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管理金典:动态管理(中英双语·精典版)

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德鲁克称她为“管理学的先知”。甚至有人将她与弗雷德里克·W·泰勒并列,称为“管理理论之母”;重读福列特,你会发现,所有大家今天以为是全新理念的东西,只不过是福列特观点的一种重新的阐述而已。

Content Description

《管理金典:动态管理(中英双语·精典版)》是玛丽.福列特的演讲集,玛丽.福列特和她的理论是管理学是管理学史上的一个奇迹。她把社会学诸多领域内的知识融会贯通,从而在管理学界提出了独具特色的新型理论,以其独特的视野和超前的思想在管理学领域大放异彩。有人认为,福列特的理论超前了半个世纪甚至八十年。20世纪60年代以后管理学的诸多探索,追根溯源都能在福列特那里得到启示。

Author Description

玛丽·福列特是一位消瘦、秀气、气质非凡、魅力超群,却又一辈子未婚的传奇女性。她是一位波士顿上层社会的社交名流,又是一位具有重大建树的一流学者,她在政治学、经济学、法学和哲学方面都有着极高的素养。
她把社会科学诸多领域内的知识融会贯通,从而在管理学界提出了独具特色的新型理论,当代的大师德鲁克把她称为“管理学的先知”。甚至有人把她与泰罗相提并论,宣称这位杰出的女性应当与“科学管理之父”弗雷德里克?W?泰勒并列,可称之为“管理理论之母”。
Catalogue

第一篇福列特的组织理论
第一章作为一个整体的企业
第一节协商与斗争 / 3
第二节群体责任的意义——调和集权与分权 / 6
第三节职能的重新分配 / 11
第四节职能统一下各种各样的因素和关系 / 14
第五节管理者是各方利益的整合者 / 16
第二章权力
第一节对于权力的渴求 / 20
第二节平等的权力与凌驾的权力 / 23
第三节劳方对权力的要求 / 28
第四节利益、责任、权力——三者缺一不可 / 30
第五节群体谈判是价值的决定因素 / 33
第三章发号施令
第一节行为模式和对命令的服从 / 36
第二节让命令客观化——遵循情境的规律 / 41
第三节服从和自由 / 44
第四章计划社会中的个人主义
第一节国家集体计划的基本原理 / 49
第二节有组织的关系中的自由 / 56
第三节计划的目标 / 59
第四节需要研究的问题 / 60
第二篇企业管理的心理学基础
第一章建设性冲突
第一节处理冲突的方法 / 65
第二节整合的基础 / 68
第三节整合的障碍 / 75
第二章控制心理学
第一节不划界思考——强调将整体作为一个研究单位 / 79
第二节创造统一体的相互活动的性质 / 86
第三节综合的出现 / 89
第四节控制的性质——取决于对统一体的理解 / 91
第五节总结:获取控制的步骤 / 94
第三章调解与仲裁的心理特征
第一节调解与仲裁的区别 / 97
第二节调解超越仲裁的优势 / 99
第三节判断“正确”的重要性——进行整合 / 102
第四章认同与参与的心理特征
第一节被统治者的“认同”并不是民主的恰当表现 / 108
第二节什么是参与 / 109
第三节获取参与 / 110
第四节确保参与的指导规则 / 115
第五节什么不是参与 / 118
第六节小结 / 120
第三篇领导的力量
第一章领导理论与实践的偏差
第一节领导理论 / 122
第二节标准实践与“命令” / 124
第三节职能领导力与性格领导力 / 127
第四节发现和协调领导的种类与程度 / 129
第五节共同目标中的领导 / 133
第六节被领导者在领导情境中的地位 / 135
第二章领导者与专家
第一节领导概念的转变 / 139
第二节决策中专家的角色 / 143
第三节领导是一个联系、组织、经验的问题 / 146
第四节总经理的主要职责 / 148
第五节总结——领导者和企业基本原则的关系 / 152
第四篇企业管理是一门职业
第一章为了具备职业要素,企业管理应该怎样发展
第一节企业管理拥有科学基础的当前标志 / 156
第二节让企业管理更加科学的下一步是什么 / 160
第二章为了成为一门职业企业管理应该怎样发展
第一节服务的含义——职能 / 166
第二节团体组织对职业标准的发展和影响 / 169
第三章职工代表制对把企业管理者塑造成为被下属接受型管理者的影响
第一节对“职工代表制”概念的认知不足 / 176
第二节在实施职能权力时,职工代表制是健全组织的一部分 / 180
第三节企业管理作为一种职业和职工代表制同步发展的重要性 / 183
◎附录企业管理中责任的意义
第一节最终职权的构想 / 186
第二节职能性职权伴随着职能性责任 / 189
第三节职权分散的实证 / 190
第四节集权和分权是同一事情的不同部分 / 191
CONTENTS
First FOLLETT ON THE THEORY OF ORGANIZATION
Chapter I BUSINESS AS AN INTEGRATIVE UNITY..................................... 197
Chapter II POWER ............................................................................................. 216
Chapter III THE GIVING OF ORDERS............................................................. 233
Chapter IV INDIVIDUALISM IN A PLANNED SOCIETY............................. 249
Second PSYCHOLOGICAL FOUNDATIONS OF BUSINESS
ADMINISTRATION
Chapter I CONSTRUCTIVE CONFLICT .......................................................... 265
Chapter II THE PSYCHOLOGY OF CONTROL............................................... 281
Chapter III THE PSYCHOLOGY
OF CONCILIATION AND ARBITRATION................................... 303
Chapter IV THE PSYCHOLOGY OF CONSENT AND PARTICIPATION..... 317
Third BUSINESS LEADERSHIP
Chapter I SOME DISCREPANCIES
IN LEADERSHIP THEORY AND PRACTICE.................................. 333
Chapter II LEADER AND EXPERT.................................................................... 353
Fourth BUSINESS MANAGEMENT AS A PROFESSION
Chapter I HOW MUST BUSINESS MANAGEMENT DEVELOF IN ORDER
TO POSSESS THE ESSENTIALS OF A PROFESSION?................ 372
Chapter II VI HOW MUST BUSINESS MANAGEMENT
DEVELOP IN ORDER TO BECOME A PROFESSION................. 384
Chapter III THE INFLUENCE OF EMPLOYEE REPRESENTATION IN A REMOULDING
OF THE ACCEPTED TYPE OF BUSINESS MANAGER.......... 395
Book Abstract

