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本文内容 1.0 前言 3 2.0 组织的概述 3 2.01 对大众集团的简介 3 2.02 组织结构 4 2.03 生产线 5 2.04 财务方面 6 2.041 财务部门的结构 6 2.042 财务状况 6 2.05 人力资源方面 7 3.0 审查的理论 7 3.01 审查的经典理论 7 3.011 科学管理和F.W.泰勒的贡献 8 3.012 官僚主义和马克斯·韦伯的贡献 9 3.013 综合管理和亨利•法约尔的贡献 10 3.02 人际关系处理的方法 11 4.0 应用程序的组织 12 4.01 古典管理方法的应用 12 4.02 应用程序中人际关系的处理方法 13 5.0 结论 14
6.0 参考文献 14 1.0 前言
近年来,在企业和经济的发展过程中，管理发挥着越来越重要的作用。然而,一些学者认为,经典的管理方法已经过时,经典的管理方法对今天的经济和管理活动已经不再起至关重要的作用。但是，不可否认，古典管理理论为现代管理理论和现代管理提供了必要的基础和指导方法。同时,人际关系管理方法的进一步发展,更符合现代管理的发展要求。在这份报告中,我们将简单介绍合适的“经典的”和“人际关系”管理理论方法和批判性评估是如何应用到今天的大众汽车集团发展中的。
Table of Contents 1.0 Introduction. 3 2.0 Overview of organization. 3 2.01 About Volkswagen group. 3 2.02 Organization structure. 4 2.03 Production line. 5 2.04 Financial aspect 6 2.041 Structure of the financial department 6 2.042 Financial situation. 6 2.05 Human resource aspect 7 3.0 Review of theory. 7 3.01 Review of Classical theory. 7 3.011 Scientific management and the contribution of F.W. Taylor. 8 3.012 Bureaucracy and the contribution of Max Weber. 9 3.013 General management and the contribution of Henri Fayol 10 3.02 Review of Human Relations approach. 11 4.0 Application organization. 12 4.01 Application of classical management method. 12 4.02 Application of Human Relations approach. 13 5.0 Conclusion. 14
6.0 Reference. 14 1.0 Introduction
In recent years, management has already played more and more important role in the development of enterprise even economy. However, some scholars believe that the classical management approach has been out of date and the classical management approach has on roles in today’s economic and management activities. Classical management theory provides the necessary foundation for the establishment of the modern management theory and provides guidance for modern management’s methods. Meanwhile, human relations approach the further development of management and more comply with the requirement of the development of modern management. In this report, we will introduce appropriate literature on both the ‘classical’ and ‘human relations’ approaches to management theory and critically evaluate how these are applied to the Volkswagen Group today.
2.0 Overview of organization 2.01 About Volkswagen group
Volkswagen group was established in 1938 and the headquarters is located in wolfsburg in Germany. So far, Volkswagen group is the largest car company in Europe and is one of the most powerful multinational companies in the automotive industry in the world. In 2004, Volkswagen group got a total of 5 million cars sales to consumers around the world. Group currently has nine big famous brands: Volkswagen (Germany), audi (Germany), lamborghini (Italy), bentley, bugatti (UK) (France), seat (Spain), skoda (Czech republic), Volkswagen commercial vehicles (Germany) and porsche (Germany). Volkswagen group has built 68 wholly owned enterprises and joint-stock enterprises in the world and business fields include research and development of automotive, production, sales, logistics, services, auto parts, car rental, financial services, car insurance, banking, IT service and other fields. 2.02 Organization structure
Volkswagen group dealer organization is a typical functional departmentalization and is a kind of typical common organizational structure. This organizational structure has its advantages and disadvantages. Firstly, we will discuss its advantages. Firstly, specialized division of labor can make the department managers concentrate on research product development and manufacturing, or actively explore to development of market, or the analysis and evaluate funds movement. Secondly, under the leadership of the supreme head, departments engaged in the part of the interdependent whole activities, which is conducive to maintain the highest administrative authority command and to maintain the unity of organization. Finally, Departments only be responsible for one type of business activity, which can help staff training, communicate with each other, and to raise the level of technology.
