管理与文化的关系探讨

管理与文化的关系在学术界有众多争论,二者构成一了个纠缠的“结”(com p lex)。管理学追求普适性,而文化表现特殊性,二者之结导致管理学研究出现了相应的偏差。文化在管理中的作用包括价值定位、优先选择、惯习支配、思维方式4个方面,对这4个方面的管理学研究,最终要形成超越特殊性的普适性学说。所谓中国式管理和东方管理学,正是在这一纽结上陷入了歧途。相当多的管理文化研究,实际上是管理经验总结而背离了管理学的普适要求。管理学中对文化的重视,需要回归管理学的普适性。     

A Framework for Practising Knowledge Management

The management of an intangible asset such as knowledge is beset with complex and theoretical concepts. This paper sets out a matrix that describes four approaches to Knowledge Management based on whether it is in an organisational or an individual context, and whether knowledge management is imposed or empowered by managerial approaches. It explores the validity of the framework through an analysis of ongoing management projects at seven organisations.     

THE EFFECTS OF INTERDISCIPLINARY EDUCATIONAL FORMATS ON CONCEPT RETENTION AND PROBLEM–SOLVING ABILITY*

The purpose of this study was to examine the effects of different interdisciplinary problem-oriented formats on a student's knowledge of and retention of disciplinary concepts and principles, his application of these concepts and principles to disciplinary problems, and his use of a discipline in his analysis of a complex problem. Performances of students enrolled in the experimental sections were compared to those of students enrolled in standard lecture-discussion sections. Regression analysis was used to analyze students' performance in order to control the effects of differences in student backgrounds. It was found that altering the pedagogical format and reward system within the experimental sections had no significant effect upon student performances in the experimental, problem-oriented program. In general, this study indicates that students taught in the standard lecture-discussion format in which grades are determined by examination over course material retain concepts and principles, apply these concepts and principles to disciplinary problems, and integrate disciplinary concepts into their analysis of complex problems as well as, if not better than, students taught in an interdisciplinary, problem-solving format.     

破“科学管理”,立“管理哲学”——“科学管理”背景下谢尔登管理哲学基本定位初探

谢尔登是通过"冲破"当时已有广泛普及性但研究方式僵化的"科学管理","立"其"管理哲学"的。其管理哲学的要点是:重视从整体意义上把握管理;工业关系中的个人既是工人,更是一个具有公民权利的人;工业组织本身不应是一架精密的机器,它首先应是人群的复合体;管理是一种艺术,具有科学的属性,但它本身不是科学;研究工业组织不能蜕变为研究机械工程学。谢尔登管理哲学的实质是一种关于工业管理的社会哲学。这种管理哲学对中国管理有很大的借鉴意义。     

复杂快变环境下的整体性应变工具:和谐主题

和谐主题是和谐管理理论中用于应对现代组织管理复杂性、整体性及快速应变需求的核心概念之一。围绕复杂快变环境下组织如何进行整体性快速应变这一管理难题,对现有和谐主题相关研究进行了拓展。具体而言,首先对和谐主题的本质属性进行了深入分析,得出和谐主题在本质上体现为组织领导者对不确定情境的"意义"主张的研究结论。在此基础上,通过与其他组织要素的比较,系统阐释了和谐主题的功能特征,提出和谐主题是复杂快变环境下组织进行整体性快速应变的一种有效工具。最后,以知识理论为基础对和谐主题的辨识与表征过程进行了考察,从而从知识学视角揭示了这2个过程的内在机理。一方面从理论上丰富了战略管理领域的相关研究,另一方面也为新经济环境下的组织管理实践提供了参考与借鉴。     

Die Verbreitung moderner Managementkonzepte im Mittelstand

Within existing studies on the diffusion of modern management concepts, such as Lean Management, Business Process Reengineering or Shareholder Value Management, small and medium-sized enterprises are frequently examined as a homogeneous group of hesitant adopters. Differences among small and medium-sized companies with regard to concept adoption can thus hardly be explained by referring to existing research. In this paper, we argue that differences in adoption patterns of modern management concepts across small medium-sized companies can be explained on the basis of their resource endowment and embedment in different social environments. We thereby employ central arguments from organizational diffusion theory. Based on a multivariate analysis of online-survey data on the diffusion of 22 modern management concepts among 272 German SMEs, our results show that adoption decisions are mainly based on relationships to local organizational environments, whereas concept awareness can be best explained by media-exposure.     

