Management process school, also known as management function school, was first put forward by Cüneyt and Cyril O 'Donnell. This theory is developed on the basis of Fa Yueer's general management theory. Fa Yueer divided management activities into five management functions: planning, organizing, directing, coordinating and controlling. On the basis of careful study of these management functions, Cüneyt and O 'Donnell divided management functions into five types: planning, organization, personnel, command and control, and regarded coordination as the essence of management and the result of effective comprehensive application of the five functions. Cüneyt used these management functions to analyze, study and expound the management theory, and finally established the management process 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 the organization and the environment in which the organization is located, 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.
This school has a great influence on later generations, and the contents of many management textbooks are arranged according to the theoretical framework of this school. In addition, the management functions and principles determined by the school provide a basis for training managers.
In addition, Cüneyt put forward the viewpoint of "the jungle of management theory" for the first time. From 65438 to 0960, he classified various schools of modern management theory, published a paper "The Jungle of Management Theory", and summarized six representative schools of management theory. 1980, Cüneyt wrote "Re-discussion on the Jungle of Management Theory", divided the popular schools of management theory into eleven schools, and analyzed the reasons for many schools. Therefore, Cüneyt is also known as the "Ranger who shuttles through the management jungle".
Management process school, also known as management function school and management school. 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 harold koontz 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. In fact, Fa Yueer, one of the founders of classical management theory, is the originator of this school. This theory is developed on the basis of Fa Yueer's general management theory. This school was later carried forward by American management scientist harold koontz and others, and became the mainstream school in the jungle of modern management theory.
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, directing, organizing, 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 study, analyze 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. 1. Fa Yueer; 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.RalphC。 Davis, an American management scientist, is a consultant for 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. The research object of management process school is the process and function of management. In their view, management is the process of completing work through or with others in the organization.
Cüneyt's functional management. Cüneyt revealed that management is the function of making others do things. As for the function of management, it should be divided into five parts: planning, organization, personnel, command and control. 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. 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. Mintzberg wrote in his masterpiece "The Nature of Managers' Work": 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.
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.