申请文书：有关科学管理理论的分析
在实际工作中，行政部门有责任在招聘和协调劳动者的同时，冷静地看待管理中的192个问题和观点，1/2006年的权威。要合理地理解这些承诺，就必须依靠代表来执行这些承诺，并拥有不受阻碍的特权来控制其工作的速度和程序。工人在任何情况下都应该得到公平的对待(Geare, 2006)。
在这种情况下，管理层对员工关系的感知是一种试图通过确保管理层拥有关于工作结构和关联的普遍经验，并有权指导它认为合适的专家，从而克服内部对权威力量传播的压力。
人际关系理论
第二种方法是人际关系理论。在这种情况下，权威压力的下降被认为是由于人们在工作环境中实现自我满足的能力。员工被看作是不同资产的主观上不同的使用作为一代人的一部分。通过这种方式,如果劳动者无法自给自足,或减少发生轻微扩张他们的工作装置,或给出工作阻碍了他们的能力,认为,声称他们将不断颠覆常规控制方法发现授权这些条件(马洛和巴顿,2003)。
总的来说，这种结构是为了有一个强大的管理视角来处理员工冲突而创建的，因此它发展了一种健康的雇主-员工关系。此外，这种结构通过创造一种舒适的工作环境来减少内部压力，在这种环境中，员工可以交流、讨论和表达自己的观点。
人力资源管理
第三个理论是人力资源管理。这种管理方法与前两种方法的不同之处在于，它始于一种信念，即等级压力可以完全由保持一种考虑到协作的精神契约来决定。在这种情况下，员工关系和决策的基础是这样一种信念:团结主管和员工的力量远比孤立他们的权力更有基础。表明这些程序的员工关系是通过分离工作环境的社会阶层，创建开放的通信线路，不同的合作伙伴，并促进一个整体的理解，即所有的爱好都是通过合作和远离斗争来实现的(Hofstede, 1993)。
认为雇佣关系是雇主与雇员之间存在的一种法律联系。因此，可以肯定的是，这两个人都遵守所规定的规则，因为雇员必须在某些条件下服从他或她的雇主的命令，为此，他或她将因所提供的服务获得报酬。
申请文书 ：有关科学管理理论的分析
In reality, it is the responsibility of administration to show levelheaded 192 Problems and Perspectives in Management, 1/2006 authority while enlisting and coordinating laborers. To have a reasonable comprehension of the undertakings, representatives are relied upon to perform, and to have unencumbered privileges to control the pace and procedures under which they work. Workers should be treated fairly in any circumstance (Geare, 2006).
Management perception to employee relation under these circumstances is one that tries to overwhelm the inside pressure over the dissemination of authoritative force by guaranteeing that management holds prevalent experience about the structure and association of work, and has the power to direct specialists as it sees fit.
Human relations theory
The second approach is human relation theory. For this situation the decline of authoritative strain is held to lay on the capacity of people to accomplish self-satisfaction in the work environment. Employees are viewed as subjectively distinctive to different assets utilized as a part of generation. In this manner, if laborers are denied self-sufficiency at work, or are decreased to going about as minor expansions of the apparatus they work, or are given work that hinders their ability to make and think, it is contended that they will constantly discover approaches to subvert routines for control that authorize these conditions (Marlow and Patton, 2003).
Overall, this structure is created for having a strong managerial perspective for dealing with employee clashes, and consequently it develops a healthy employer-employee relationship. Moreover, this structure diminishes the interior pressures by creating a feeling of comfortable working environment in which workers can communicate, discuss and present their opinions.
Human resource management
The third theory is human resource management. This type of managerial approach contrasts from the past two in that it begins from the conviction that hierarchical pressures can be totally determined by sustaining a mental contract in view of collaboration. The employee relations and decisions in this occurrence are predicated on the conviction that the strengths uniting supervisors and workers are far more grounded than the powers isolating them. The employee relations indicating these procedures is to determine interior strains by separating working environment social classes, creating open lines of correspondence lines diverse partners, and advancing an aggregate understanding that the hobbies of all are ideally serviced by cooperating and keeping away from struggle (Hofstede, 1993).
It is concluded that employment relationship is a legal link which exists between the employer and the employee. Hence it is certain that both individuals follow the rules defined, as the employee is bound to obey commands of his or her employer under certain conditions, for which he or she is granted remuneration for the services offered.