However, typical functional departmentalization also has its disadvantages. Firstly, because all kinds of product sales, service are concentrated in the same sector and all kinds of business bring to difference contribution, which is not conducive to product structure adjustment of business enterprise product structure adjustment. Secondly, each department head only engaged in some kind of specialized business management for a long time and they are lack of overall vision, which is unfavorable to the cultivation of senior management personnel. Finally, owing to the nature of the business activities, various functional departments may only pay attention to their own criteria to action, which, therefore, may make the interdependent activities between departments is not coordinated and affect the organizations overall goals. We can use the below graph to describe the dealer organization of Volkswagen group: General Manager of dealer Sales director Service director Marketing director CRM Director Executive director
Chief financial officer 2.03 Production line
Volkswagen group insists on using the first-class production equipment and process in the world. Firstly, Advanced full automatic stamping production line, two 2000 t closed rapid prototyping of multistage compressor, a large amount of using robots to ensure the precision stamping parts. Secondly, advanced laser welding technology and a large number of welding robots greatly improves rigid intensity of body structure and the finish of surface. Thirdly, two-sided galvanized steel, advanced cavity injection wax process and combining with advanced coating car technology and automatic spraying equipment could guarantee body for several years. Fourthly, precision honing process of water cold testing technology, automated production line and assembly line ensure the good performance of the engine. Finally, assembly line of using modular production mode and advanced laser online testing equipment can ensure stable and reliable of the car manufacturing quality. 2.04 Financial aspect
2.041 Structure of the financial department
Finance department is one of the important departments of dealers, it has accounting/reporting and financial management/control, financial operations and other functions. Through grasping and controlling the cash flow of enterprise, appropriately control risk, Volkswagen group finally realizes the enterprise value and shareholder value. 2.042 Financial situation
According to UK car magazine autocar, Volkswagen group recently released its 2012 financial situation, profits from the previous year's $9.78 billion to $9.95 billion. Besides, the total sales revenue reached $166.8 billion in 2012 compared with $137.9 billion in 2011 and increased 21%. Volkswagen group chairman, Martin Winterkorn pointed out that with the passage of time, Volkswagen group’s business economic situation is becoming more and more serious. However, we also achieved the goal of 2012.
Volkswagen group got 9.3 million’s sales around the world in 2012 and increased by 12.2% compared with 9 million in 2011. Not only sales and profits achieved growth but also the numbers of employees from 501956 in 2011 rose to 549763 in 2012. Because of the successful acquisition to porsche and a series of new models’ launching in 2013 according to plan, Volkswagen group is expected its growth trend will continue. Martin winterkorn said quietly, the spread of mass for the fierce competition and increasingly European economic crisis did not entirely unaffected Volkswagen group, but based on our solid financial and profitability, Volkswagen group is expected that it will continue to maintain leading position and operating income will surpass last year. Due to the deepening economic uncertainty and competition, Volkswagen group’s goal will equal to last year's levels. 2.05 Human resource aspect
According to media reports, in 2011, Volkswagen group created a total of 28000 new jobs, increased by 100000 employees around the world. By the end of November this year, the mass number of employees in Volkswagen group reached a total of 500000 people around the world. In the 28000 new jobs which Volkswagen group created in 2011, about 7000 are created in Germany; about 11000 are created in other European countries; about 10000 new jobs are created in these countries outside Europe, such as China, India and the United States.#p#分页标题#e#
Both experienced talent and college graduates are recruited by Volkswagen group. In 2011, Volkswagen group total recruited almost 11000 college graduates and other employees, including 3100 college graduates and 2500 apprentices in Germany. In addition to recruit employees, in March 1 in 2011, Volkswagen group completed the takeover of Porsche Salzburg and hold Porsche Holding Salzburg, which lead to 20000 employees join in Volkswagen group. In addition, on November 9, 2011 50000 employees of truck maker in MAN become part of the Volkswagen group. By the end of November in 2011, Volkswagen group hired 220000 in Germany employees in total and hired 500000 employees around the world. In late 2010, Volkswagen group hired 181000 in Germany employees in total and hired 399000 employees around the world.
