Kneeling for organizational behavior, how to use good people in work. People who are loyal to their country and filial to their parents must be good people.
How to understand "organization" in organizational behavior? Broadly speaking, an organization refers to a system in which many elements are interrelated in some way. In a narrow sense, an organization refers to a collective or group formed by people cooperating with each other to achieve a certain goal, such as party organizations, trade union organizations, enterprises and military organizations. Organization in a narrow sense refers to people, which is used for social management. In modern social life, organizations are social groups organized by people according to certain purposes, tasks and forms. Organization is the cell and basic unit of society and the foundation of society.
Organizational Behavior (II) Taylor, the Father of Scientific Management
Fa Yueer, the "Father of Management"
Max Weber, the "Father of Organizational Management"
Mayo, the father of interpersonal relationship theory
"x-y theory" McGregor
"Labor reward and bonus system"
"Technology Interdependence Theory" James Thomson
"group dynamics theory" Luin
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I organized a lot. . . It's very late now. . Sleepy
I won't call first. . . Send me a message if you like. . . .
What is organizational behavior in organizational behavior? Organizational behavior refers to the response of individuals, groups or organizations themselves to endogenous or exogenous * * * from the perspective of organizations.
Organizational behavior is an important organizational phenomenon, and the research on this phenomenon has attracted more and more attention from organiologists.
According to general organizational behavior, organizational behavior is a systematic study of the behaviors of all members in an organizational environment. The research object is the behavior formed by the interaction of individual members, groups, the whole organization and its external environment. Many management books divide organizational behavior into individual behavior and group behavior.
However, this division of organizational behavior is not appropriate. Organizational behavior can not be simply regarded as the behavior of people in an organization, because people are not the constituent elements of an organization, and organizational behavior should be the behavior produced by the interaction between various elements in an organization and between organizational elements and the external environment. Although organizational behavior is a very complicated social behavior, according to the different organizational elements, the behavior issued by the management subject is management behavior, and the behavior issued by the management object is business behavior. Therefore, organizational behavior in any organization can be divided into two categories: management behavior and business behavior.
In any organization, all work can be divided into two categories: one is to achieve organizational goals. For example, workers make products, teachers teach courses, doctors treat diseases, secretaries handle letters and calculate costs. We regard this kind of work as a specific business or operation, and this kind of work is non-management work. Another job is characterized by directing others to complete specific tasks, such as the work of the factory director, the work of the principal in the school, the work of the dean in the hospital, and the work of the manager in the company. Although they sometimes complete some specific tasks, they spend more time making work plans, designing organizational structures, arranging human, material and financial resources, leading, coordinating and checking others to complete specific tasks. This kind of work is management.
Management behavior is a kind of behavior that affects and coordinates the behavior of others. People call management behavior influencing and coordinating other people's behavior business behavior. For different organizations, there are different business behaviors, such as product design, production planning, labor design, capacity planning, site selection, factory layout, manufacturing products for factories, etc. For the school, it is to teach and correct homework, to educate students and cultivate talents; For the hospital, it is to see a doctor and care. These behaviors are all commercial behaviors and must be carried out continuously. Only in this way can the organization keep moving forward and be full of vitality. Through business behavior, an organization can directly achieve its organizational goals. In order to ensure the smooth and effective progress of this basic process, organizations have to conduct another behavior, which is management behavior, and management behavior is the means and guarantee to promote business behavior to achieve its organizational goals.
Fundamentally speaking, management behavior and business behavior are carried out in order to achieve organizational goals, but there are still some differences between them. Moreover, it is of great significance to distinguish these two types of behaviors. Clarifying the difference between management behavior and business behavior can make every manager clear his management responsibilities as a manager, and don't confuse his work with that of business actors.
First, the actors are different.
People who engage in management behavior can be called managers, such as factory directors in enterprises, managers in companies, principals in schools, deans in hospitals, heads of * * * and various managers. Business actors with organizational characteristics are different for different organizations. The subjects of commercial behavior can be called commercial personnel, such as factory workers, company employees, school teachers, doctors and nurses in hospitals, and ordinary civil servants.
But in practice, many people in the organization are both managers and business people. For example, the dean of a hospital is a professional actor when he is operating on patients, but he is a manager when he is engaged in various affairs management in the hospital.
Second, the content of behavior is different.
