Sponsored Links
This presentation is the property of its rightful owner.
1 / 151

ทฤษฎีการบริหาร และสภาพแวดล้อมทางการบริหาร PowerPoint PPT Presentation


  • 134 Views
  • Uploaded on
  • Presentation posted in: General

ทฤษฎีการบริหาร และสภาพแวดล้อมทางการบริหาร. โดย. ดร.ธีร์วิสิฐ มูลงามกูลจ์ ดร.กล้าณรงค์ สุทธิรอด บรรยายพิเศษ ว่าที่ ดร.กฤษฎา อัครพัทธยากุล. รัฐประศาสนศาสตร์ หมายถึง ศาสตร์หรือองค์ความรู้ที่ เกี่ยวข้องกับ การบริหารราชการ หรือ การบริหารรัฐกิจ. รัฐประศาสนศาสตร์ การบริหารราชการ

Download Presentation

ทฤษฎีการบริหาร และสภาพแวดล้อมทางการบริหาร

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


.

.

.


Public Administration


2

1. 2.

3 1.

2. 3.

(policy)


()

()


()

5


1.


2.


3.


4.


5.


Koontz (1968)

TauskyCurt (1978)

(2526)

(25404)


(2552)


9 ( )

1.

2.

3.

4.

5.


6.

7.

8.

9.


(2526)

1.

2.

3.

4.

5.



1. (Classical management approach)

2.(Behavioral management approach)

3. (The quantitative management approach)

(Management science)

(Operation research)

4.

(Recent development in management theory)


1.

  • (Scientific management)

  • (Bureaucratic management)

  • (Administrative management)


2.

  • (Industrial psychology approach

  • (Hierarchy of needs theory)

  • X Y

(Douglas McGregor)


3.

  • (Operations management)

  • (Management System : MIS)


4.

    • (System theory)

    • Z Ouchi

    • TQM : Total Quality Management


  • (Bureaucratic management)

  • (Adhocracy)

  • Balanced Scorecard

  • (Benchmarking)

  • ( Core Competence)

  • (Decentralization)

  • ( Empowerment)


()

  • (Management by objective)

  • (Organizational Excellence)

  • ( Stakeholders)

  • X Y z

  • TQM(total quality management)

  • (System theory)

  • 7s

  • 4m

  • 14


()

    • Barnard

  • ( Learning Organizational)

  • (results based management; RBM)

    • ( Participative Management)

  • POSDCORB model

  • P4. DRUCBOWBIGSIC Model


(Bureaucratic managementMax Weber (1864-1920)



Weber

1 .

2.

3.

4.

5 .

6.


1 .

2.

3.

4.

5 .

6.

7.

8.

9.

10.

11.


  • Weber 3

  • 1.

  • 2.

  • 3.


Max Weber 7

1. 2. 3. 4. 5. 6. 7.


(hierarchy)


(responsibility)


(rationality)

Weber


(achievement orientation)


(Specialization)


(discipline)


(Professionalization)


(Warren G Bennis , 1968) (Alvin Toffler, 1970)


(Alvin Toffler, 1970)

Toffler


(Henry Mintzberg , 1979)

4 ()

Henry Mintzberg (2x2)

1.

2.

3.

4.


Henry Mintzberg (2x2)






Balanced Scorecard (BSC)

(Robert S. Kaplan and David Norton)

2 4

1. 2.3. 4.


?

(...................)

()


?

1. 2. () 3. 4.


?

.......


?

(learning) (training)

..


Balanced Scorecard 4

Balanced Scorecard


(Benchmarking)

(Xerox ,1970)

Benchmarking


Xerox



  • 2-3


Benchmarking


( Core Competence)

(Hamel and Prahalad,1990)

. Black and Decker .Canon .Honda .3m


Hamel and Prahalad 3

1.

2.

3.


