代写Essay范例：Management and Organizational Theories: Pros and Cons
代写Essay范例-管理与组织理论的优缺点。本文是一篇管理学专业留学essay写作参考，主要内容是评估三大管理和组织理论学派的贡献、优势和劣势，包括：古典管理理论，人文主义理论和权变理论。具体内容请参考以下essay的详细内容。
Task 1
Evaluate the contributions, strengths and weaknesses of the following three major schools of thought in management and organizational theories:
Answer:
Classical management theory:古典管理理论
The classical management theory is a school of thought which management theorists delved into how to find the best possible way for employees to perform their duties.
古典管理理论是一个管理理论家研究如何找到员工履行职责的最佳方式的学派。
Strengths:优点
Current management and organizational structure can provide many of its roots in the classical management theory. One of the main advantages of the classical management theory was a methodology for how management should work remember. Management principles can be seen as a basis for the current management behavior today, such as use as a power of authority and responsibility. Coined in this period
当前的管理和组织结构可以提供其在经典管理理论中的许多根源。经典管理理论的一个主要优点是一种管理应该如何工作的方法。管理原则可以被视为当今管理行为的基础，例如作为权力和责任的使用。在此期间铸造
In addition, another advantage of the classical management theory is the focus on the division of labor. By dividing labor tasks would be faster and more efficiently, thereby increasing productivity. Division of labor can be seen in many applications today, ranging from fast food restaurants, big production. In addition, the classical management theory also gave rise to an autocratic style of leadership, allowing employees to take. Direction and command of their managers
此外，古典管理理论的另一个优点是注重分工。通过分工，任务将更快、更有效，从而提高生产力。如今，从快餐店到大型生产，在许多应用中都可以看到分工。此外，古典管理理论还产生了一种专制的领导风格，允许员工采取行动。经理的指导和指挥
PRESIDENT 总裁
CEO 首席执行官
MANAGER 经理
SUPERVISOR 主管
EMPLOYEES 员工
WEAKNESSES: 缺点
The main weakness of the classical management theory arose from its tough, rigid structure. One of the main principles of the classical management theory is to increase productivity and efficiency; however, achieving these goals often came at the expense of creativity and human relations. Oftentimes, employers and theorists would focus on scientific, almost mechanical ways of increasing productivity. For example, managers would use assembly line methods and project management theories that focused on efficient division of tasks.
古典管理理论的主要弱点来自其强硬、僵化的结构。经典管理理论的主要原则之一是提高生产力和效率；然而，实现这些目标往往以牺牲创造力和人际关系为代价。通常，雇主和理论家会关注提高生产力的科学、几乎机械的方法。例如，管理者将使用流水线方法和项目管理理论，这些方法侧重于任务的有效分工。
Humanistic Theory:人文主义理论
The Humanistic Management Center advocates a paradigm shift away from economistic views on market activities in the direction of a humanistic attitude. To move from criticism of the status quo towards abundant discourse on alternatives we have developed a three stepped approach offering guidance and a broadcaster for reflection on managerial decisions as well as decision making routes. We understand humanistic management on the basis of three interrelated dimensions.
人文主义管理中心主张从市场活动的经济学观点转向人文主义态度。为了从对现状的批评转向对替代方案的大量讨论，我们制定了一种三步走的方法，为管理决策和决策路线的反思提供指导和广播。我们在三个相互关联的维度上理解人本管理。
STRENGTHS:优点
It’s a holistic theory, so it looks the entire whole person. For example most other theories reduce people to ‘components’, in order to treat disorders; the humanist theory would state that the answer lies from looking at the entire person.
这是一个整体理论，所以它看起来是整个人。例如，大多数其他理论都将人简化为“成分”，以治疗疾病；人文主义理论会说，答案在于看整个人。
Weaknesses:缺点
Lack of empirical evidence, the self-help therapy involved can teach narcissistic tendencies. The disadvantage of the ‘humanist’ approach becomes all too evident at a ‘humanist’ funeral. There is absolutely no comfort in the words of the ‘so called’ service, and absolutely no hope to the relatives and friends of the dead person of the resurrection which Jesus proved and of life after death.
