20th century Human Resources Management Classic Theory
I. Tero's scientific management theory (1903) Tayro (Frederick W. Taylor, 1856-1915), American classical management, main works with "scientific management principle" (1911) and "Science Management" (1912). At the heart of scientific management: 1. Management should be scientific, standardized; It is necessary to advocate the spirit of the spirit and the interests of the parties. The results of implementing scientific management have increased production efficiency, while high efficiency is the basis for employees and employers to achieve common prosperity. Therefore, Tero believes that only use scientific. Standardized management alternative management is the means for achieving the highest work efficiency. Scientific management content: 1. Action research, determine the operating procedures and action specifications, determine the labor time quota, improve the scientific operation method to improve the efficiency. 2. Scientific choice for workers, training workers use standard operation methods to make workers grow up in their posts. 3. Develop scientific process flows to standardize the machine, equipment, process, tools, materials, and work environments. 4. Implement a piece of consolidated salary, excess labor, excess remuneration. 5. Manage and labor separation. Successful case of scientific management theory: using the Gantt chart to plan control, the world's first Ford Automobile flow production line is created, achieving mechanized large industries, greatly improved labor productivity, high efficiency, low cost, high Sales and high profits. Second, the Action Research of the Gilbrus Couple (1907) Frank B. Gilbreth, 1868-1924), the father of American action research. Mrs. Gilbrus, the first psychology of psychology in the United States, was named as "the first wife of the management". Main works: "Research" (1911), "Management Psychology" (1917), "Fatigue Research" (1919), "Time Research" (1920). They use methods for observation, recording and analysis to operate to determine standard process actions to improve production efficiency. At the same time, they have developed production flow charts and procedures, which are still widely used. They advocate that through action research, they can develop workers 'self-management awareness; they have created fatigue research, and the impact of ensuring workers' health and increase productivity has continued. Third, Weber's Organizational Theory (1911) Max Weber (MAX Weber, 1864-1920), German classical management theoretists, were named "The Father of Organization Theory". The main works: "New Education Ethics and Capitalism", "General Economic History", the theory of "Social and Economic Organization". Weber believes that there are three powers in society. One is traditional power, and they have traditional practices or hereditary; the second is extraordinary power, from natural worship or follow; third is the statutory power, through legal or system. For economic organizations, it should be based on reasonable legitimate power to ensure the continuous and lasting business objectives. The rules and regulations are the guarantees of the organization to be uniformly operated and are the basis of legitimate power in the organization. Weber's ideal bureaucratic model is: 1. Organization has a clear goal and complete rules and regulations based on legitimate procedures. 2. The structure of the organization is a layer control system, and people in the organization exercise their functions based on the high and official work responsibilities of their position. 3. The relationship between people and people is the relationship between people, rather than people's relationships. 4. According to the needs of positions, publicly select the job talent.
5. Reasonable division of labor and conduct professional training to increase production efficiency. 6. Pay by position and contribution, and establish a promotion reward system to improve workers' carefulness and sense of accomplishment. Weiberically, founded organizational theory and organizational guidelines for administrative organizations, which was his greatest contribution in the history of management ideas. Fourth, General Management Theory (1916) Henri Fayol, 1841-1925, French classical management theoretist, three pioneers with Weber, Tailo, called Western classical management theory, And was honored as a hills of the management process. The representative is "Industrial Management and General Management" (1916). Favoir puts forward the five major functions of management: the management is planning, organizing, commanding, coordinating and controlling five functions, and proposes 14 management principles: labor division, power and responsibility, discipline, unified command, personal interests from the overall interest , Personnel compensation, concentration, level system, order, fair, staff stable, innovation, and team spirit. The general management theory of Favoal condenses the universal principles of management and is still guided by our daily management. Five, Meio's Interpersonal Relationship (1933) George Elton Myao, 1880-1949), the founder of American behavior scientists in Australia, the founder of interpersonal relationship. Main works: "People in the organization" and "management and morale". Mayo conducted a famous Huawang experiment in the US Western Electric Corporation Hawthorne Plant, truly unveiled the prelude to the behavior of people in the organization. The original intention of the Hawthorne experiment is to try to improve the way external conditions and the environment to improve labor productivity, but the results show that the root factor affecting productivity is not external working conditions, but workers' own factors and harmonious and safe feelings accepted by groups. The "Interpersonal relationship theory" proposed by Meiio pointed out that workers are social people, not economists in simple sense; informal organizations have informal organizations, must pay attention to maintaining balance with formal organizations; improving workers satisfaction is the primary priority of labor productivity Conditions, high satisfaction comes from the reasonable satisfaction of both substances and spiritual needs. Sixth, Maslow needs hierarchical theory (1943) Maslow (Abraham H. Maslow, 1908-1970), American psychologist, proposing human beings need hierarchy. Representative: "Human Motivation Theory". Maslo pointed out that people's needs are as shown in Figure 1: People's needs are sorted by importance and hierarchical, and after the low level needs to be met, people will pursue high-level needs. Seven, McGregor's human assumptions and management methods Theory (1960) Douglas Mc Gregor, 1906-1964), famous American act scientists. The representative as a "enterprise humanity" (1957), proposed a famous X theory -Y theory. McGregor said that the traditional management view is X theory and puts forward the hypothetical conditions and management methods, which is Y the theory relative to X theory. Table 1 is a comparative analysis of X-Y theory. Eighth, Herzberg's biligent incentive theory (1966) Fredrick Herzberg, American behavioral scientist. The main works are: "Incentive factors", "work and humanity", "management choice: Is it more effective or more human? "Wait. The two-factor theory is his most important achievement. Hezberg believes that it can act positive attitude towards work. More satisfaction and incentive role is more factors for work content or work itself, this is called incentive factors, such as accomplishment, colleagues recognize, boss appreciation, more Responsibilities or greater growth spaces. It is unsatisfactory, belonging to the work environment or work relationship, called health factors, such as company policies, management measures, supervision, interpersonal relationships, working conditions, wage benefits, etc.