(Decentralization)

(Alfred P. Sloan,1963)

2



Gerard Seijts and Dan Crim 10CS

  • connect ()

  • career ()

  • clarity ( )

  • convey ()

  • congratulate ( )

  • contribute ()

  • control ()

  • collaborate ()

  • credibility ()

  • confidence()


  • connect ()

2. career ()


3. clarity ( )

4. convey ()


5 .congratulate ( )

6. contribute ()


7.control ()

8. collaborate ()


9. credibility ()

10. confidence()


(Management by objective)

(Peter Drucker,1954)

()


smart


Specific ()

Measurable ()

Achievable ()

Realistic ()

Time-related ()


(Organizational Excellence)Peters and Waterman, 1982

Peters Waterman 8

1.

2.


3.

4.


5.

6.

7.

8.


( Stakeholders)

James E Post , Lee E Preston,1984

Post Preston

7


1.

2.


3.

4.


5.

6.


  • ()

  • ()


X Y

(Douglas McGregor,1960)

  • x Y

  • x ()


x

  • y ()


y

Z (William Ouchi, 1980)



TQM(total quality management)

(W. Edwards Deming, 1951)

TQM


" " PDCA

PDCA

1. (plan)

2. (do)

3. (check)

4. (action)


(System theory)

(Richard L Daft,1998)


2

1.

2.

8



5

1.

2.

3.

4.

5.


(David Easton)

  • (Input)

  • (Transformation process)

  • (Outputs)

  • (Feedback)

  • (External environment)


7s (Tom Peter and Robert Waterman,1982) ( Mckinsey)

7S


McKinney 7-S Framework 7

structure

systems

strategy

Shared

values

skills

style

staff


1. (structure)

2. strategy


3. (systems)

4. (style)


5. (staff)

6. (skills)

7. (Share values)


4 m

4

  • man

  • money

  • material

  • management

Good Services


(man)


(money)


(material)


(management)


5. (Market)

6 (Morality)

7 (Message)

8 (Minute)

9 (Measurement)


14 (HenriFayol,1927)

14


1. (Divisionofwork)


2. (Authorityandresponsibility)


3. (Unityofcommand)

4. (Unityofdirection)


5. (Centralization)


  • (Discipline)

  • 7. (Sub-ordinationof individualities to general interest)


8. (Remunerationofpersonnel)

9. (Order)

10. (Equality)


11. (Stabilityoftenureofpersonnel)

12. (Initiative)


13. (Scalarchain) Gang plank Fayol bridge

14. (Espritde corps)



Abraham Maslow,1940

5

1.


2.


3. 2


4.


5.


Barnard,1968

the function of the executive 8

1.

2.


  • 3.

  • 4.


5.

6.


7.

8.



( Learning Organizational) Chris Argyris,1978,Peter Senge ,1990

5


1. (personal mastery)

human mastery 1 .

2. 3


2. (mental models)

2.1

2.2


3. (shared vision)


1.

2.

3.

4.


4. (team learning)


5. (systems thinking)


1.

2.

3.


(results based management; RBM)

Richard S. Williams, 1998

(effectiveness)



4


4

1. (SWOT analysis) (vision) (mission) (objective) (target) (strategy) (key performance indicators)


2. (baseline data) (quantity) (quality) (time) (place)



4.


1.

2.

3.


4.

5.


6.


7.

8.


( Participative Management)

Mary Parker Follet

(Human Relation Approach) (Participative Management)


(Swanaburg ,1996 )

1. (Trust)

2. (Commitment)

3. (Goals and objectives)

4. (Autonomy)


(Likert ,1961 )

1.

2.

3.

4.


5.

6.

7.


1.

2.

3.

4.

5.

6.

7.

8.


POSDCORB model

(Luther Gulick Lyndal Urwick ,1937)

7 POSDCORB Model


1. P = Planning (policy)

2. O = Organization


  • S = Staff put the right man on the right job

  • 4. D=Direction (leadership making) (human relations) (motivation)


5. CO=Coordination

6. R=Reporting (public relations)


7. B=Budgeting


P4. DRUCBOWBIGSIC Model

( ,2552)

P4. DRUCBOWBIGSIC Model


P= Politically Leader

P = Planning

P = Participation

P = Political

D = Direction

R = Reporting

U = Unity Management

C= Coordination


B = Budgeting of local organization .

O = Out incoming

W = wage

B = Budgeting of Government

I = In incoming .

G = Geography surround

S = Society

I = Influence

C = Capacity


  • Login