3.0 Review of theory 3.01 Review of Classical theory
The classical approach is concerned with, and based on, a number of fundamental principles: such as, clarity of organisational purpose; effectiveness of structure; efficiency; the division of work; clarity of duty and responsibility at all levels; formal organisational relationships; clear logical planning; a hierarchical approach to management structure; an assumption of rational and logical behaviour. Classical management theory mainly includes Weber’s bureaucracy management, Taylor’s scientific management and Fayor’s general management principles. 3.011 Scientific management and the contribution of Taylor Firstly, the main content of scientific management
The creator of scientific management theory is Frederick W. Taylor (1856 to 1917), he first put forward the concept of scientific management. Therefore, Frederick W. Taylor has been widely described as the ‘father’ of scientific management. Scientific management is based on analysing, modifying and standardising workflows in the pursuit of efficiency and productivity. Besides, ‘Taylorism’ and ‘scientific management’ are not one and the same though. The latter has arguably undergone a fluid modification over the years (Wrege, Hodgetts, 2000).
The main content of Taylor’s methods is following: it based on a study of around 500 workers at Bethlehem works in Pittsburgh. A ‘first class man’ was found who out-performed others without undue strain; Taylor used time and motion studies to break down each job into component parts to time and record the basic elements of a task; this leads to the establishment of the ‘one best way’ of undertaking the task; in this way a basic ‘science’ of a particular job was determined and, linked to this, financial incentives were put in place to encourage achievement of goals; workers were selected and trained in the step by step methods of the ‘one best way’ for a particular task. However, the main content of scientific management is following: work quota; first-rate workers; standardization; salary reward; separation of plan function and executive function. Secondly, contribution and the shortage of scientific management
Although Taylor himself claimed total success for the Bethlehem project, later investigation (see for example Wrege and Hodgetts, 2000) showed he exaggerated results. In addition, the implementation costs of putting the systems in place were found to be significant. Most of the successes of Taylor’s work (at the time) seemed dependent on those tasks where strength was important. Union opposition sprang from the threat of redundancies implied by the new efficiencies. Individual workers found their work increasingly repetitive and de-skilled under his extreme division of labour (Parker, 2002).
Despite the criticisms of Taylor we have begun to examine, his impact on theory and practice is undeniable. Firstly, his arguably simplistic view of motivation and human relationships paved the way for alternative views, as we will see. We must acknowledge the historical context in which he was working before being overly critical. Secondly, scientific management represents a particularly detailed system of management control over workers. Echoes of this are to be found today in workplaces such as call centres and fast food restaurants (Alvesson, Deetz, 2000). Thirdly, the principles of scientific management have influenced many later developments in practice, such as total quality management, business process re-engineering and the basic production line (Ritzer, 1996). Finally, If nothing else, Peter Drucker claims that Taylor was the first not to take the process of the management of ‘work’ for granted, but to study it in detail, giving us ‘management science’. 3.012 Bureaucracy and the contribution of Max Weber Firstly, the main content of scientific management
Weber focuses on organization theory’s research, puts forward “ideal administrative organization system” theory and he was famous as the father of organization theory. The relationship between organization and its members guided with completely rational criteria. Weber’s main work was on power and authority as a sociologist, and the idea of the legitimacy of legal authority led to his work on bureaucracy (Boyns, 2001). Secondly, characteristics of Bureaucracy
The characteristics of Bureaucracy are summarised in following: specialization of the role or job rather than the person; hierarchy of authority gives a clear distinction between those who administer or manage and those who are managed; systems of rules providing for an efficient and impersonal operation and knowledge of the rules is important; impersonality should mean that advancement and the exercise of authority are not arbitrary (DiPadova, 1996). Finally, the contribution and shortage of bureaucracy
The main contribution of organization theory is putting forward the ideal administrative organization system theory. In order to achieve the goal of an organization, we should put all activities of organization into basic homework and distribute to the members of the organization as official (dos, Powell, Sarshar, 2002). All kinds of business and position organized according to the level principle of function and power. Every job has the rights and obligations of official document provisions, formed a command system or called class system.