缺乏经验证据，所涉及的自助疗法可以教导自恋倾向。“人道主义”方法的缺点在“人道主义者”葬礼上变得非常明显。“所谓的”服务的话语中绝对没有安慰，也绝对没有希望给死者的亲属和朋友带来耶稣所证明的复活和死后的生活。
Contingency Theory: 权变理论
The contingency school of management can be summarized as an “it all depends” approach. The appropriate management actions and approaches depend on the situation. Managers with a contingency view use a flexible approach, draw on a variety of theories and experiences, and evaluate many options as they solve problems.
应急管理学派可以概括为“一切取决于”的方法。适当的管理行动和方法取决于情况。具有应急观点的管理者使用灵活的方法，借鉴各种理论和经验，并在解决问题时评估许多选项。
STRENGTHS:优点
Leader Identification:领导者身份
Fiedler’s model gives organizations a rapid method to identify a particular group of the best. Potential leaders the theory includes a least-loved colleague scale, which helps identifies the management of human relations orientation and task orientation of potential leaders. Leaders with a task orientation are best suited to groups in which they defined tasks with a high level of control and supervision. On the other hand, leaders can a relationship orientation to use to get the job done their interpersonal skills and can deal with complex problems when taking decisions.
Fiedler的模型为组织提供了一种快速的方法来识别特定的最佳群体。潜在领导者该理论包括一个最不受欢迎的同事量表，它有助于确定潜在领导者的人际关系导向和任务导向管理。具有任务导向的领导者最适合他们以高度控制和监督的方式定义任务的团队。另一方面，领导者可以利用人际关系导向来完成工作，他们的人际交往能力也可以在决策时处理复杂的问题。
Flexibility:This theory has been designed as a contingency model and is not intended to describe. All possible situations Because the model is to provide flexible enough to fit all kinds of groups leaders and group relationships. Only the results of example, the margin as a group has a leader with low human relations skills, Fiedler’s model still gives management the ability to make an effective group with clearly defined roles and increasing the capacity of the leader to rewards or provide information to punish their subordinates.
灵活性：这一理论被设计为一个偶然性模型，并不是用来描述的。所有可能的情况因为该模型提供了足够的灵活性，以适应各种各样的团队领导和团队关系。仅举一个例子，作为一个团队的领导者，其人际关系技能较低，这一优势。Fiedler的模型仍然使管理层有能力组建一个具有明确角色的有效团队，并提高领导者奖励或提供信息惩罚下属的能力。
Prescriptive:This model provides managers create by adapting a number of variables. Instrument for effective groups According to Fiedler’s contingency model, there is not just one type of successful leadership style, but each type of leader can thrive in the right group sites. The model provides a number of factors may change management to improve efficiency. Group For example, according to Fiedler’s theory but an impersonal task oriented leader can be effective in a group while the group is highly structured and clearly defined roles.
规定：该模型为管理者提供了通过调整多个变量来创建的功能。有效团队的工具根据Fiedler的权变模型，成功的领导风格不仅有一种，而且每种类型的领导者都能在合适的团队地点茁壮成长。该模型提供了许多可以改变管理以提高效率的因素。例如，根据Fiedler的理论，一个非个人的任务导向型领导者在团队中是有效的，而团队是高度结构化和明确定义的角色。
Weakness:缺点
Leader Position power: Position power is determined at the most basic level of rewards and punishments that the leader has officially at his or her disposal for either reward or punish members of the group based on performance. The more power the leader has, the more favorable the situation. 领导职位权力：职位权力是在最基本的奖励和惩罚级别上确定的，领导者可以根据绩效对团队成员进行奖励或惩罚。领导者的权力越大，形势就越有利。
Different Organizational Structures:不同的组织结构
SchoolorganizationalStructure学校组织结构:
Company Organizational Structure:公司组织结构
The sources of power, influence, and authority within present-day organizations, and explain their impact and effectiveness on organizational structure:
当今组织中权力、影响力和权威的来源，并解释其对组织结构的影响和效力
Sources are the full utilization of resources in the management. Managers very well how to make use of the person to use and in what area it is perfect. Managers know the second person to lead the charge.
