Second, the father of management: Taylor
Attachment 1: Fa Yueer
One of the main schools of contemporary management theory is mainly devoted to studying and explaining "what managers do and how to do it well", focusing on management practice. Fa Yueer is the originator of the mountain, and Cüneyt is the most famous representative in the contemporary era. The school of management process absorbs the ideas and viewpoints of other management scientists, constantly enriches the contents of various management functions and has a wide influence.
1 Management College Process
1. 1 Overview
Management process school is also called management function school and management school.
In fact, Fa Yueer, one of the founders of classical management theory, is the originator of this school.
This school was later carried forward by American management scientist Roald Cüneyt and others, and became the mainstream school in the jungle of modern management theory.
1.2 main representative figures
1. fayue. Fa Yueer's masterpiece Industrial Management and General Management.
2. James Mooney (J.D. Mooney; 1884- 1957); American senior manager and management scientist. His main job is organizing principles.
3. Ralph C. Davis, American management scientist and consultant of some big companies. 19 16 obtained the degree of mechanical engineering from Colnel university. He emphasized the importance of management philosophy and thought that only management philosophy can provide a basis for solving enterprise problems.
His main works include Principles of Factory Organization and Management, Purchasing and Storage, Some Basic Considerations in Organization and System, Basic Principles of Enterprise Organization and Operation, Basic Principles of Industrial Organization and Management, Basic Principles of Top Management, Industrial Organization and Management, and Management Philosophy.
4. harold koontz; American management scientist, one of the main representatives of management process school. In his early years, he received his doctorate from Yale University. Later, he taught management in the United States and Europe, and served as a consultant for large companies in the United States, the Netherlands, Japan and other countries. He served as Dean of the American School of Management, and later served as Honorary Professor of Management at the California Institute of Management.
Management process school, also known as management function school, is a professor at the University of California, Harold? Cüneyt and Cyril? O' Donnell Ritchie suggested it. This theory is developed on the basis of Fa Yueer's general management theory. The originator of the school of management process is Fa Yueer. Fa Yueer has a lot of works, among which Industrial Management and General Management published in 19 16 is his most important representative work, which marks the formation of general management theory. His research begins with the general manager at the desk, and takes the general manager at the desk as the manager as the research object. In his view, management theory refers to a generally recognized theory about management, which is a complete system of relevant principles, standards, methods and procedures that have been tested and demonstrated by universal experience.
Fa Yueer divided management activities into five management functions: planning, organizing, directing, coordinating and controlling, and made corresponding analysis and discussion. Fa Yueer believes that the five functions of management are not the personal responsibility of enterprise managers, but, like the other five activities of enterprise management, are a kind of work distributed among leaders and members of the whole organization.
After Fa Yueer, Cüneyt and O 'Donnell Ritchie divided management functions into five parts: planning, organization, personnel, leadership and control, and regarded coordination as the essence of management. Cüneyt used these management functions to analyze, study and expound the management theory, and finally established the management process school. Cüneyt is a master of management process school. He inherited Fa Yueer's theory, and made Fa Yueer's theory more systematic and organized, making the management process school the most influential management school.
The main feature of management process school is to link management theory with the management functions that managers perform, that is, the work that managers do. They believe that no matter how different the nature of organizations is (such as economic organizations, government organizations, religious organizations and military organizations). ) and how different the organizational environment is, the management functions of managers are the same, and the process of management activities is the process of gradual development and realization of management functions. Therefore, the management process school takes the management function as the research object. They first divide management into several functions, then study these functions, make clear the nature, characteristics and importance of each function, and discuss the principles and methods to realize these functions. The school of management process believes that the application of this method can theoretically summarize the main aspects of management and help to establish a systematic management theory to guide management practice.
The main contributions of management process school are:
First, compared with other schools, it is the most systematic school. They first determine the management function of managers and regard it as the core structure of their own theory. Cüneyt believes that this classification of management science has the advantages of extensive content, sufficient chapters and reasonable logical analysis. This school has a great influence on later generations, and many teaching materials of management principles are written with the function of installation management.
Second, the management functions and principles determined by the management process school provide a basis for cultivating managers. Distinguishing management tasks from non-management tasks (such as finance, production and market transactions) can make managers focus on the basic work of managers. The school of management process believes that there are some common principles in management that can be discovered by scientific methods. Management principles are like a lighthouse, which enables people to determine the direction in management activities.