Engineering management programs as aids in moving from technical specialty to technical management

Engineers are making the transition from technical specialty to technical management very early in their careers. This transition is gaining an ever increasing importance as the rapidly changing technologies, the severe resource constraints and the strong pressures for high productivity bring engineering and the management of engineering into a sharply focused limelight.As engineers prepare for this transition, they feel the need for a special type of training to provide them with the knowledge, skills and attitudes for their new roles. Engineering education gives them the tools, techniques and concepts for rational decision making in their technical specialties, but does not prepare them to extend their training into the management area. To bridge this gap, universities are now offering formal educational programs designed for engineers and scientists moving into technical management positions while maintaining their background identity. These are rigorous programs blending mathematical approaches, behavioral considerations, organizational concepts and decision-making methodologies in a delicate balance. The strong demand for the Engineering Management programs is evident in the rapid growth pattern followed by these programs. This growth has been particularly visible since the mid-1970s, and shows no sign of a slow-down.This paper is based on a study of the graduate programs in Engineering Management offered throughout the world. It is a comparative analysis of program characteristics, students, faculty and curricula.     

Organizing for strategic management— A conceptual model

Managing the strategic problems is a complex process. In order to organize this process efficiently in one's own company it is necessary to understand and be able to communicate the basic factors involved. In the author's view there is a need to compile into a model concepts, relations and organizational principles of major importance to successful strategic planning. This article is based on the author's analysis of current literature and his own practical experience in Scandinavia. The article presents a conceptual model for strategic management including the planning process as well as the execution of strategic decisions. This model is related to basic organizational principles and the methodology used in project management.     

制度环境视野下的中国战略管理研究途径

目前,战略管理研究的一种误区在于,认为战略管理理论的重心是对组织能力来源的探讨。有鉴于此,通过导入新制度主义的制度环境、合法性和组织同构化的理论,并就其理论性质及其对组织和管理学研究的理论贡献,以及战略管理的理论局限展开了讨论。最后,在讨论转型期的制度环境及其组织同构化特性的基础上,提出了2个当前中国战略管理研究的重点。     

PRODUCTION AND OPERATIONS MANAGEMENT'S NEW “REQUISITE VARIETY”

This essay is based on my plenary address at the second annual meeting of the Production and Operations Management Society on November 11, 1991. I propose that as the competitive environment in which production and operations management (POM) practitioners operate becomes ever more demanding and the problems about which POM academics study and teach become more complex and interrelated, we need new approaches both in our teaching and our research. I describe five ways of expanding our “requisite variety” of capabilities.     

管理的三维空间结构模型探析

本文首次提出了管理结构的概念,把它界定为管理理论、管理技术和管理实践的三维空间结构,并分析了管理结构中三个要素之间的关系,这种分析对管理理论的研究和管理实践水平的提高都具有重要意义。在这一概念引导下,分析认为,对管理属性的科学性和艺术性的划分存在严重缺陷;文章还进一步分析了管理整合的未来价值。     

A Path Analytic Model of a Theory of Quality Management Underlying the Deming Management Method: Preliminary Empirical Findings*

Despite the impact that Deming and his 14 Points have had on the practice of quality management, empirical support for the effectiveness of the Deming Management Method has not advanced beyond the presentation of anecdotal, case-study evidence. In part, this is because theory to guide the conduct of empirical research has not been available. Only recently has such a theory of quality management to describe and explain the effectiveness of the Deming Management Method been articulated in the literature. This paper continues the journey of theory development; it reports the results of an exploratory empirical analysis of an articulated theory of quality management underlying the Deming Management Method. The constructs in the proposed theory are operationalized using measurement statements developed by the World-Class Manufacturing research project team at the University of Minnesota and Iowa State University. Path analysis is applied to the World-Class Manufacturing project data to explore the empirical strength of relationships advanced in the theory. The path analytic results provide support for several of the proposed relationships in the theory, and more importantly, suggest a number of new relationships which have not heretofore been proposed.     

Martin K. Starr: A Visionary Proponent for System Integration,Modular Production,and Catastrophe Avoidance

Martin K. Starr facilitated the creation of an identity for production and operations management (POM) as an academic discipline. This paper aims to summarize Starr's substantial contributions to scholarly inquiry on system integration and interfunctional coordination, modular production, and catastrophe avoidance. Even after four decades, we describe how his legacy in these areas continues to define several major drivers of operations and supply chain management research and practice. Starr has influenced several generations of students, professors, and executives with his writings, teaching, and leadership roles in the POM community that include 32 years on the faculty of the Columbia School of Business, 15 years as Editor‐in‐Chief of Management Science, and presidency of the Production and Operations Management Society.     

