Mahoney-Ch01--Behavioral-Theory-of-the-FirmPPT文档格式.ppt
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Mahoney-Ch01--Behavioral-Theory-of-the-FirmPPT文档格式.ppt
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wBarnard(1938):
TheFunctionsoftheExecutivewSimon(1947):
AdministrativeBehaviorwMarchandSimon(1958):
OrganizationswCyertandMarch(1963):
ABehavioralTheoryoftheFirmwSimon(1982):
ModelsofBoundedRationalityBarnard(1938)TheFunctionsoftheExecutivewBarnardspurposeistoprovideacomprehensivetheoryofcooperatingbehaviorinformalorganizations.wEssentialfeaturesare:
ThewillingnesstocooperateThecapabilitytocommunicateTheexistenceandacceptanceofpurposeBarnard(1938)TheFunctionsoftheExecutivewBarnardnotesthatsuccessfulcooperationistheabnormal,notthenormalcondition.Whatweobservefromday-to-dayarethesuccessfulsurvivorsamonginnumerablefailures.wFailuretocooperateandfailureoforganizationarecharacteristicfactsofhumanhistory.Barnard(1938)TheFunctionsoftheExecutivewBarnardemphasizestheimportantroleofinformalorganizationwithinformalorganizations.wInformalorganizationistoberegardedasameansofmaintainingthepersonalityoftheindividualagainstcertaineffectsofformalorganizations,whichtendtodisintegratethepersonality.Organizationalefficiencyvs.humanityBarnard(1938)TheFunctionsoftheExecutivewBarnardarguesthatthereexistsa“zoneofindifference”ineachindividualwithinwhichordersareacceptablewithoutconsciousquestioningoftheirauthority.wBarnardsubmitsthatheregardsnothingasmore“real”than“authority.”Barnard(1938)TheFunctionsoftheExecutivewBarnardnotesthatthefineartofexecutivedecision-makingconsistsinnotdecidingquestionsthatarenotpertinent,innotdecidingprematurely,innotmakingadecisionthatcannotbemadeeffective,andinnotmakingdecisionsthatothersshouldmake.Suchgoodjudgmentbytheexecutivethenpreservesmorale,developscompetence,andpreservesauthority.Barnard(1938)TheFunctionsoftheExecutivewBarnardobservesthattheexecutiveprocesstranscendsthecapacityofmereintellectualmethods.Thetermspertinenttotheexecutiveprocessare:
“feeling”“judgment”“sense”“proportion”“balance”“appropriateness”Barnard(1938)TheFunctionsoftheExecutivewBarnardmaintainsthatcoordinationisacreativeact.wBarnardalsoarguesthatorganizationsendureinproportiontothebreadthofthemoralitybywhichtheyaregoverned.“Oldmenandoldwomenplanttrees.”Barnard(1938)TheFunctionsoftheExecutivewBarnardconcludesthat:
“expansionofcooperationandthedevelopmentoftheindividualaremutuallydependentrealities,andthatadueproportionorbalancebetweenthemisanecessaryconditionofhumanwelfare.”Barnard(1938)TheFunctionsoftheExecutivewBarnardpresentsasystemsviewoftheorganizationthatcontains:
Apsychologicaltheoryofmotivationandbehavior;
Asociologicaltheoryofcooperationandcomplexinterdependencies;
andAnideologybasedonmeritocracy.Simon(1947)AdministrativeBehaviorwOrganizationsinfluenceindividualshabits;
wOrganizationsprovidemeansforexercisingauthorityandinfluenceoverothers;
andwOrganizationsinfluencetheflowofcommunications.Simon(1947)AdministrativeBehaviorwSimonarguesthatitispreciselyintherealmwherebehaviorisintendedlyrational,butonlylimitedlyso,thatthereisroomforagenuinetheoryoforganization.wOrganizationalbehavioristhetheoryofintendedandboundedrationality.Simon(1947)AdministrativeBehaviorwOrganizationsenablestableandcomprehensibleexpectationsamongmembers;
wOrganizationalmembers“satisfice”andusesimplerulesofthumbtoinformdecisions;
andwRulesofthumbororganizationalroutinesarethecounterpartofindividualhabits.Routineorhabit有助於預測其行為Simon(1947)AdministrativeBehaviorwSimonsuggeststhefollowingmechanismsoforganizationalinfluence:
Dividesworkamongitsmembers;
Establishesstandardoperatingprocedures;
Transmitsdecisionsbyauthority;
Providesformalandinformalchannelsofcommunication;
andTrainsandinculcatesitsmembers.Simon(1947)AdministrativeBehaviorw“ZoneofAcceptance”SalescontractversusemploymentcontractAnincompletecontractingapproachArealoptionsperspectivewAuthorityRelationship:
EnforcesResponsibilityofIndividual;
SecuresExpertiseinDecisionMaking;
ndPermitsCoordinationofActivities.勞資簽訂僱傭契約,讓資方有彈性可令員工在接受領域之內,從事不同的工作Simon(1947)AdministrativeBehaviorwTheBrainasScarceResource:
Theinformation-processingsystemsofmoderncivilizationswiminanexceedinglyrichsoupofinformation.Inaworldofthiskind,thescarceresourceisnotinformation;
itisprocessingcapacitytoattendtoinformation.Simon(1947)AdministrativeBehaviorwTheBrainasScarceResource:
Attentionisthechiefbottleneckinorganizationalactivity,andthebottleneckbecomesnarrowerandnarroweraswemovetothetopsoftheorganizations.MarchandSimon(1958
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- Mahoney Ch01 Behavioral Theory of the Firm
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