行政學學派

行政學學派  (作者：海天 )

A. Woodrow Wilson:
1.      administrative objectivisim.
2.      value free administration, speculate politics and administration.
3.      country is run through a political spoil system.

B. Max Weber :
1.      protestant work effect.
2.      achieve salvation through work.
3.      closed system, isolate organizations and employee from private life.

C. Freuderick Taylor:
1.      School of Scientific Management.
2.      Individual, tasks, and productivity can be scientifically determined.
3.      Collect data through objectively understanding of work criteria.
4.      Dissect tasks through scientifically empirical drive, regard people in work setting as machines.
5.      Find best way to complete the work.

D. Fayol:
1.      The 5 Management Components: Planning, organizing, commanding, coordination, and controlling.
2.      Bureaucracy brought down to earth
3.      Concerned with organization and goals.  Ensured that individual interests are subordinated with general goals.
4.      Favors initiative by individuals.
5.      Fight excessive resolution and control red tape.
6.      Scalar chain of command.

E. Luther Gulick & Urwick:
1.      POSDCORB: Planning, organizing, staffing, directing, coordinating, reporting, and budgeting.
2.      designate the work of the executive as concerned with POSDCORB, its symbol is organizational chart.
3.      The 4 organizational bases: purpose, process, clientele or material, and place.

4.      Principle of administration is:
Administrative efficiency will be improved by specialization, limits chain and span of control.

F. Emerson:
Management principle:
1.      Clearly defined goals of organization and individual.
2.      Seek knowledge and advises from everyone.
3.      Strict discipline, adherence to rules.
4.      Justness, fairness, fair deal for everybody.
5.      SOPS (Standard, operation procedures).
6.      Reliable permanent records.
7.      Penalties for inappropriate action.

G. Mayo:
1.      Logical factors are far less important than emotional factors in determines productivity and efficiency.
2.      Work arrangement must satisfy employees' subjectivity for social satisfaction.

H. Doglas McGregor:
1.      Theory X:  People are lazy, lack ambition and try to avoid responsibility.  They must be coerced into working.
2.      Theory Y:  People would perform well if motivated adequately.

I. Rensis Likert:
1.      Behavior in organization is important factor.
2.      Organization is a rigid, autocratic, top-down control explorative complex.
3.      Organization is a benevolent autocracy complex.
4.      Organization is consultative management, while real power belong to managers.
5.      Organization is a participatory decision complex.

J. Herbert Simon:
1.      Few truly value-natural bureaucracy.
2.      Critique for Weber:
a.       People are not mechanistic, the attention to environment, especially the unreasonable value conflict should be concerned.
b.      Employee cannot keep separate from the organization and private life.  Individual factor is important.
c.       Power and informal group should be recognized.

K. Emery & Trist:
1.      Interdependency exit between people and technology.
2.      Open system should consider society and technology.
3.      Technology changes social structure and social relationships.
 
L. Joan Woodward:
Different technology impose different kinds of demands on organizations and individuals.  The result is function and form must be complimented to each other.


M. Jay Galbraith:
Organization seen as the information processor.  He who controls access to information controls the organization.

N.Lorsch & Lawrence:
1.      People have purpose not organization.
2.      Organizations develop segmented units to cope with the environment, which respond to specific needs of the environment with specific functions.
3.      People within the organizations see things differently from one to another.
4.      Adding the teams to improve integration.
5.      Conflict is inherent in all organizations.


O. Cyret & March:
1.      Organizations are adaptively rational system that act on small portions of information available to them.
2.      Open system.
3.      Adaptable-contingency theory.
4.      Good oriented groups run the organization.
5.      Dominant groups' values affect organization.
6.      Problem oriented goals: That Search for decision or goals is motivated by the occurrence of a problem.
P. Charles Lindblom:
1.      People incapable of coping with a deluge of information.
2.      Information is rarely complete.
3.      No time and money.
4.      Different facts draw attention to different values.  The basis of interpretation is value-laden.
5.      Ends adjusted to means:  Preservation of the familiar and presumable the value is the preferred states.
6.      Goal migration.