Management process school has the following defects:
First, the management functions summarized by the management process school cannot be applied to all organizations. The generalized management function has limited universality and is suitable for static and stable production environment, but it is difficult to apply to dynamic and changeable production environment. Only when the trade union is weak, or the unemployment rate is high and the production line is stable can it be applied. If these principles are applied to professional organizations, they need to be revised, and their applicability depends on the situation.
Second, the functions summarized by the management process school do not include all management behaviors. In his masterpiece The Nature of Managers' Work, Bitzberg wrote: If we observe a manager at work and then try to relate his special activities to various functions of POSDCORB, we will soon feel something about it. Imagine that a general manager meets a group of employees who have different opinions, and they threaten to resign if they don't fire a senior manager. The general manager must collect relevant information and find a way to deal with this crisis in the next few days. Or imagine a manager awarding a medal of honor to a retired employee. Or imagine a general manager bringing some useful information about the external board of directors to his subordinates.
Which of these activities can be called planning? What is organization, coordination or control? In fact, what is the relationship between these four words and the activities of managers? These four words can't describe the actual work of managers at all. They just described some vague goals of the manager's work. ([Canada] h? Mintzberg, The Nature of Managers' Work, United Press, translated by Sun 1 Edition, 1999, p. 16).
Third, in the daily management of managers, it is necessary to have goals and organizations first, and then manage them, instead of having a set of typical functions, which can be applied to different organizations around the country. In this regard, Drucker commented that it is too obvious to mention what activities are needed to achieve the goals of the enterprise. However, traditional theories have never analyzed these activities. Most traditional theories believe that an enterprise has a set of "typical" functions, which can be used anywhere and anything without first analyzing them. Manufacturing, sales, engineering, accounting, purchasing and personnel-these are the typical functions of manufacturing.
Of course, we can expect to find activities called "manufacturing", "engineering" or "sales" in enterprises that manufacture and sell goods, but these typical functions are empty bottles. What's in each bottle? For example, do we need a pint or two bottles to accommodate the function called "creation"? These are really important questions. For these questions, the typical concept of function can't be answered. General manufacturing enterprises do use these functions; But individual manufacturing enterprises may not need all of them, or may need other functional containers. Therefore, we must know whether these classifications are really suitable for specific enterprise activities. If we ignore these problems and work according to a set of typical functions prescribed in advance, it is tantamount to prescribing medicine to the patient first, and then diagnosing what disease he has, and the result can be imagined.
Attachment 2: Taylor
Frederick Derek Taylor (W? Taylor (1856 ~ 19 15) is a famous American inventor and classical management scientist, the founder of scientific management, and is known as the "father of scientific management". 1856 was born in a wealthy lawyer family in germenton, Pennsylvania, USA on March 20th. Taylor studied in schools in France and Germany and was admitted to the Law Department of Harvard University. However, due to his hard work, his eyesight and hearing were damaged, so he finally had to drop out of school. After leaving Harvard University, he entered the metalworking workshop of Entprice Hydraulic Factory in Philadelphia as a model worker and mechanic apprentice. 1878, he joined the Midvale Steel Plant in Philadelphia as an ordinary worker. Because of hard work, Taylor was promoted to clerk, and later became a mechanic monitor, workshop foreman and factory chief technician, which took only six years. At work, he attended an amateur class at Stevens Institute of Technology in New Jersey. 1883 obtained a bachelor's degree in mechanical engineering from Stevens Institute of Technology, New Jersey, and 1884 was promoted to chief engineer of Midvale Steel Plant. Dentelle really began to notice management problems when he worked as a worker in the Midvale factory. He found that many workers were tardy and inefficient at work, which aroused his strong concern. In order to improve management, he conducted various experiments in Midvale Iron and Steel Plant to study and analyze the causes of low output caused by workers' "muddling along". Later, he began to study working hours, hoping to provide a reliable scientific basis for establishing working standards. At the same time, Taylor put forward the "differential piece-rate wage system". Taylor 1890 served as the general manager of a machinery manufacturing investment company. 1893, quit my job in this company, start my own business and be a management consultant in person.
During the period 1898 ~ 190 1, he was employed by Bethel iron and steel company in Pennsylvania, engaged in management consulting. On the basis of a large number of experiments, he gradually formed his own scientific management thought. After retiring from Bethel Steel Company, Taylor began to publicize his scientific management system by writing articles and giving speeches. He has been giving lectures at Harvard University every week since 1903. 19 15, Taylor died at the age of 59.