Human and organization problems in corporate planning

Any management method which is to work in practice must start by recognizing man as he really is, and not what he ought to be. The typical textbook company of the 1960's was peopled by obedient, logical, profit-oriented, ox-like employees—sterilized and faceless characters with£'s signs in their thought bubbles, but the study of Behavioural Science in recent years has taught us that man is a rather more complex animal than we used to think. Simple observations tell us that in practice no business is as tidy, flawless and rational as a 1960's textbook. The reason is that we are people—difficult as individuals for a start and infinitely more complex still when we combine in groups. “Businessman” must be accepted in his full glory, with his ungovernable motives, his intelligence, creativity, his desire for a quiet life, his intuition, his private needs, fears and ambitions and his paradoxical self-seeking ability to cooperate. Everybody who has worked in a company knows the gloriously complicated muddles which “businessman” can get himself into; the misused routines; the convoluted organization structures; the dreadful panics during which all the rules are broken, and the peculiar thing is that, in spite of all these untidinesses, things seem to get done just the same. My point is that management and planning is an extremely complicated business, it is complicated because it is a matter of handling people, it is an art not a science.     

The integration of TQM and technology/R&D management in determining quality and innovation performance

This paper presents an empirical study which examines the co-alignment between Total Quality Management (TQM) and technology/research and development (R&D) management in predicting organizational performance in terms of quality and innovation. This study improves our understanding of the relationship between TQM and innovation based on the following two major issues. First, this study contributes to the understanding of the co-alignment between TQM and technology management along with R&D management by bridging the gap between the two areas which are often addressed in a separate fashion. Second, this study also examines the impact of the integration between TQM and technology/R&D on quality and innovation performance which have been considered as the primary sources of a competitive advantage. The empirical data was drawn from 194 Australian organizations and analyzed using the Structural Equation Modeling (SEM) technique. The findings indicate that TQM shows a strong predictive power against quality performance but no significant relationship against innovation performance. On the other hand, technology and R&D management shows a significant relationship with quality performance but at a lower level than that of TQM, and shows much stronger relationship with innovation performance. In addition, there is strong and positive correlation between TQM and technology/R&D management. The major implication of this study is that technology/R&D management is an appropriate resource to be used in harmony with TQM to enhance organizational performance, particularly innovation.     

Cybernetics and the management science process

This paper addresses methodological issues currently confronting the management science community. The urgency of these issues is evidenced by [1] the growing debate over the implementability of MS/OR (Management Science/Operational Research) models, [2] the absence of professional agreement on a ‘generalized’ theory of organizational structure and control and [3] the dearth of substantive contributions in the area of ‘policy’ analysis and modeling. It is argued that any resolution of these issues must address the management science process and that developments in cybernetics provide an integrating framework for this purpose. Aspects of this framework are presented by pointing out distinctions between the more traditional MS/OR approaches and the proposed cybernetic approach. Some of the concepts involved are not always associated with cybernetics, but the implications for the practice of management science are significant.     

高层管理团队异质性对企业绩效的影响研究——以股权集中度为调节变量

随着我国企业外部竞争环境日益复杂化和现代企业制度的逐步建立,高层管理团队在企业中扮演越来越重要的角色。本文研究了在我国经济转型的背景下,股权集中度对高层管理团队异质性与企业绩效之间关系的调节作用,有一定的理论和现实意义。     

Management by motivation

A review of the development of motivational theory leading up to the current concepts has been presented. This was thought to be important, not only for the insights it provided into human behavior, but also because it provides some idea of how we arrived at current concepts of motivational theory.Although not considered to be motivational theory, the scientific management approach that Frederick W. Taylor proposed in 1911 resulted in greater productivity. However, this approach eventually resulted in widespread job dissatisfaction, which was attributed to the dehumanization of work brought about by separating the thinking process of the worker from the doing part. The problems created by dehumanizing work set the stage for the human relations theorists.A series of studies conducted between 1924 and 1944 by Elton Mayo of Harvard University concluded that many of the problems confronting managers at that time resulted from the fact that the work environment and the human organism were not well matched. Mayo felt that the problems could be lessened by modifying the work environment so that it would more closely conform to human needs.A very important study was conducted in 1957 by Frederick Herzberg while he was associated with Psychological Service of Pittsburgh. This Study attempted to discover factors that led to job satisfaction. It is particularly significant because it has been verified by at least ten subsequent studies.Douglas Murray McGregor (1960) has developed two theories of management that he labels Theory X and Theory Y. Management must be of the Theory Y type for innovation to occur. This type of management sets the stage for the theory of Herzberg to be put into effect.     

A model for a new society: Values,ethics, and the global economy

Increasing interdependencies and vulnerabilities in the global economy appear to require a re-examination of our neoclassical economic individualism. The philosophy of Alfred North Whitehead provides a fundamentally new framework for a view of reality based on organic and social models rather than on mechanistic and individualistic ones. This article summarizes Whitehead's central concepts and explores the ethical implications of his social conception of reality for economic behavior. It also draws ecological implications from his thought and makes suggestions for management behavior. This article concludes that a new way of thinking is required to function ethically in a socially interdependent universe.