Mahoney-Ch01--Behavioral-Theory-of-the-FirmPPT文档格式.ppt

Mahoney-Ch01--Behavioral-Theory-of-the-FirmPPT文档格式.ppt

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wBarnard（1938）:

TheFunctionsoftheExecutivewSimon（1947）:

AdministrativeBehaviorwMarchandSimon（1958）:

OrganizationswCyertandMarch（1963）:

ABehavioralTheoryoftheFirmwSimon（1982）:

ModelsofBoundedRationalityBarnard（1938）TheFunctionsoftheExecutivewBarnardspurposeistoprovideacomprehensivetheoryofcooperatingbehaviorinformalorganizations.wEssentialfeaturesare:

ThewillingnesstocooperateThecapabilitytocommunicateTheexistenceandacceptanceofpurposeBarnard（1938）TheFunctionsoftheExecutivewBarnardnotesthatsuccessfulcooperationistheabnormal,notthenormalcondition.Whatweobservefromday-to-dayarethesuccessfulsurvivorsamonginnumerablefailures.wFailuretocooperateandfailureoforganizationarecharacteristicfactsofhumanhistory.Barnard（1938）TheFunctionsoftheExecutivewBarnardemphasizestheimportantroleofinformalorganizationwithinformalorganizations.wInformalorganizationistoberegardedasameansofmaintainingthepersonalityoftheindividualagainstcertaineffectsofformalorganizations,whichtendtodisintegratethepersonality.Organizationalefficiencyvs.humanityBarnard（1938）TheFunctionsoftheExecutivewBarnardarguesthatthereexistsa“zoneofindifference”ineachindividualwithinwhichordersareacceptablewithoutconsciousquestioningoftheirauthority.wBarnardsubmitsthatheregardsnothingasmore“real”than“authority.”Barnard（1938）TheFunctionsoftheExecutivewBarnardnotesthatthefineartofexecutivedecision-makingconsistsinnotdecidingquestionsthatarenotpertinent,innotdecidingprematurely,innotmakingadecisionthatcannotbemadeeffective,andinnotmakingdecisionsthatothersshouldmake.Suchgoodjudgmentbytheexecutivethenpreservesmorale,developscompetence,andpreservesauthority.Barnard（1938）TheFunctionsoftheExecutivewBarnardobservesthattheexecutiveprocesstranscendsthecapacityofmereintellectualmethods.Thetermspertinenttotheexecutiveprocessare:

“feeling”“judgment”“sense”“proportion”“balance”“appropriateness”Barnard（1938）TheFunctionsoftheExecutivewBarnardmaintainsthatcoordinationisacreativeact.wBarnardalsoarguesthatorganizationsendureinproportiontothebreadthofthemoralitybywhichtheyaregoverned.“Oldmenandoldwomenplanttrees.”Barnard（1938）TheFunctionsoftheExecutivewBarnardconcludesthat:

“expansionofcooperationandthedevelopmentoftheindividualaremutuallydependentrealities,andthatadueproportionorbalancebetweenthemisanecessaryconditionofhumanwelfare.”Barnard（1938）TheFunctionsoftheExecutivewBarnardpresentsasystemsviewoftheorganizationthatcontains:

Apsychologicaltheoryofmotivationandbehavior;

Asociologicaltheoryofcooperationandcomplexinterdependencies;

andAnideologybasedonmeritocracy.Simon（1947）AdministrativeBehaviorwOrganizationsinfluenceindividualshabits;

wOrganizationsprovidemeansforexercisingauthorityandinfluenceoverothers;

andwOrganizationsinfluencetheflowofcommunications.Simon（1947）AdministrativeBehaviorwSimonarguesthatitispreciselyintherealmwherebehaviorisintendedlyrational,butonlylimitedlyso,thatthereisroomforagenuinetheoryoforganization.wOrganizationalbehavioristhetheoryofintendedandboundedrationality.Simon（1947）AdministrativeBehaviorwOrganizationsenablestableandcomprehensibleexpectationsamongmembers;

wOrganizationalmembers“satisfice”andusesimplerulesofthumbtoinformdecisions;

andwRulesofthumbororganizationalroutinesarethecounterpartofindividualhabits.Routineorhabit有助於預測其行為Simon（1947）AdministrativeBehaviorwSimonsuggeststhefollowingmechanismsoforganizationalinfluence:

Dividesworkamongitsmembers;

Establishesstandardoperatingprocedures;

Transmitsdecisionsbyauthority;

Providesformalandinformalchannelsofcommunication;

andTrainsandinculcatesitsmembers.Simon（1947）AdministrativeBehaviorw“ZoneofAcceptance”SalescontractversusemploymentcontractAnincompletecontractingapproachArealoptionsperspectivewAuthorityRelationship:

EnforcesResponsibilityofIndividual;

SecuresExpertiseinDecisionMaking;

ndPermitsCoordinationofActivities.勞資簽訂僱傭契約，讓資方有彈性可令員工在接受領域之內，從事不同的工作Simon（1947）AdministrativeBehaviorwTheBrainasScarceResource:

Theinformation-processingsystemsofmoderncivilizationswiminanexceedinglyrichsoupofinformation.Inaworldofthiskind,thescarceresourceisnotinformation;

itisprocessingcapacitytoattendtoinformation.Simon（1947）AdministrativeBehaviorwTheBrainasScarceResource:

Attentionisthechiefbottleneckinorganizationalactivity,andthebottleneckbecomesnarrowerandnarroweraswemovetothetopsoftheorganizations.MarchandSimon（1958