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Published papers whose appeal lies in their subject-matter rather than their technical statistical contents. Medical, social, educational, legal,demographic and governmental issues are of particular concern.
The period 1890-1940 marks the first systematic attempt to analyse and understand how commercial organizations function. Prior to this period, most attention had been focused on inputs into businesses--specifically the three factors of production: land, labour and capital--and to a much lesser extent, on the products and services they produced and sold. Now, businessmen and social scientists alike began turning their attention to the organization itself: how it was formed, how it was organized and controlled, and how it functioned. In doing so, they laid the groundwork for the field that we know today as organization behaviour. This set includes work by both academics and practitioners, including some of the leading business thinkers of the early twentieth century: Elton Mayo, Mary Parker Follett, Dexter Kimball and Lillian Gilbreth. Together, the submissions show how new disciplines like psychology and sociology as well as the principles of scientific management were brought to bear on the problem. Then as now, the problems faced by the managers of large businesses were both practical and moral: how to achieve maximum efficiency, how to create a workplace climate that attracted the most highly skilled and loyal employees, how to ensure efficient communication and promote innovation, and how to achieving lasting competitive advantage and success. (Many of these themes were also touched on in Thoemmes Press's earlier set "Human Resource Management, and "Organization Behaviour serves as a valuable companion to that collection.)
Taylorism was criticised for its over-simplistic view of what motivated the worker. Oliver Sheldon's theme was that though Taylorism had helped the development of a science of management, such work should not detract from the predominantly human job of the manager to manage. His work prefigures the human relations approach to management theory of Elton Mayo and F. J. Roethlisberger in rejecting the notion that economic incentives largely explain employee behaviour.
This book focuses on the establishment process of the Japanese style of management (JSM). Traditionally, it has been widely believed that the JSM is native to Japan and consists of three pillars: lifetime employment, a seniority-based wage system, and company unions. This book opposes these traditional views on the JSM and argues that it has been shaped by the influence of management theories and ideas of other countries. The JSM has not only adopted the ideas and concepts of other countries, but also has refined, translated, and customized them to make such ideas and concepts acceptable in Japan. The hypothesis presented here is that in the postwar period of rapid growth, the JSM was a hybrid set of management theories and techniques greatly influenced by American ideas about management. This book concentrates on the impact of American management theories and ideas on the JSM. Taking the historical point of view, it clarifies that impact not only for academics but also for business people. The hypothesis propounded here is that some of those theories and ideas have been accepted whereas some of them have been rejected and eventually made irrelevant. The following issues are discussed: scientific management, the human relations school, Barnard’s organizational theory, Drucker’s management thoughts, strategic management, human resource management, and corporate culture.