooperation and mutual assistance, so that the surplus increased sharply and the wages of workers and the profits of manufacturers increased greatly.
Representative figures: Taylor, henry gantt, Ford, Mr. and Mrs. Gilbress, etc.
Reference significance:
Taylor's scientific management theory is a milestone in the development history of management thought and a qualitative leap to make management a science. As a relatively complete management thought, scientific management theory has made its own unique contribution to the development of human society.
1, Taylor introduced science into the field of management and improved the scientific nature of management theory. In essence, scientific management theory breaks through the traditional experience management method that has been continued since the industrial revolution, and it is a revolution that changes people's way of thinking from small-scale peasant consciousness and small-scale production to modern socialized large-scale industrial production.
2. The scientific operation management, the division of functions between managers and workers, and the psychological revolution between employers and employees put forward by scientific management theory provide an objective basis for operation methods and operation quotas, which makes it possible for employers and employees to coordinate their interests by improving labor productivity and expanding production results, thus promoting the development of productivity and greatly improving labor productivity.
3. The scientific management movement has strengthened the public's concern about eliminating waste and improving efficiency, and promoted the scientific research of enterprise management. Subsequent operations research and cost accounting were inspired by scientific management theory.
(B) Fa Yueer's general management theory
Main points:
1. Management is one of the six major activities of management.
2. Five functions of management: planning, organizing, directing, coordinating and controlling.
3. Fourteen management principles:
(1) Division of labor: Get more and better results with the same labor.
(2) Power and responsibility: Where power is exercised, responsibility must be established, and responsibility and power are equal.
(3) Discipline: Strict discipline is a necessary guarantee for effectively organizing activities; As a respect for the agreement, discipline must be clear and acceptable to employers and employees.
(4) unified command: subordinates only accept orders from their superiors.
(5) Unified leadership: activities with the same goal can only be carried out under the guidance of a plan.
(6) Personal interests are subordinate to the overall interests. Premise: the two are consistent.
(7) remuneration of personnel. Requirements: First, both employers and employees are satisfied; Second, they can stimulate enthusiasm; Third, they are fair.
(8) Concentration: The concentration or decentralization of power is not good or bad, but a matter of scale.
(9) Hierarchical system: subordinates obey superiors (generally, it cannot be violated, but it should be combined with the "Fayueer Bridge" to maintain rapid action).
(10) sequence: "each has his place, and each has his place".
(1 1) Fairness: A supervisor should treat his subordinates well and fairly in order to make them show enthusiasm and loyalty.
(12) personnel stability: it takes time to accumulate experience.
(13) initiative: encourage and inspire employees' initiative and creativity to make the organization full of vitality.
(14) Unity: Communication is beneficial to unity, and it is forbidden to abuse written contact.
Reference significance:
1, Fa Yueer's assumption of "universality" of management is a great contribution to the development of management thought. Fa Yueer pointed out that management is an independent activity and can be applied to all undertakings.
2. Put forward a brand-new viewpoint on the category, organization theory and principle of management, which laid a foundation for the development of management theory in the future.
3. Fa Yueer's general management theory is regarded as the second monument in the history of management. As an important representative of western classical management thought, this theory later became the theoretical basis of all parties in the management process, which had a far-reaching impact on the development of management theory and enterprise management process.
(C) Weber's organizational theory
Main points:
The core of the so-called "ideal bureaucratic organization system" is the establishment of public office, and power is inherited through posts, not by heredity or personal charm.
Characteristics of Weber s ideal bureaucratic organization model;
1, personnel in the organization should have fixed and formal responsibilities and exercise their functions and powers according to law.
2. Organizational structure is a hierarchical control system. In an organization, the command and obedience relationship between members is defined according to their status.
3. The relationship between people and work. The relationship between members is only about things, not people.
4. Selection and guarantee of members. Each post is used according to the qualification (qualifications or academic qualifications) and the principle of free signing, and it will be used after passing the public examination, so as to make the best use of people.
5, professional division of labor and technical training. Make a reasonable division of labor among members, make clear everyone's work scope and responsibilities, and then improve work efficiency through technical training.
6. Salary and promotion of members. Pay according to the post, establish a reward and punishment and promotion system, let members work with peace of mind and cultivate enterprising spirit.
Reference significance:
Weber's description of the ideal bureaucratic organization mode points out an institutionalized organizational criterion for administrative organizations, which is his greatest contribution to management thought. As the basis of Weber's organizational theory, bureaucracy prevailed in Europe in the19th century. Starting from facts, Weber regards human behavior as the basis of sociological analysis. He believes that the existence of a set of special rules for management behavior is the essence of organizational concept. Without them, it is impossible to judge organizational behavior. The role of these rules is twofold: on the one hand, their own behavior is restricted by them, on the other hand, they have the responsibility to supervise other members to abide by these rules.
The main innovation of Weber's theory comes from that he ignores the debate about the efficiency of bureaucracy and pays attention to its accuracy, continuity, discipline, strictness and reliability. Weber's administrative organization theory emphasizes rules, abilities and knowledge, which provides an efficient and reasonable management system for social development. At present, the high, medium, low and three-level management generally adopted in management theory circles are all derived from his theory.
Administrative organization is an inevitable process of human society. Weber's theoretical administrative organization system has been widely used since its appearance and has become the main form of various social organizations. Although Weber's administrative organization theory is not a brand-new creation of management thought, it is only a theoretical summary of social practice, but its thought has practical guiding significance for studying modern organizational behavior.