Most of Taylor's articles were submitted to the American Society of Mechanical Engineers in the form of papers: 1895, he published his first paper "Piece-by-Piece Wage System" in the American Society of Mechanical Engineers; Then the workshop management was published in 1903. 1906 published a paper on metal cutting, which made great contributions. Other works include On Conveyor Belt, Comparison of Disciplines and Methods between Universities and Factories, Why Manufacturers Don't Like College Students, Gospel of Efficiency, Principles and Methods of Scientific Management (191year) and Principles and Methods of Scientific Management (/kloc-0)
Taylor's scientific management experiment
■ Experiment of handling iron blocks
1898, Taylor started his experiment from Bethlehem steel plant. The raw materials in this factory are transported by a group of day workers. Workers earned $65,438 a day +0. 15, which was the standard wage at that time. The weight of iron transported every day is 12 ~ 13 tons. The way to reward and punish workers is to talk to them or fire them. Sometimes you can choose some excellent workers to do grade work in the workshop, and the salary can be slightly higher. Later, Taylor observed and studied 75 workers, selected four, studied these four people, and investigated their background habits and ambitions. Finally, he chose a man named Schmidt, who loved money very much and was very stingy. Taylor asked the man to work according to the new requirements and give him 1 every day. A reward of 85 dollars. Through careful study, make it transform various working factors and observe their influence on production efficiency. For example, sometimes workers bend down to carry them, and sometimes they carry them straight. Later, he observed walking speed, grip position and other variables. Through long-term observation and experiment, combining working hours and rest time well, the daily workload of workers can be increased to 47 tons, and at the same time, they will not feel too tired. He also adopted the piecework wage system. After the daily handling capacity of workers reached 47 tons, the wages rose to 1.85 USD. So after Schmidt started working, he moved to 47? 5 tons, got the salary of 1.85 dollars. So other workers gradually moved like this, and the labor productivity increased a lot.
Taylor attributed the success of this experiment to four core points:
? Carefully select workers.
? Let the workers know the benefits of doing so and let them accept the new method.
? Train and help them acquire adequate skills.
? Working in a scientific way will save energy.
Taylor believes that even the work of carrying iron blocks is a science and can be managed in a scientific way.
■ Mining experiments of iron ore and coal.
In the early days, workers in factories took their shovels to work. Shovels vary in size, and different raw materials are shoveled with the same tools, so if the weight is appropriate when shoveling coal sand, it will be too heavy when shoveling iron sand.
Taylor's research found that the average load per worker was 265,438+0 pounds. Later, instead of letting the workers bring their own tools, he prepared some different shovels. Each shovel is only suitable for shoveling specific materials, which not only makes the load of each shovel reach 265,438+0 pounds, but also makes different shovels suitable for different situations. To this end, he also set up a big warehouse, in which various tools are stored, and the loading capacity of each tool is 2 1 lb. At the same time, he also designed a card with two labels, one explaining the tools that the worker got in the tool room and where he should work, and the other explaining his work the day before and recording his income from work. When workers get a blank card, it means that they have done a good job. When they get a yellow paper card, it means they have to refuel or they will be transferred.
Assigning different tools to different workers requires planning in advance. If someone is responsible for this work, it is necessary to increase management personnel. But even so, the factory has benefited a lot. It is said that this change can save the factory 80 thousand dollars every year.
Taylor put forward a new idea for this experiment:
? Introduce experimental means into the field of management.
? Separation of planning and execution.
? Standardization management.
? Give full play to one's talents, which is the best way to improve efficiency.
■ Metal cutting experiment
In Midwell Company, in order to solve the problem of lazy workers, Taylor conducted a metal cutting experiment. He has some working knowledge of metal cutting, so he studied the efficiency of lathe and started the expected 6-month experiment. When using lathes, drilling machines, planers, etc. It is necessary to decide what kind of tools to use and how quickly to get the best processing efficiency. This experiment is very complicated and difficult. Originally scheduled for 6 months, it actually took 26 years and cost a lot of money.
Consumed more than 800,000 tons of steel. Finally, with the help of more than a dozen experts such as Bath and White, great progress has been made. This experiment also obtained an important by-product, the invention of high-speed steel, and obtained a patent.
Taylor's three experiments have achieved great success. It is these scientific experiments that laid a solid foundation for his scientific management thought, made management a real science, and greatly promoted the maturity and development of management theory in the future.