美国迈阿密大学论文代写：科学管理理论
美国迈阿密大学论文代写：科学管理理论
科学管理理论就是找到完成某项任务的最佳方法。 （Sarker＆Khan，2013年，第01页）。也就是说，如何构建任务以及应该将多少资源（最小）分配给特定任务以便实现最佳输出。弗雷德里克泰勒，现代管理之父在组织中使用理论，现在被称为科学管理理论（Koumparoulis＆Vlachopoulioti，2012）。现代主义和后现代主义管理理论提供了两种截然不同的管理范式。前者提供了寻找通用真理的方法（Engholm，2001），这将有助于组织最佳地利用其资源。后者几乎拒绝所有这些想法，并暗示没有两个组织可以以相同的方式运作，即使它们属于同一行业并且拥有类似的资源（Engholm，2001）。后现代管理专家主张在组织的不同层面和不同的管理职能领域使用不同的，多样化的管理原则和工具（Engholm，2001）。他们完全拒绝采用一种共同的方式或一套可以提高组织效率和效率的原则（Engholm，2001）。除了组织中的管理理论之外，一种相对较新的组织行为方法是将组织视为组织内的文化和活动作为亚文化。虽然有些人认为组织中的文化是粘合剂，将所有东西放在一起（Tharp，2009），但其他人可能更多地将其视为指南针，仅仅指导如何将活动的某些方面集中在组织中（Tharp， 2009）。
美国迈阿密大学论文代写：科学管理理论
Scientific Management Theory is all about finding the best way to accomplish a certain task. (Sarker & Khan, 2013, p. 01). That is, how the task can be structured and how many resources (minimal) should be allotted to the certain task in order to achieve the optimum output. Frederick Taylor, the father of modern management used theories in organizations, which now are being called as Scientific Theory of Management (Koumparoulis & Vlachopoulioti, 2012). Modernism and Postmodernism Theories of Management offer two contrasting paradigms on management. While the former offers ways to find the Universal Truth (Engholm, 2001), which will help the organization to optimally utilize its resources. The latter almost rejects all of such ideas, and suggests that no two organizations can function in the same way, even if they belong to the same industry and have similar resources available to them (Engholm, 2001). Postmodern management gurus advocate the use of different and diverse management principles and tools at different levels and different functional areas of management in organization (Engholm, 2001). They completely reject the idea of having a common way or one set of principles that can lead to effectiveness and efficiency in an organization (Engholm, 2001). Along with theories on management in organization, a relatively new approach towards organizational behaviour has been to view organizations as cultures and activities within the organization as sub cultures. While some people view the culture in an organization as the glue, holding everything together (Tharp, 2009), others might view it more as a compass, one that merely provides direction on how to focus certain aspects of activities in the organization (Tharp, 2009).
