Wondershare EdrawMind
MindMap Gallery Management—Mind Map of Foreign Management Thought Systems
- 13
Management—Mind Map of Foreign Management Thought Systems
Regarding management - a mind map of foreign management ideological systems, it systematically summarizes the birth and development of foreign management ideological systems. It is summarized with reference to the fourth edition of Wednesday Duo and other books, so that everyone will no longer be confused about the study of ideological systems. Be more clear and intuitive about the development process of management thought.
Edited at 2023-11-15 22:51:47
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
Management—Mind Map of Foreign Management Thought Systems
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
- Recommended to you
- Outline
Overview of foreign management ideological systems
Classical Management Theory (2)
scientific management theory
Taylor (Father of Scientific Management)
Main contributions: 1. Work quota 2.Standardization 3. Ability suitable for work 4. Differential piece-rate wage system 5. The planning function is separated from the execution function
Mr. and Mrs. Gilbreth
Main contributions: Aspects of motion study and work simplification.
Gant
Main contributions: 1. Gantt chart 2. Piece-rate bonus wage system (better than Taylor).
Organizational Management Theory
Fayol (Father of Management Process)
Main contributions: 1. Five functions: planning, organization, command, coordination, and control. 2. Six basic activities: Technical Activities Management Activities Financial Activities Security Activities Business Activities Accounting Activities. 3. Fourteen principles: Division of labor, discipline, order, fairness, rights and responsibilities, unified command, unified leadership, Initiative spirit, collective spirit, reasonable remuneration, centralization and decentralization, personnel stability, Individual interests are subordinated to collective interests. Grade Chain Springboard (Fayol Bridge),
Weber (ideal administrative organization system)
Main contributions: 1. Hierarchy, authority and administrative system are the foundation of all societies. 2. Rationality-legitimate authority is the basis of the ideal organizational form. 3. Characteristics of an ideal administrative organization (simplified): (1) There is a clear division of labor. (2) Legally arrange public services according to grade. (3) Selection through formal channels. (4) Appointment to public office. (5) Full-time management personnel. (6) Managers are staff. (7) Managers abide by disciplines and laws. (8) Members get along rationally.
Barnard (social systems school)
Main contributions: 1. Divide organizations into formal organizations and informal organizations. 2. Manager functions: (1) Establish and maintain an information system. (2) Enable everyone in the organization to contribute. (3) Clarify the goals of the organization. 3. Conditions for the existence and development of formal organizations: Clear goals, willingness to collaborate, good communication. 4. In formal organizations, there is also a certain degree of relationship formed due to work connections. The invisible organization of opinions, habits, and norms, and the informal organization. This theory later It laid the theoretical foundation for the "Social Systems School".
Main contributions: 1. Divide organizations into formal organizations and informal organizations. 2. Manager functions: (1) Establish and maintain an information system. (2) Enable everyone in the organization to contribute. (3) Clarify the goals of the organization. 3. Conditions for the existence and development of formal organizations: Clear goals, willingness to collaborate, good communication. 4. In formal organizations, there is also a certain degree of relationship formed due to work connections. The invisible organization of opinions, habits, and norms, and the informal organization. This theory later It laid the theoretical foundation for the "Social Systems School".
Behavior Management Theory (2)
Mayo and his Hawthorne experiments
Main contributions: 1. Hawthorne experiment: Phase One: Workplace Lighting Experiments Phase 2: Relay assembly experiment Phase Three: Large-Scale Interviews The fourth stage: terminal board wiring work experiment 2. Human relations theory: (1) Workers are social beings rather than economic beings. (2) There are informal organizations in enterprises. (3) Productivity mainly depends on workers’ working attitude and His relationship with the people around him. Mayo believes that improving productivity is mainly The way is to improve worker satisfaction. 3. Formal organization: uses efficiency logic as its behavioral norm. Informal organizations: use emotional logic as their behavioral norms.
Behavioral Sciences (1940s-1970s)
Study the laws of human behavior A comprehensive course.
1. Motivation needs theory
Maslow
hierarchy of needs theory
self-actualization needs need for respect social needs security needs physiological needs
Herzberg
Two-factor theory (health-motivation theory)
1. There are two main types of factors that influence people’s behavior: (1) Hygiene factors: factors related to people’s dissatisfaction, If it is handled well, there will be no dissatisfaction; if it is handled poorly, it will cause dissatisfaction. Also called "maintenance factors". (2) Motivational factors: factors related to people’s satisfaction, Handling it well will produce satisfaction, otherwise there will be no satisfaction, and not Will lead to dissatisfaction. (Picture: see notes) 2. Important significance: it combines the traditional satisfaction-dissatisfaction (the view that the opposite of satisfaction is dissatisfaction) was carried out Breaking it down, there is a dual continuum in the traditional view: The opposite of satisfaction is dissatisfaction, not dissatisfaction; not The opposite of satisfaction is the absence of dissatisfaction, not satisfaction. 3. Basic inspiration for business management: To mobilize the enthusiasm of employees, we must first pay attention to health factors. to prevent dissatisfaction from arising. But more important is to take advantage of Motivating factors to stimulate employees' work enthusiasm and hard work, Create a situation of motivation, because only motivational factors will Increase employee job satisfaction.