资源是管理层对资源的充分利用。管理者非常清楚如何利用要使用的人，以及在哪个领域是完美的。经理们知道第二个负责人。
Following the organization 遵循组织
Compare and contrast the traditional and the current outlook of the following:比较和对比以下方面的传统和当前前景
1) Delegation.:授权
There are delegates going into the meeting and represent the company in the other meetings that are held throughout the world. The person who talks about the organization and the goals of the organization.
有代表参加会议，并代表公司参加世界各地举行的其他会议。谈论组织和组织目标的人。
2) Participation:参与
There is the participation of managers and other employees and the boss. But in some organizations, the boss only participates in decision making.
经理、其他员工和老板都参与其中。但在一些组织中，老板只参与决策。
. 3) Decision-making:决策
The boss makes the decision after consultation with all the managers and other employees. Boss gives the right to take part in some cases, the manager decisions. Identify and examine the principles for vertical and horizontal coordination in relation to their past and current relevance to management effectiveness:
老板在与所有经理和其他员工协商后做出决定。在某些情况下，老板有权参与经理的决策。根据过去和当前与管理有效性的相关性，确定并检查纵向和横向协调原则：
Determinants of Emergency Management Effectiveness 应急管理有效性的决定因素
There is a considerable amount of research conducted over the past 30 years that many conditions influence the effectiveness of Lemmas been. Identifies this research will be further described in the following pages, but can be summarized by the model in Figure 3-2. This figure indicates that LEMA effectiveness measured by such organizational outcomes as quality , timeliness and cost of the risk by the community – is the most direct consequence of the individual results and the schedule adopted and implemented changes . Results for the individual members of the LEMA and LEMC include job satisfaction, organizational commitment, individual effort and attendance, and organizational citizenship behavior. The planning process includes staffing / equipment, organizational structure, team development environment, situational analysis and strategic choice.
在过去30年中进行了大量的研究，许多条件影响了引理的有效性。确定这项研究将在以下几页中进一步描述，但可以通过图3-2中的模型进行总结。该图表明，LEMA的有效性通过质量、，社区风险的及时性和成本——是个人结果以及采用和实施的时间表变化的最直接后果。LEMA和LEMC的个人成员的结果包括工作满意度、组织承诺、个人努力和出勤以及组织公民行为。规划过程包括人员配置/设备、组织结构、团队发展环境、情景分析和战略选择。
In turn, the planning process is determined by the level of community support officers, news media and the public. The planning process is also influenced by risk experience, as measured by direct experience with disasters and vicarious experiences that reveal. Potential impact of future disasters Hazard experience also shows an indirect effect on the planning, through the effects on community support. It is important to recognize that although the model as shown in Figure 3-2 static, that is to say, the arrows starts on the left and finishes on the right side of the figure – the actual process is dynamic, because success tends to be a self-amplifying process in which a produce increased levels of indirect experience with disaster demands (through emergency training, drills and exercises) , community support , better staff and organization , and more emergency planning resources . High degree of individual and organizational outcomes
反过来，规划过程由社区支持官员、新闻媒体和公众的级别决定。规划过程还受到风险经验的影响，风险经验是通过灾难的直接经验和所揭示的替代经验来衡量的。未来灾害的潜在影响危险经验也通过对社区支持的影响对规划产生间接影响。重要的是要认识到，尽管图3-2所示的模型是静态的，也就是说，箭头从图的左侧开始，在图的右侧结束，但实际的过程是动态的，因为成功往往是一个自我放大的过程，在这个过程中，人们对灾难需求产生了更多的间接经验（通过应急培训、演习和演习），社区支持，更好的工作人员和组织，以及更多的应急规划资源。个人和组织成果的高度
Hazard Exposure / Community Vulnerability 危险暴露/社区易损性
Numerous studies have shown the level of community adjustment hazard is increased by the experience of disaster impact, especially catastrophic consequences. To the vulnerability of the community to hazards easier to remember and more likely to encourage. Frequent for action, recent and serious consequences In some cases, this leads to the development of a disaster subculture in which residents routine patterns of disaster behavior (Wenger, 1978) to determine. When disasters are rare, long removed in time, or have had minimal disruptive impacts, vulnerability threat likely to elicit little attention households, organizations, or the community as a whole. However, the exposure of the community can be made ​​by indirect experience gained by reading or hearing about experiences of other communities ‘ with disaster. Salient to environmental hazards These can be obtained through newspaper articles or television accounts or, most powerfully, through first-person accounts – especially if they come from peers (Liddell, 1994a) . For example, a local fire chief is most likely to be affected by the accounts of their experiences other fire chiefs, a city manager is most likely to be affected by another city manager, and so on .