The shortage of bureaucracy is showed following: A lack of adaptability or flexibility can cause ‘strategic drift’; initiative can be stifled where rules do not cover every eventuality. Officials become dependent on rules and status and so on; rules, record keeping and paperwork become more important than the ends the administration is supposed to serve (Weymes, 2004); stereotyped behavior can develop and a lack of individuality can grow; there can be a tendency towards officious behavior and hiding behind rules which are themselves obscure to outsiders. 3.013 General management and the contribution of Henri Fayol Firstly, the main content of general management
Fayor took originally and systematically research about organizational management and the later generations called him "the father of the management process". The main content of general management theory includes the following aspects: the relationship of operation and management; fourteen management principle; five functions of management (Mintzberg, 1983); advocating management education (Fells, 2000). Fayor’s fourteen management principle are: division of labor, rights and responsibility, discipline, unity of command, unified leadership, the personal interest obeys collective interests, reasonable compensation, appropriate centralization and decentralization, "springboard" principle, order, fair, keeping personnel stability, pioneer ring spirit, staff work. Five functions of management refer to plan, organization, command, coordination and control (Smith, Boyns, 2005). Secondly, the contribution of general management
Fayol based his theorising on practical experience and advocated practice as well as classroom development; he was the first to propose a unified theory of management, and the first to suggest that management should be taught in schools and colleges. He was perhaps guilty of claiming too much generalizability. Fayol did, however, anticipate the more ‘organic’ view of organisations that we now understand. In this sense he was very different to Taylor (Sheldrake, 2003). He also insisted that successful managers must operate with integrity, also anticipating current interest in ethical and responsible business (Edward, 2002).
Overall, his contribution is very significant, guiding much of the theoretical development that was to follow, although his work did not reach as wide an audience as Taylors until after scientific management was popularised. 3.02 Review of Human Relations approach
Human Relations focuses attention on social relations at work, the actual behaviour of people, leadership and the ‘informal’ organisation. Human relations theory is best summarized as a characterized by a shift in emphasis from the job itself to the worker at that job. Human Relations are beyond physical contributions to include creative, cognitive, and emotional aspects of workers and acknowledges importance of communication (Dawson, 1995). Social relationships are at the heart of organizational behavior and workers often communicate opinions, complaints, suggestions, and feelings to increase satisfaction and production. In the Human Relations, there was a famous test named Hawthorne test.#p#分页标题#e#
4.0 Application organization
With reference to appropriate literature on both the ‘classical’ and ‘human relations’ approach to management theory, however, how to apply to the Volkswagen Group today. We will discuss it from the following aspects.
Because Volkswagen group is the largest car company in Europe and is one of the most powerful multinational companies in the automotive industry in the world. In addition, Group currently has nine big famous brands: Volkswagen (Germany), audi (Germany), lamborghini (Italy), bentley, bugatti (UK) (France), seat (Spain), skoda (Czech republic), Volkswagen commercial vehicles (Germany) and porsche (Germany). Therefore, human resource management is very important to it development. 4.01 Application of classical management method
So we firstly discuss how to apply classic theory to the Volkswagen Group today. Classic theory believed that people are “economic man” and the source of efficiency is come from structure, processes and authority. In addition, classical management method’s structure is also including specialization, hierarchy rules and regulations and its motivation and control refer to monetary rewards and sanctions. Taking above factors into consideration, we believed that classic management method should be applied into quality management and production line management, etc.
Volkswagen Group’s quality management rooted in the heart of quality awareness and strict management system. Firstly, Volkswagen Group could uphold to the rigorous attitude on the quality of products and strives for perfection the spirit. Secondly, Volkswagen Group could put "leading" quality concept and principles into product development, supplier, production, sales and the whole business chain after-sales service (Behara, David, Gundersen, 2001). Thirdly, company should establish a perfect quality assurance system and quality evaluation system and each procedure is under careful monitoring, from the determination of production planning and process equipment to the maintenance of the equipment, from putting raw materials in storage to finished products. 4.02 Application of Human Relations approach
In this section, we will discuss the application of Human Relations approach to Volkswagen Group today. Human relations theorists more pay attention to Social relations and the spiritual level and believed that the source of efficiency is come from catering for emotions, values, opinions and personality. In addition, human relations method’s structure will include these characteristics, imprecise responsibility, lateral communication co-operation and committees and according to human relations method, motivation and control refer to psychological needs and organizational survival. Taking above factors into consideration, we believed that human relations method should be applied into human resource management, corporate culture, financial management, etc.
