Great management thoughts

Author: W.J. Duncan (USA)
Publisher:
Publish Date: 1999-04-01
Features: Table of Contents
This book is divided into five main parts, consisting of 13 chapters. Part I introduces the background of the entire book. Chapter 1 elaborates on the need for this book in society and the reasons for the author's selection of management ideas and figures discussed, while apologizing to those not mentioned due to space constraints. Chapter 2 explains the importance of "triggers." Long before Frederick Taylor, European industrialists had discovered the benefits of specialization. It was the division of labor that gave birth to factories, thereby creating the earliest form of management. Chapter 3 explores the issue of efficiency. Efficiency was the focal point of early scientific management researchers.
Part II discusses the art and science of management. Chapter 3 begins by introducing to readers the evolution of early management from the need for applied science to practical research. The application of science in the industrial sector was a prerequisite for establishing management as an independent field and profession. In fact, the pursuit of management's legitimate status can be traced back to modern times. By then, management had grown and matured enough to advocate replacing traditional science with innovative and non-traditional analytical methods. Chapter 4 examines the most scientific aspect of management in history: "the core of management activities"—decision-making. It does not object to the use of science, reviews the development and changes of decision theory, and focuses on how managers make decisions in reality rather than elaborating on how they should choose. In other words, the author provides a descriptive rather than prescriptive explanation.
Chapter 6 differs from the historical descriptions in the previous chapters and adopts a different approach for two reasons. First, since how managers implement management in practice affects several areas of management thought, the discussion of descriptive analysis needs to extend to general management behavior. Second, apart from Fayol's analysis, descriptive analysis of management has a longer history in other areas. Therefore, this chapter should focus on the modern rather than the historical aspect.
Part III analyzes the purpose and goals of management. Chapter 7 discusses the formulation of goals and task management, further arguing that people must have a clear understanding of their own purposes and goals before implementing effective management. Chapter 8 shares a common point with Chapter 6, focusing more on modern management than on historical descriptions. The ultimate responsibility of management has been discussed in classical management thought, and this chapter emphasizes modern management.
Part IV explores the evolution of human factors in management thought. In Chapter 9, the author reviews various perspectives on human factors in management, from Taylor's "bull analogy" to Mayo's "theory of mental health," as well as other views accepted by interpersonal relationship scholars. The mechanistic view of human behavior adopted by reinforcement conditioning theorists and behavior modifiers is also discussed in detail. Chapter 10 explores the complex issue of "leadership." Contrary to many people's views, there are indeed insightful theories of leadership in the history of management.
Finally, Part V discusses coordination and change. Chapter 11 examines the two most important factors related to coordination: power and influence. The author revisits the rich history of management thought by discussing the ideas of Weber, Follett, and Urwick. Through the discussion of Barnard's power acceptance theory and modern concepts widely used in contemporary organizational design and development, the evolution and development of the concept of power are thoroughly narrated. Chapter 12 presents a comprehensive picture of how management and organizational thought have evolved and developed, fully discussing the absolute tendencies of early classical management thought, the perspective of interpersonal relationships, and the modern organizational management theories and practices that are relative, situational, or contingency-based.
Chapter 13 provides a comprehensive summary of the experiences and lessons offered throughout the book. The typical examples offer many lessons that managers in all industries and students of management should remember, as well as practical insights they can apply in their work. Only when people fully recognize the necessity of cooperation can coordination and cooperation become a reality. Second, respecting people is a crucial factor in organizational success. Third, historical experience reminds us that while efficiency is a worthwhile goal, demanding efficiency in the form of commands, organizational structures, and rules without conscious management behavior often weakens an organization's adaptability. Fourth, successful management requires managers to have a clear understanding of their goals. An organization that leaves the future to fate is unlikely to thrive, let alone survive. Fifth, since humans "lack all-knowing wisdom," they can only make decisions based on their imperfect knowledge. Sixth, history tells us that management carries a certain social responsibility; managers should be role models for responsible behavior. Seventh, management is both a science and an art. Managers should flexibly utilize the strengths of both to solve management problems. Eighth, production specialization has brought great benefits to individuals and society. However, it has also made the work of individual laborers monotonous and tedious. Ninth, management skills are indeed important, but their application is an art that depends on political skills. Finally, we should always remember that any management principle or concept should be practical. Managers should be familiar with and understand the experiences and lessons from the history of management. The most valuable thing management history leaves us is the realization that early researchers' warnings are the most effective way to start learning management.