许多研究表明，灾害影响，特别是灾难性后果的经验增加了社区调整风险的水平。社区对危险的脆弱性更容易记忆和鼓励。经常采取行动，近期和严重的后果在某些情况下，这导致了灾难亚文化的发展，在这种亚文化中，居民的日常灾难行为模式得以确定。当灾害罕见、及时消除或破坏性影响最小时，脆弱性威胁可能不会引起家庭、组织或整个社区的关注。然而，通过阅读或听到其他社区的灾难经验，可以间接地了解社区的情况。突出环境危害这些信息可以通过报纸文章或电视报道获得，或者最有力的是通过第一人称报道获得——尤其是如果他们来自同行，一位城市经理最有可能受到另一位城市管理者的影响，依此类推。
Hazard exposure can also be affected by salient cues such as the daily sight of the cooling towers of a nuclear power plant, the intricate maze of piping at a petrochemical plant, or the placards on railcars and trucks passing through town. Information from hazard and vulnerability analyses can also have an effect on the community, but this pallid statistical information is likely to have less of an effect than the vivid first-person accounts described above (Nesbit & Ross, 1980). As will be discussed in the next chapter, Risk Perception and Communication, the psychological impact of hazard/vulnerability analyses can be increased by linking data on hazard exposure to likely personal consequences.
危险暴露也可能受到显著线索的影响，如核电站冷却塔的日常景象、石化厂复杂的管道迷宫，或通过城镇的轨道车和卡车上的标语牌。来自危险和脆弱性分析的信息也会对社区产生影响，但这种苍白的统计信息可能比上述生动的第一人称描述的影响更小。正如将在下一章“风险感知和沟通”中讨论的，通过将危险暴露数据与可能的个人后果联系起来，可以增加危险/脆弱性分析的心理影响。
Task 2
Compare the relevance and application of the motivation theories to workplace behavior in present-day organizations.
比较激励理论与当今组织工作场所行为的相关性和应用
Two content schools of thought:两个内容学派
1.)Physiological needs: The most basic level in the hierarchy, the physiological needs, generally corresponds to the unlearned primary needs discussed earlier. The needs of hunger, thirst, sleep, and sex are some examples. According to the theory, once these basic needs are satisfied, they no longer motivate.
生理需求：层次结构中最基本的层次，即生理需求，通常与前面讨论的未学习的基本需求相对应。饥饿、口渴、睡眠和性的需求就是一些例子。根据该理论，一旦这些基本需求得到满足，它们就不再有动力。
2.)Safety needs: This second level of needs is roughly equivalent to the security need. Maslow stressed emotional as well as physical safety. The whole organism may become a safety-seeking mechanism.
安全需求：第二级需求大致相当于安全需求。马斯洛强调情感和身体安全。整个有机体可能会成为一种寻求安全的机制。
Two process schools of thought:两个过程学派
1.)Esteem needs: The esteem level represents the higher needs of man. The need for power,自尊需求：自尊水平代表人的更高需求
Performance and the status can be considered as part of this level. Maslow carefully pointed out that the esteem level includes both self-respect and self-esteem of others.
性能和状态可被视为此级别的一部分。马斯洛谨慎地指出，自尊水平包括自尊和他人的自尊。
. 2) The need for self-actualization: Maslow important contribution, he portrays this level as the peak of the lower, middle and higher human needs. People who update themselves become complacent and have already realized their potential. Self-Actualization is closely related to the self-concepts. In fact, self-actualization is the motivation of the perception of the reality of the individual self. Evaluate two managerial approaches to motivation below for their distinctive contributions to management in organizations.