Apply to human resource management. Human resource management refers to the combination of effective development to human resources, reasonable configuration and scientific management system, laws, procedures and methods. In order to apply to human resource management, Volkswagen Group should do a good human resource management from following aspects: human resource planning work; recruitment and allocation; training and development; performance management; compensation and benefits administration; labor relationship management. Besides, for Volkswagen Group, because it has many dealers around the world, its human resource management is very critical for its long-term development.
In addition, according to human relations approach, Volkswagen Group should pay attention to the development of the employees and we can do it from following measures: making staff training, namely, making training plan, choosing training ways and methods to evaluate training effectiveness according to the needs of individuals, work and enterprise; making career development management, namely, helping staff to develop personal development plans, making personal development in harmony with the development of the enterprise to meet the needs of personal growth.
5.0 Conclusion
In this report, at the first, we briefly introduced the specific situation about Volkswagen group. Secondly, we introduced the content, contribution and shortage of classical management method and human relations management approach in detail. Finally, we showed how to apply both classical management method and human relations management approach in to the Volkswagen Group today.
At this point, Classical management theory provided the necessary basis for modern management theory’s establishment and provided theoretical guidance for management methods in modern enterprise. However, human relations management approach put management science rising to social level. In the modern economic society, we should only apply important management theories and methods in to specific practice can we have continuous core competitiveness.
6.0 Reference Wrege, C. and Hodgetts, R. (2000), “Frederick W. Taylor’s 1899 Pig Iron Observations: Examining Fact, Fiction and Lessons for the New Millenium”, Academy of Management Journal, pp. 1283-1291. Alvesson, M. and Deetz, S.A. (2000), “Doing Critical Management Research”, Sage Series in Management Research, Sage, Thousand Oaks, CA. Ritzer, G. (1996), The McDonaldization of Society. Pine Forge Press, California. Ed Weymes. (2004), “A challenge to traditional management theory”, Foresight, pp. 338-348. Boyns, T. (2001), “Hans and Charles Renold: entrepreneurs in the introduction of scientific management techniques in Britain”, Management Decision, Vol. 13 No. 9, pp. 719-28. Fells, M.J. (2000), “Fayol stands the test of time”, Journal of Management History, Vol. 6 No. 8, pp. 345-60. Ian Smith, Trevor Boyns. (2005), “British management theory and practice: the impact of Fayol”, Management Decision, pp. 1317-1334. Aguinaldo dos. Santos, James Alfred Powell, Marjan Sarshar. (2002), “Evolution of management theory: the case of production management in construction”, Management Decision, pp. 788-796. Parker, M. (2002), Against Management, Polity Press, Cambridge. Laurie Newman DiPadova. (1996), “Towards a Weberian management theory: lessons from Lowell Bennion’s neglected masterwork”, Journal of Management History, pp. 59-74. Ravi S. Behara, David E. Gundersen. (2001), “Analysis of quality management practices in services”, International Journal of Quality & Reliability Management , pp. 584-603. Sheldrake, J. (2003). Management Theory. (2nd Edition) Thompson, London. Christine Edward. (2002), “Guest introduction: Industrial relations and human resource management in an era of accommodation selected papers from the British Academy of Management Annual Conference 2002”, Employee Relations, pp. 531-535. Mintzberg, H. (1983), “Structuring in Fives: Designing Effective Organisations”, Prentice Hall, New Jersey. Patrick Dawson. (1995), “Redefining human resource management: Work restructuring and employee relations at Mobil Adelaide Refinery Type: Case study”, International Journal of Manpower, pp. 47-55. |
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