1

1.
1.1
.-
.
: .
:
( ) ...
^, , ,
:
,
,
,
, ,
.

.
1.2
/
/
.
(.. )

/
/


1.3

.
^:
.
,
.
: (
;), .

.

1.4
Henri Fayol
(CEO) 19 .
Fayol ,
,
:

 (Planning),
(organizing),
(leading),
(controlling).
4

. 3
:
1. ?
2. ?
3. ?
.

,

.

.
(lines of authority)
.
(organizational structure)
.

-
,

.
, , ,
.
(motivation)
/ (commitment) .

(Controlling)
,
.
,
.
.

.


(Restructuring)
(Top Management)
. Downsizing:
. (
) .


^(Empowerment):

*- (Self-managed teams):
.

.
1.5
Mintzberg.

.
(are directed)
.
3 :
1. (Interpersonal)
2. (Informational)
3. (Decisional)
(^^^1)
/
. "" (Figureheadrole):
. m(Leader role): ,
, ^ (Liaison role):
(
/ & )

(Informational)

.
(Monitor role):
.
:
.
^ (Spokesperson role):
()

 (Decisional)

. ^(Entrepreneur role):
, .
(Disturbance handler role):
.
(Resource allocator role):
, . ^
(Negotiator role):
.
1.6
3 -
.
1. (Conceptualskills):
.
2. (Human skills):
, ,
.
3. (Technicalskills):

. marketing,
.
,
.

2. H
2.1
19 .
( ,
, )

: ;
(Job specialization)
Adam Smith
:
Craft - .
Factory - .
.
.
,
.
2.2 (Scientific Management)
5

 Frederick Taylor, 19 .

(tasks)
.
Taylor
.
4
4 :
1.
.
^

2. .
.
3.
2.
4.

2.3
Taylor (
)

.
()

-.
:
: Gilbreths
Frank Lillian Gilbreth Taylor.
.
( ):
1.
2. .
3. .
Gilbreths , , ,
.
2.4
:

Weber


.
Weber

2.5 :

1) ()

2)
(performance) .

3)
. .

4)
.
.
5) (Rules),
(Standard Operating Procedures (SOPs)),
(norms)
6)
"red-tape" ( )
.
2.6 Fayol
Henri Fayol, 14 :

1. (Division of Labor):
, Fayol
.
2. (Authority and Responsibility): Fayol
(special
expertise) .
3. ( /ni'ty of Command):

4. (Line of Authority):
.
5. (Centralization):
.
Fayol
6. (Unity of Direction):
.
7. (Equity): .
8. (Order):
( (job
satisfaction)
9. (initiative). .
10. (Discipline):

Fayol
11. (Remuneration):

12. (Stability of Tenure):

.
13. :

14. Esprit de corps:
2.7

(, )
Mary Parker Follett:
.
.
2.8 Hawthorne
Hawthorne Western Electric
Co. 1924-1932.
.
, .
Hawthorne effect:

2.9 X Y
Douglas McGregor
:
^X: ,
.
.
^ Y: ,

.

.

2.10 Z
William Ouchi .. .
.


.. . Z

,
.

2.11

.
(Quantitative management): &
, , , . .
(Operations management):
.
(TQM):
.
(MIS):

2.12 -

:
(Input): . (Conversion):
. (^^):
.

. .
,
. ^(Synergy): 1 + 1 > 2

Contingency Theory
.

.
,
.
- .

(Mechanistic): . ( X)
.
(^^): . ( Y)
.

, ,

3.
3.1
(Organizational Environment):
.
(^) /
(Threats) .

(Opportunities): ""
, ,
(Threats): .
, ,.
.

3.2
(Task Environment): , ,
, .
^^^): ( ).



^(Distributors): .
super market .

(Customers):
, -
.
: .
^
.
.

(8 to entry)
:
(Economies of scale):
.
Brand loyalty: .

3.3 (The Industry Life Cycle)

.
( stage):
()
(^ stage):
.
,
.
(Shakeout stage): ,
.
.
.
(Maturity stage): .
, .
, , .
(

10

) /
(Decline stage): .
.
3.4
, , .
.

.
( forces): , ()
.
, .
, ,
->
(Technological forces): (Software &
hardware) (
, .. , ).

(.. CDs vs ).
(.. MIS).
(Socialcultural forces):
.

.
life styles
;
(McDonalds .. - )
(Demographic forces): ,
. , , .
20 ,
.


(.. ,
, )
-
/

- (- forces):
-

( forces):
.
.
(GATT, NAFTA, EU)
3.5
.
&

11

 (Environmental complexity):
. ,
,
. . .

:
.
.


3.6
:
Restructuring ()
Reengineering ( )
&
Competitive intelligence
:
:
(Mechanistic structures)
(centralized authority).
.

.
(Organic structures) .
.
3.7 (Boundary Spanning)

.
Boundary spanning
(, , ).
,
.
,
.
;

4.
4.1
(Stakeholders):

, , , .

.
(Ethics) ( ) :
:
;
;

12

4.2 (Ethical Models)

(Ethical Origins)
(Societal Ethics):
, , .
(.. ISO, )
.
. :
.
(Professional ethics): ,
. :

, .
:
,
,
(Individual ethics):
.


;
, ;
,
;
;
;
;
^ ;
;


.
! (
, )
4.3
(Social Responsibility):


:
(Obstructionist response):
.
.
.

13

 (Defensive response):
.
.
*[] ....
(Accommodative response):

. Proactive
response:
.
- ................(.. Body Shop)
4.4 - ;
.


.
!!!!
-
-
(Ethical Control System):
Methics ombudsman: (
)
.. /, , . 4.5

,
, .
.
.
.
.
;-
(Distributive Justice):
.
(Procedural Justice):
/
.. .


.
,


.

. (2002). . .
14

, (1993). - . :
Daft L. Richard, (2002). .
. (2002). . ,
. . (2002). - . ( ).

(Boundary Spanning)
.
;

(Boundary Spanning)

.
Boundary spanning
(, , ).
,
.
,
.
;

15