Comparison of the characteristics and differences of various theoretical schools in the stage of "management theory jungle".

Compare the characteristics and differences of various theoretical schools in the stage of "management theory jungle":

After the Second World War, especially since the 1960s, important changes have occurred in the business environment of Western enterprises. The main performance:

Rapid growth in production and scale expansion; accelerated technological progress; the increasing socialization of production; government intervention in the economy has been strengthened. The formation of a series of different theoretical perspectives and schools of thought, Kuntz called it "the jungle of management theory".

One, the social systems school

Founder: the United States Barnard (Chester I. Barnard)

Representative: "the function of the manager"

Main ideas:

1.

2. Any organization consists of three basic elements: willingness to collaborate, ****same goals, and communication of information among members of the organization.

3. The function of the manager: to coordinate the assistance activities of the members of the organization through the communication of information to ensure the normal functioning of the organization, to achieve the organization's **** the same goal.

Second, decision theory school

Representative: the United States Simon (Herbert A. Simon), 1978 Nobel Prize in Economics.

Main points:

1, management is decision-making. Management functions such as planning, organizing, leading, and controlling all require decision making.

2. The decision-making process. Is not a number of different, intermittent momentary actions. Rather, it is a process consisting of a series of interrelated tasks.

3, decision-making criteria: to "satisfactory" this criterion instead of the traditional "optimal" criterion.

4, decision-making can be divided into procedural and non-procedural decision-making.

Three, empiricism school

Representative: Peter F. Drucker (Peter F. Drucker), Dale (E. Dale) and so on.

Main viewpoints:

Management science should start from the reality of enterprise management, with the management experience of large enterprises as the main object of study, generalization and theorization, in order to teach the practical workers and researchers of enterprise management.

Drucker pointed out that the manager has two tasks that can not be replaced by others: the first is that the manager must create a "unity of production". The first is that the manager must create a "unity of production" whose productivity is greater than the sum of the productivity of its components. The second is that the manager must take into account the long-term and short-term interests of the enterprise in making every decision and taking every action.

Fourth, the school of Contingency Theory

Formed in the 1970s in the West.

Core viewpoints:

Thinks that the management of the enterprise according to the internal and external conditions of random change, there is no universally applicable, static, "the best" technology or method. There is a functional relationship between management techniques and methods and the environment, and management should change with the changes in the environment.

Fifth, the school of management science

This school of thought, management is the development and use of mathematical models of the system, that is, through the production of enterprises, purchasing, personnel, financial, inventory and other functions of the analysis of the interrelationships between the mathematical symbols and formulas to represent the planning, organization, control and other logical procedures, to find the optimal solution in order to achieve the goals of the enterprise. It can also be called the quantitative school of management or operations research school.

Since the organization and its members are "rational animals", in the process of organizational management should make full use of a variety of quantitative analysis and decision-making techniques.

Sixth, the management process school

Management process school, also known as the school of management functions, management school

Classical management and behavioral sciences school after the longest history, the greatest impact of a management school, Fayol is the founder of this school, the representative of Harold Koontz (Harold Koontz), he believes that there is a He believed that there was a "jungle of management theories" and that the process approach could encompass and synthesize today's management theories.

The main study of management functions and their implementation process and principles

Five management functions form a complete management process

seven, the new organizational theory

Mintzberg (Henri Mintzberg) of the new organizational theory:

1, the organizational structure of the coordination mechanism. The essence of organizational structure is the sum of the ways in which people divide labor and coordinate within an organization. There are six coordination mechanisms in organizations:

Mutual commissioning

Direct supervision

Standardization of procedures

Standardization of outcomes or outputs

Standardization of technology (skills) or knowledge

Standardization of norms

2. The six basic parts of an organization. The working core, the strategic top, the line middle, the technocrats, the support staff, and the ideology or culture.

3, the basic form of organizational structure. Entrepreneurial organization (simple structure), mechanical organization, polygonal organization (divisional structure), professional organization, innovative organization (task force), mission-based organization, political organization.