管理基础理论与实践.docx
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管理基础理论与实践
Introduction
Inthisassignmentisgoingtodoageneraldiscussionaboutthreeclassicmanagementtheories,theoryXandtheoryY,theoneminutemanagerandTotalqualitymanagement.ThepurposeistofigureoutwhichoneisofthegreatestvalueinChinain2012withcurrentphenomenonofenterprises.
TheoryXandTheoryY
TheoryXandTheoryYaretheoriesofhumanmotivationcreatedanddevelopedbyDouglasMcGregorattheMITSloanSchoolofManagement(1960)thathavebeenusedinhumanresourcemanagement,organizationalbehavior,organizationalcommunicationandorganizationaldevelopment.Theydescribetwocontrastingmodelsofworkforcemotivation.
TheoryXandTheoryYhavetodowiththeperceptionsmanagersholdontheiremployees,notthewaytheygenerallybehave.
InTheoryX,managementassumesemployeesareinherentlylazyandwillavoidworkiftheycanandthattheyinherentlydislikework.Asaresultofthis,managementbelievesthatworkersneedtobecloselysupervisedandcomprehensivesystemsofcontrolsdeveloped.
Forexample,HaiergroupisalargeenterpriseinChina,establishedin1984.Thereisa"slopespheretheory"inHaierculturewhichmeansenterprisepositioninthemarketislikeaslopeball,theballneedsarisingforce(targetascension),makeitscontinuousdevelopmentupward;butalsorequiresthecheckpower(basicmanagement),preventitfell.MainlyDownforcesarefromtheinertiaofemployees,lackofconfidence,andblowsofchallenges.Whencheckforcegreaterthandownforce,Spherewillbeupwardalongtheslope.Sohighpressurecanmotivateemployees’vitalityandpotential,motivatethestaff'sworkingenthusiasm,such,thequalityofstaffalsowentup.Meanwhile,thecompanyalsoisfullofvitality;thecompany'sbenefitisimproved.Raisethecompany'sbenefitinturncanletemployeeshaveasenseofachievement.Finally,thisvirtuouscycleisverybeneficialtothedevelopmentofthecompany.
InTheoryY,managementassumesemployeesmaybeambitiousandself-motivatedandexerciseself-control.Itisbelievedthatemployeesenjoytheirmentalandphysicalworkduties.Accordingtothemworkisasnaturalasplay.
Lenovogroupisalargeenterprisehasdiversifieddevelopmentininformationindustrywhichwasestablishedin1984.Thereisa"enginetheory"inLenovoenterpriseculture:
employeesasthe"engine",theyshouldself-activetoadvanceafterestablishedtargetofdirectionincustomerdemandbytogetherwithleaders,eveninitiativedrivesotherservicesforyourtarget.Workistoreflecttheirownvalue,staffsshouldhavestrongdesiretodobetter,therequirementsofthethingstheydobecometheyvoluntarily.Everyoneincompanyshouldrecognizethateachperson'ssuccesscouldhelpthecompanysuccess,andthegrowthofeachindividualiscloselylinkedwithcompanysuccess.
TheoryXandTheoryYcomment
Withoutadoubt,HaierandLenovoaretheoutstandingrepresentativesofenterprisesinChina.Theyaresuccessful,buttheemployee'smanagementtheoriesaretotallydifferent.Essentially,accordingtotheideaforemployeesmanagementofHaierbelongtoXtheoryandLenovoistheoryY,andbothareadaptedtotheenterprise'sactualsituation,there’sthereasontheyhavebeenahugesuccess.So,whenisexactlytoapplythetheoryXortheoryY?
TherearesomerevelationfromIchakAdizes’(1988)enterpriselifecycletheory(seeExhibit1)andMaslow's(1970)PersonalityTheory(seeExhibit2).
IchakAdize'stenstagesofcorporatelife-cycle
Exhibit1
Source:
IchakAdize'stenstagesofcorporatelife-cycle
Fromthepointofviewoftheenterprise,therearefourmainstagesinenterprisedevelopment:
foundingstage(Courtship),growthstage(InfancytoPrime),maturestage(afterPrimetoAristocracy),recessionstage(afterAristocracy).Inthefoundingstage,enterprise'smainpurposeistosurviveinthemarket,therefore,thereisnostandardizemanagementproblemsinthisstage.
Inthegrowthstage,unifiedoperationmodeandunifiedenterprisedevelopmentworkprocesshasbecomenecessary.Butnotallofthestaffscanadapttothedevelopmentofenterprise,then,enterprisemustadoptcompulsoryandcontrolmeanstostrengthenemployees’behaviour.Managementconceptinthisstagealwaystrendtoforced,strengthenandcontrolwhichistheoryXpattern.Thetimesforeachenterprise’sgrowthstagearedifferent,becauseenterpriseinthefaceofdifferentactualsituationandgrowthstagecannottobeavoided.
Afterthegrowth,employeebehaviourhaskeptconsistentwiththerequirementofthecompany.Inaccordancewithcompanypolicies,andprocessworkhasbeeninternalizedaspartofstaffs’dailyhabit,andtheyhavebeenabletoselfcontrolandcreationintheenterprisestandardrange.Atthistime,themanagersshouldchangethemanagementconcepttotheoryY.