自我实现的需要：马斯洛的重要贡献，他将这一层次描绘为人类低、中、高需求的顶峰。更新自己的人变得自满，并且已经意识到自己的潜力。自我实现与自我概念密切相关。事实上，自我实现是个体自我现实感知的动机。评估以下两种激励管理方法，以了解它们对组织管理的独特贡献。
. 1) Pay and performance at work:工资和工作表现
Managers prepare only the grids and paid to the employee. Managers keep a strict eye on the employees how they work and how they perform.
经理只准备网格并支付给员工。管理者严格关注员工的工作方式和表现。
2) Quality of Work Life Programs:工作生活质量计划
Managers only environment friendly and have a look at how their employee’s standard of living. They only tell the job how to improve their work. Skills and communication skills examine the positive or negative implication of management style below in relation to management practice in organizations.
管理者只关注环境友好型员工的生活水平。他们只告诉工作人员如何改进工作。技能和沟通技巧检查以下管理风格对组织管理实践的积极或消极影响。
1.)Autocratic style:专制风格
Boss takes the decision without consulting with the other employees and managers whether the decision is right or wrong.
老板在没有咨询其他员工和经理的情况下做出决定，不管这个决定是对还是错。
2.)Participative style:参与式风格
Boss takes the decision with consulting with the other employees and managers whether the decision is right or wrong.
老板与其他员工和经理协商决定是对还是错。
Examine the job design for Marketing Manager below and answer the following questions.
检查以下市场营销经理的工作设计，并回答以下问题。
What are the motivational effects in terms of task characteristics and personal and work outcomes of the job design options?
在任务特征、个人和工作成果方面，工作设计选项的激励作用是什么？
As a job manager i will motivate the employees in order to achieve the goal and i will also consult the problems which are faced by the employees and how they can overcome it and what are the solutions.
作为一名工作经理，我将激励员工实现目标，我还将咨询员工面临的问题，以及他们如何克服这些问题以及解决方案。
What are the implications of the job design options for management?工作设计选项对管理层有何影响？
If a job manager, it is my duty to hire and fire staff, because if after boss I’m only looking after the company in the absence of the boss. Moreover, I should be the person in whose area he / she is a perfect fit. Evaluate the social influences on individual work effectiveness and motivation and their implications for group functioning and team work:
如果是一名工作经理，我有责任雇佣和解雇员工，因为如果是老板，我只会在老板不在的情况下照顾公司。此外，我应该是他/她最适合的人。评估对个人工作效率和动机的社会影响及其对团队运作和团队工作的影响：
If the employees are faced with a family problem then it will obviously effect the performance of the employee’s work, and moreover it is my duty to motivate so that he can produce more results in the future worker and I have the solution for tell which is faced by him in the society. Problem 如果员工面临家庭问题，那么这显然会影响员工的工作表现。此外，我有责任激励员工，让他在未来的工作中产生更多的成果，我有办法告诉他在社会上面临的问题。
Task 3
1. Describe the distinction between management and leadership roles.描述管理和领导角色之间的区别。
Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction.
领导力是为他们所追随的群体设定一个新的方向或愿景，即领导者是这个新方向的先锋。
Management controls or directs people / resources in a group according to principles or values ​​that have already been established. 2. Explain the impact of management and leadership roles on organizational structure
管理层根据已经确立的原则或价值观控制或指导团队中的人员/资源。2.解释管理和领导角色对组织结构的影响
Managers need to fulfill many roles in an organization and how they deal with different situations will depend on their styles of management. A leadership style is a general method of leadership used by a manager. 3. Compare two different leadership styles and identifies and contrasts attributes and skills required for each style evaluate their strengths and weaknesses in terms of their significance for effective leadership in organizations.
管理者需要在组织中扮演许多角色，他们如何处理不同的情况取决于他们的管理风格。领导风格是经理使用的一种一般领导方法。3.比较两种不同的领导风格，并确定和对比每种风格所需的属性和技能，根据其对组织有效领导的重要性评估其优势和劣势。本站提供各国各专业留学生essay代写或指导服务，如有需要可咨询本平台。
