1
1
7
1.
1.1
.- .
: .
: ( ) ...
^, , ,
:
,
,
,
, ,
.
.
1.2
/ / .
(.. )
/ /
1.3
.
^: .
, .
: ( ;), .
.
1.4
Henri Fayol (CEO) 19 .
Fayol ,
,
:
(Planning),
(organizing),
(leading),
(controlling).
4
. 3 :
1. ?
2. ?
3. ?
.
, .
.
(lines of authority) .
(organizational structure) .
-
, .
, , , .
(motivation) / (commitment) .
(Controlling)
, .
, . .
.
(Restructuring)
(Top Management) . Downsizing: . ( ) .
^(Empowerment):
*- (Self-managed teams): .
.
1.5
Mintzberg.
.
(are directed)
.
3 :
1. (Interpersonal)
2. (Informational)
3. (Decisional)
(^^^1)
/ . "" (Figureheadrole): . m(Leader role): , , ^ (Liaison role):
( / & )
(Informational)
.
(Monitor role): .
: .
^ (Spokesperson role): ()
(Decisional)
. ^(Entrepreneur role): , .
(Disturbance handler role): .
(Resource allocator role): , . ^ (Negotiator role): .
1.6
3 - .
1. (Conceptualskills): .
2. (Human skills): , , .
3. (Technicalskills): . marketing, .
, .
2. H
2.1
19 .
( ,
, )
: ;
(Job specialization)
Adam Smith :
Craft - .
Factory - .
.
.
, .
2.2 (Scientific Management)
Frederick Taylor, 19 .
(tasks)
.
Taylor .
4
4 :
1. .
^
2. . .
3. 2.
4.
.
2.3
Taylor ( )
.
()
-.
: : Gilbreths
Frank Lillian Gilbreth Taylor.
.
( ):
1.
2. .
3. .
Gilbreths , , , .
2.4
:
Weber
.
Weber
2.5:
1) ()
2) (performance) .
3) . .
4) . .
5) (Rules), (Standard Operating Procedures (SOPs)), (norms)
6) "red-tape" ( ) .
2.6 Fayol
Henri Fayol, 14 :
1. (Division of Labor): , Fayol .
2. (Authority and Responsibility): Fayol (special expertise)
.
3. ( /ni'ty of Command):
4. (Line of Authority): .
5.(Centralization): .
Fayol
6. (Unity of Direction): .
7. (Equity): .
8. (Order): ( (job satisfaction)
9. (initiative). .
10. (Discipline):
Fayol
11. (Remuneration):
12. (Stability of Tenure): .
13. :
14.Esprit de corps:
2.7
(, )
Mary Parker Follett:
.
.
2.8 Hawthorne
Hawthorne Western Electric Co. 1924-1932.
. , .
Hawthorne effect:
2.9 X Y
Douglas McGregor :
^X: , .
.
^ Y: ,
.
.
2.10 Z
William Ouchi .. .
.
.. . Z
, .
2.11
.
(Quantitative management): &
, , , . .
(Operations management):
.
(TQM):
.
(MIS):
2.12 -
:
(Input): . (Conversion): . (^^): .
. .
, . ^(Synergy): 1 + 1 > 2
Contingency Theory
.
.
,
.
- .
(Mechanistic): . ( X) .
(^^): . ( Y)
.
, ,
3.
3.1
(Organizational Environment): .
(^) / (Threats) .
(Opportunities): "" , ,
(Threats): . , ,.
.
3.2
(Task Environment): , , , .
^^^): ( ).
^(Distributors): . super market .
(Customers):
, - .
: .
^
.
.
(8 to entry) :
(Economies of scale): .
Brand loyalty: .
3.3 (The Industry Life Cycle)
.
( stage): ()
(^ stage): .
, .
(Shakeout stage): , .
.
.
(Maturity stage): .
, .
, , .
(
) /
(Decline stage): .
.
3.4
, , . . .
( forces): , () .
, . , , ->
(Technological forces): (Software & hardware) ( , .. ,
).
(.. CDs vs ). (.. MIS).
(Socialcultural forces): .
.
life styles
;
(McDonalds .. - )
(Demographic forces): , . , , .
20 , .
(.. ,
, )
-
/
- (- forces): -
( forces): .
. (GATT, NAFTA, EU)
3.5 .
&
(Environmental complexity): . , ,
. . .
:
.
.
3.6
:
Restructuring ()
Reengineering ( )
&
Competitive intelligence
:
:
(Mechanistic structures)
(centralized authority).
.
.
(Organic structures) . .
3.7 (Boundary Spanning)
.
Boundary spanning (, , ). , . , .
;
4.
4.1
(Stakeholders):
, , , .
.
(Ethics) ( ) :
:
;
;
4.2 (Ethical Models) (Ethical Origins)
(Societal Ethics): , , . (.. ISO, )
.
. : . (Professional ethics): , . : , .
: , ,
(Individual ethics): .
;
, ; , ;
;
;
; ^ ;
;
.
! ( , )
4.3
(Social Responsibility):
:
(Obstructionist response): .
. .
(Defensive response): .
.
*[] .... (Accommodative response):
. Proactive response: .
- (.. Body Shop)
4.4 - ;
.
. !!!!
- -
(Ethical Control System):
Methics ombudsman: ( )
.. /, , . 4.5
, , .
.
.
.
.
;-
(Distributive Justice):
.
(Procedural Justice): /
.. .
.
,
.
. (2002). . .
, (1993). - . :
Daft L. Richard, (2002). .
. (2002). . ,
. . (2002). - . ( ).
(Boundary Spanning) . ;
(Boundary Spanning)
.
Boundary spanning (, , ). , . , .
;