第一章作为一个整体的企业
本文再版于《企业管理的科学基础》(Scientific Foundations of Business Administration ),亨利C?梅特卡夫(Henry C?Metcalf)编,巴尔的摩:Williams and Wilkins 出版公司,1926 年。本文首次在1925 年1 月的人事管理局会议中发表。
一名工厂的部门主管曾经跟我提起:“我不是靠工资生活的人,每天工作数个小时。半夜醒来的时候,如果我想到一个对工厂有益的建议,它也是属于工厂的。”他指的是靠工资生活的人无法体会到这一点。假如企业的组织让靠工资生活的人体会不到这一点,那么企业有可能达到最高的效率和服务水平吗?
我们正在讨论的主题,即整合的统一体,已经远远超越了工人在行业中的地位这一概念。我认为,企业管理或者行业组织的第一项测试,应该看企业是否符合下面的情况:它的所有部分相互协调一致,紧密结合,各自的活动得以调整,从而互相配合、互相关联,形成一个运转的整体。这不是各个部分的简单堆积,而是一个功能整体,或者说是一个整合的统一体。
我是从肯普夫那里得知的这些观点,他是一名精神生物学家。我认为,这代表了一条深奥的哲学和心理学原则,能够帮助我们找到企业组织的实践方法。因为这条原则适用于人与人之间、服务之间、部门之间的关系,以及企业中存在的缺陷。我们怎样才能获得一个整合的统一体?我们怎样才能知道什么时候会实现?什么样的测试能够展示出我们正在向它靠近?
一家工厂施行了分红制度。我曾经跟一位在那里工作的女孩交谈,询问她这一举措让她的态度发生了什么样的改变。她回答说:“工厂里有一个花园,过去我从来没有去那里摘过花。因为它们不属于我。但是,自从认为我拥有它的一部分,我有时候就会走进花园,摘下一些紫罗兰。”这让我想起了在幼儿园听到的“吹笛子的彼得”的绕口令。我说:“如果所有人都去摘紫罗兰,那人们摘的这么多的紫罗兰应该放在哪里呢?”
如果整合的统一体并不意味着能任意采摘工厂花园里紫罗兰,更不意味着作为股东就能免费搭乘火车,那么它指的到底是什么呢?职工代表制度是我们所搜寻的统一体的一种吗?它甚至很少成为职工代表制度的目标。对许多人来说,引进劳资协议会以及工厂委员会,也许只是意味着群体谈判范围的变化。
W·L·斯托达德在其关于工厂委员会的著作中说:“群体谈判是商店委员会赖以存在的基本理论。”他对此提出了赞赏。“我们能看到,相同的事情被反复提及。我觉得,我们在很大程度上,并没有运用这个概念来提升企业和产业的组织。我认为,职工代表制度的目标不应该只是将双方的对峙转移到不同的领域,而是应该去去发现分歧在多大程度上能够被消除。群体谈判只是权宜之计。这是因为它没有进行创造,所以没有真正的活力。群体谈判弥补了工资、工作时间以及工作状况的局限。它可能被构想成是对政策局限的弥补,但是它没有进行创造。
企业政策的形成与实施是基于一条与此完全不同的原则。我希望,群体谈判继续下去,直到我们发现更好的方式为止。同时,我也相信更好的方式终将被发现,或者正在被发现。
……

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