McClelland
Needs for Achievement Theory (1950s)
1. Achievement needs theory believes that in a person’s life, there are some needs It is acquired day by day, and there are three types of research that require the most research: (1) Need for achievement: refers to the desire to accomplish difficult things, gain Certain high standards of success, mastery of complex tasks, and exceeding other people. (2) Attachment needs: refers to the desire to form close personal relationships, Avoid conflict and build cordial friendships. (3) The need for power: refers to the desire to influence or control others, to The authority to hold others accountable and to have authority over others. 2. In contrast, there is a strong need for achievement but not a strong need for achievement. People who need power easily reach the top of their careers, It’s just that the organizational level of the position is lower. The reason is that the achievement Needs can be satisfied by the task itself, while power needs, Only by rising to some level of power over others can be satisfied.
McGregor
XY theory (questions about human nature)
There are two basic opposing views of managers' assumptions about human nature: 1. One is the negative Economic Man Hypothesis of Theory X: (1) Poor self-control. (2) Individualism. (3) Easily comfortable. (4) Need to be forced. 2. One is the positive Theory Y self-actualizing person hypothesis: (1) Consciously diligent and like to work. (2) Have strong self-control and complete tasks. (3) Actively seek to take responsibility. (4) The vast majority of people have the ability to make correct decisions.
2. Process theory of motivation
Adams (1965)
Equity theory (or social comparison theory)
This theory mainly discusses the impact of pay fairness on people's work enthusiasm. People judge their rewards through horizontal and vertical comparisons. fairness.
Froome (1960s)
expectancy theory
1. Effective motivation depends on individuals’ expectations for completing work tasks and accepting Expectations of ability to reward. 2. According to the research of this theory, employees’ attitude towards work depends on their Judgment of the following three connections: (1) Effort-performance connection. (2) Performance-reward connection. (3) Reward – personal connection.
Snarkin
reinforcement theory of motivation
This theory believes that human behavior is a function of the stimulation they receive. If this stimulation If it is beneficial to him, this behavior will be repeated; if it is detrimental to him, this behavior will be repeated. This behavior will weaken until it disappears.
Quantity Management Theory (3)
operations research
Operations research is the basis of quantity management theory. In terms of its content, operations research It is an analytical, experimental and quantitative method that specializes in a given substance Under qualitative conditions, in order to achieve a certain purpose, how to use it most economically and effectively Use resources such as people, money and materials.
system analysis
In 1949, the Rand Corporation of the United States proposed that solving management problems requires Analyze and research the overall situation to make the right decisions.
System analysis includes the following steps: 1. Determine the final goal and the goals and tasks of each stage. 2. The research object must be regarded as a unified whole. Then determine the problems to be solved in each part, study the local the interrelationships and influences between local and overall goals ring. 3. Seek to complete the overall goal and various partial tasks options available. 4. Analyze and compare available options and select the best one plan. 5. Implement the plan selected by the organization.
Scientific decision-making
Scientific decision-making means that decisions should be based on sufficient facts and Analyze and calculate a large amount of information and data based on the internal connections, and follow the Scientific procedures and rigorous logical reasoning to make correct decisions Policy.
systems management theory
Castells, Rosenzwijk
The key points of the theory are as follows: 1. An organization is a system, which is composed of interrelated and interdependent elements. 2. The system survives in a certain environment and interacts with the environment in matter, energy and information. exchange.
contingency management theory
A management theory that emerged in the United States in the 1970s, first proposed by Losch and others. The core of this theory is to try to study the connection between organization and environment, and to determine the relationship type and structure type of various variables. It emphasizes that management should adapt to the environment in which the organization is located and seek corresponding management models for different environments. Under normal circumstances, the environment is the explanatory variable and management is the explained variable. The environment in which an organization operates determines which management method is more suitable for the organization.
"Contingency management theory" was first proposed by Losz, represented by Lousanthe Fiedler. It is specifically reflected in the chapter "Leadership Functions", and in the chapter "Leadership Functions", it is divided into:
1. Leadership characteristics theory
The common characteristics of effective leaders generally include the following: Work hard and strive for success. Strong desire for power. Integrity and integrity, consistent with words and deeds. full of confidence. Pursue knowledge and information.
