论文部分内容阅读
不久前,康巴克计算机公司还是生气勃勃的年轻企业的典范,因为它能够战胜已经变得迟钝的巨型企业国际商用机器公司。那是在德尔和诺思盖特等函售产品的制造公司登上“舞台”之前。今天,变成反应迟钝的巨型企业的,正是昔日之年轻企业;康巴克公司也面临在截然不同的竞争环境中进行调整的令人痛苦的任务。在一个更加活跃更加动荡的世界上,传统的“科学管理”机制看来不仅更加不合时宜,而且毫无成效可言。科学也显得越来越不能对经理们有所帮助。然而,问题并不在于“科学的”管理方法不完善,而在于经理们对科学的看法。如果说传统的科学集中于分析、预测和控制,那么新科学则集中于混沌论(Chaos)和复杂现象。
Not long ago, Combek Computer was a model for a vibrant young company as it was able to overcome the already sluggish giant Enterprise International Business Machines. That was before manufacturing companies such as Del and Northgate mounted the boarding stage. It is the former young business that turned into a slow-reacting giant today, and Combeck faces the painful task of making adjustments in a fundamentally different competitive environment. In a more dynamic and turbulent world, the traditional “scientific management” mechanism appears not only to be outdated but to no avail. Science also seems to be less and less helpful to managers. The problem, however, is not that the “scientific” approach to management is imperfect but rather the managers’ perception of science. If traditional science focuses on analysis, prediction and control, then new science focuses on Chaos and complex phenomena.