Maslow'sPersonalityTheory
Exhibit2
Source:
Maslow'sPersonalityTheory
Whenpeopleinthelowerlevel,suchasphysiologicalneedtoandsafetyneedshaven'tbeensatisfied,thesituationismoreaccordwiththeoryXhypothesis,compulsoryandcontrolforincentiveandpunishisrelativelymoresensitivetoemployees;whenthesetwolevelsgetmeet,esteemneedsandbelongingnessandloveneedswillreplacethemaspsychologicalneeds.Atthistime,ifthemanagementisstillfocustheirattentiononthephysicalneeds,wantstoincentiveemployeesthroughpayhigherwages,providegoodworkingconditions,orattractivebenefits,theresultswillbenolongerapparent.
Inotherwords,whenpeople'sbasicphysiologicalneedsandsafetyneedsgetmeet,theoryXreachtoitscriticalpointofeffectiveness,fromnowon,theoryYismoreeffective.Managersneedtochangetheincentivesmeasures,paymoreattentiontoemployees'esteemneeds,belongingnessandloveneedsandself-actualizationneeds.Encourageemployeestoplaytotheirenthusiasmandinitiative,givehimacertaindegreeoffreedomtocontroltheirownactivities.Sothatemployeesrealizetheirowninterestsandthedevelopmentofenterprisesiscloselyrelatedto,resultinginastrongsenseofresponsibilityandsenseofaccomplishment.
TheoryZ
TheoryZisessentiallyahumanisticapproachtomanagementthatlooksattheorganisationasawhole.Ouchi(1981)describedorganisationsas“clans”,statingthatclancultureischaracterisedbyhomogeneityofvalues,beliefsandobjectives.Clancultureemphasisesthe“socialisation”ofallmemberstoachieveclan(organisational)goals.Thisuniversalcommitmentbyallclan(organisation)membersleadsto:
•Longtermemployment
Theindividualandtheorganisationarecommittedtoeachothersprosperity,engenderinggreaterloyaltyonbothsides.
•Consensualdecisionmaking
Allmembersareinvolvedasopposedtotypicalhierarchicaldecisionmakingorganisations.
•Individualresponsibility
Asallmembersarecommittedtoachievingclan(organisational)goals,theytakeindividualresponsibilityfortheirownperformance.
•Slowevaluationandpromotion.
Thelongertermcommitmentofemployee’sallowsmoreindepth,longertermassessmentofindividualsandidentificationofthemostsuitablecandidatesforpromotion.
•Informalcontrol/Formalisedmeasures
TypeZorganisationsexhibitinformalcontrolmethodswhilstretainingperformancemeasuresthroughformalmechanisms.
•Moderatelyspecialisedcareerpath
CareerpathsarenotasspecialisedasinmostAmericanorganisationsbutmorespecialisedthantraditionalJapaneseorganisations.
•Holisticconcern
Concernforfellowemployeesgoesbeyondtheworkplace.
TheoryZcomment
TheoryYandtheoryZhasessentialdifference.TheoryYisbasedonthewesternliberalismandindividualism,moreemphasizeonautonomy;theoryZemphasizecooperation,thewesternliberalismandindividualismisnotadvisable,butcooperation.
Forinstance,Intelsuccessfullinksindividualstogetherwithcompany,thestaffsareindividuals,atthesametime;theyarealsothemembersofthecompany.Managersarerequiredtobeabletoacknowledgeandacceptemployees’mistakes,alsoabletolearnfromemployees’advantages.Organizationmanagementtrendstoinvolveopencommunication,ethics,staffdevelopment,long-termcommitmentandcollectivecooperation.
Oneminutemanager
TheOneMinuteManagerrevealsthreesecretstoproductiveandefficientmanagingastoldthroughayoungman'ssearchfortheperfectmanagingandleadingskills.TheOneMinuteManagerisfocusedon,notsurprisingly,aoneminutemanager.Themanisavenerableleaderthatishighlyspokenofbyhisemployees,histhreesecretsbeingthekeytohissuccess.
ThefirstsecretisOneMinuteGoals.Thisinvolvesameetingofthemanagerandtheemployeewheregoalsareagreedon,writtendowninabriefstatement,andoccasionallyreviewedtoensurethatproductivityisoccurring.Thiswholeprocesstakesa"minute",whichtrulymeansitisaquickmeeting,howeveritisnotlimitedtojustsixtyseconds.Thepurposeofoneminutegoalsettingistoconfirmthatresponsibilitiesofeachworkingisunderstood,understandingthatconfusionleadstoinefficiencyanddiscouragement.
Thesecondsecrettooneminutemanagingisoneminutepraising.Thisinvolvesbeingopenwithpeopleabouttheirperformance.Whenyoucatchsomeonedoingsomethingright,agoaloftheoneminutemanager,youpraisethemimmediately,tellingthemspecificallywhattheydidcorrectly.Pausetoallowthemto"feel"howgoodyoufeelregardingtheirimportancetotheorganization,andfinishbyshakinghands.
Thethirdsecretistheoneminutereprimand.Beinghonestwiththosearoundyouinvolvesreprimandingwhenawronghasoccurred.Thefirststepistoreprim