2. Leadership behavior theory
(1) Research from the University of Michigan (R. Likert) ·First, work-oriented leadership behavior ·The second is employee-oriented leadership behavior
(2) Research at Ohio State University (Felesch, Quadrant Graph Theory) ·Caring dimension: represents the leader's concern for employees and the relationship between leaders and followers, as well as mutual trust, respect and friendship, that is, the extent to which leaders trust and care about their subordinates. ·Define Dimension: Represents the leader’s tendency to define and structure the roles of himself and his subordinates in order to achieve organizational goals. ·Four types: high care – high requirements, high care – low requirements, low care – high requirements, low care – low requirements
(3) Management Grid Theory (Black and Mouton) See Figure Notes:
3. Leadership situation theory
(1) Fiedler’s contingency theory (Fiedler model, see figure notes) Contingency theory believes that leaders and leadership styles are the product of a given environment, that is, "S=f(L,F,E)". “S” stands for leadership style. "L" represents leader characteristics, which mainly refers to the leader's personal qualities, values, work abilities, etc. “F” represents follower characteristics, which mainly refers to followers’ personal qualities, values, work abilities, etc. "E" stands for environment, which mainly refers to work characteristics, organizational characteristics, social conditions, cultural influences, psychological factors, etc. That is, leadership style is a function of LFE.
(2) Path-goal theory (Robert Mons) The so-called "path-goal" means that effective leaders must not only help subordinates fully understand the work goals, but also indicate the path to be followed to achieve the goals.
(3) Leadership life cycle theory (Hesse and Blanchard) see figure annotation They added another factor that "leadership behavior" should consider before determining whether task performance or sustainment action is more important—the maturity of the follower. This theory regards the maturity of subordinates as a key situational factor and believes that choosing the correct leadership style based on the maturity level of subordinates determines the leader's success. They define maturity as: an individual's ability and willingness to be responsible for his or her direct actions, which includes "work maturity" and "psychological maturity."
total quality management
Deming and Juran (the fathers of quality management)
It mainly includes the following key points: 1. Pay attention to customers. 2. Focus on continuous improvement. 3. Pay attention to the process. 4. Accurate measurement. 5. Empower employees.
New developments in management theory in the 1990s and beyond (4)
Learning Organization
Definition: A learning organization is an organization that has the ability to continuously learn, adapt and change.
Learning organizations are significantly different from traditional organizations: 1. Regarding the attitude towards change, traditional organizations believe that as long as it works, don’t change it; while learning organizations believe that if it doesn’t change, it won’t work. 2. Regarding the attitude towards new ideas, traditional organizations believe that if they do not come from this moment, they should reject them; while learning organizations believe that if they do not come from this moment, they will reject them. 3. Regarding who is responsible for innovation, traditional organizations believe that innovation is a matter for the R&D department; while learning organizations believe that innovation is a matter for every member of the organization. 4. The main worry of traditional organizations is making mistakes, while the main worry of learning organizations is not learning and adapting. 5. Traditional organizations believe that products and services are the organization’s competitive advantages, while learning organizations believe that learning capabilities, knowledge and expertise are the organization’s competitive advantages. 6. Regarding the responsibilities of managers, traditional organizations believe that managers’ responsibilities are to control others; while learning organizations believe that managers’ responsibilities are to mobilize and empower others.
Lean thinking
In 1985, MIT initiated a study and wrote a large number of research reports, launching A "lean production method" based on Japan's Toyota Production System.
"Lean production" means that enterprises incorporate customers, sales representatives, suppliers, and collaborative units into the production system, and establish a partnership with them to share benefits, thereby forming an enterprise's supply chain. Eliminating “muda” is the essence of lean manufacturing.
Womack, Jones and Ruth pointed out in "Lean Thinking" that the so-called lean thinking is to define the production value of the enterprise according to user needs, organize all production activities according to the value stream, and make the various activities that are retained and create value flow. Let users' needs drive product production instead of pushing products to users, exposing the hidden muda in the value stream, and constantly improving to achieve perfection.
business process reengineering
Michael Hammer and James Ciampi
Definition: A radical rethinking and redesign of business processes to achieve significant breakthroughs in performance measures such as cost, quality, service, and speed.
core competency theory
Core competency theory was developed from the resource-based theory in the 1980s. The concept of "independent capabilities" was first proposed by Slznick in the 1950s. In the 1980s, resource-based theory believed that an enterprise's strategy should be based on its core resources. The so-called core resources refer to resources that are valuable, scarce, incompletely imitable and incompletely substituted. They are resources that provide a company with a sustainable competitive advantage. In 1990, Prahalad and Hamel published a widely influential paper "The Core Competencies of the Company" in the May and June volumes of Harvard Business Review. In their paper, the two point out that core capabilities are collective knowledge and collective learning within an organization, especially the ability to coordinate different production technologies and integrate diverse technological flows.