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

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

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

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