The main difference between management behavior and business behavior is that management behavior is universal, while business behavior is special. Although the management behaviors of different organizations have different particularities, the management behaviors of different organizations and different levels and departments within the same organization are basically the same, which are manifested in planning, organization, command and control. However, business behavior is special, and business behaviors in different organizations and different levels and departments in the same organization all have business characteristics of different organizations, levels and departments. For example, the school's business behavior is to give lectures and correct homework; The management behavior of the factory is to process and manufacture products; The management behavior of a hospital is to see a doctor, not to take care of patients. It is based on this that some people think that managers in different organizations can replace each other; Teachers in schools, doctors in hospitals, workers in enterprises and staff in * * * organs have completely different behaviors, and they are irreplaceable.
Third, the direct purpose of behavior is different.
It should be said that all behaviors in an organization are centered on the realization of organizational goals. However, the direct goals pursued by the two are different. The direct purpose of enterprise behavior is to achieve organizational goals, while the direct purpose of management behavior is to coordinate enterprise behavior and effectively achieve organizational goals.
Edit the characteristics of organizational behavior in this paragraph.
1. Organizational behavior is the whole behavior, not the individual behavior of organizational members;
2. The motivation of organizational behavior is based on the purpose of the organization and has a clear purpose;
3. The influence of organizational behavior is twofold;
4. Organizational behavior is the activity of all members in the organization * * *;
5. Organizational behavior is realized by the individual behavior of the members of the organization, which in turn affects the individual behavior of the members.
References:
Baidu baike
Topic of Organizational Behavior Thesis: Reflections on Learning Organizational Behavior
Content: Organizational behavior is a research field, which discusses the influence of individuals, groups and structures on the internal behavior of organizations, so as to apply this knowledge to improve the effectiveness of organizations. Organizational behavior is an independent skill field with a lot of general knowledge. What does it study? It studies the determinants of behavior in organizations: individuals, groups and structures. In addition, organizational behaviorism applies the knowledge gained from studying the influence of individuals, groups and structures on behavior to practice, making the operation of organizations more effective.
Organizational behavior focuses on what people do in the organization and how this behavior affects the performance of the organization. Because organizational behavior pays special attention to employment-related situations, it is not surprising that you will find that this field emphasizes behaviors related to work, absence, employee turnover, productivity, performance and management. People's views on the components or themes that constitute the subject field of organizational behavior tend to be more and more consistent. Although there is still much debate about which is more important, people have basically reached an understanding of the core topics of organizational behavior research, including motivation, leadership behavior and authority, interpersonal communication, group structure and process, learning, attitude formation and perception, change process, conflict, work design and work pressure.
Practice at home and abroad has proved that proper use of incentive mechanism, further study and improvement of production environment, organizational structure, management methods and coordination of interpersonal relationships can alleviate the contradiction between labor and capital and form the consciousness of "helping each other in the same boat". Qi Xin made concerted efforts to cope with the economic crisis. It plays an extremely important role in guiding employees to give full play to their creativity and enthusiasm, improving work efficiency and effectiveness, and promoting the sustainable development of enterprises.
For example:
GE company has a fairly perfect evaluation system for employees. Welch, CEO of the company, always carries a notebook with him, which is full of charts, and each department has related charts to reflect the situation of each employee. This is a dynamic evaluation, and everyone knows where he is. The first category accounts for 10%, and they are all top talents; Followed by the second category, accounting for15%; The third category is middle-level employees, accounting for 50%, with the greatest flexibility; Followed by the fourth category, accounting for 15%, we need to be alert and urge progress; The fifth category is the worst, accounting for 10%, and we can only ignore them. According to the performance evaluation, every employee will know which category he belongs to, so that no one will complain that he is not appreciated. The first type of employees will get stock options, the second type of employees will be about 90%, the third type of employees will be about 50%, and the fourth type of employees will not be rewarded. Charts are the best tools. It is clear at a glance who should be rewarded and who should go home. For employees, rewards should not be out of reach, just as their noses can't go through the glass, they can get what they deserve. Both moral encouragement and material rewards are necessary, and both are indispensable. For senior managers, Ge encourages them to compete with each other in their work, but there should be no personal grievances. Welch's approach is to divide the reward into two parts, one is to reward his performance in his own business department, and the other is to reward his contribution to the development of the whole company. If the performance of your department is good, but it is not good for the development of the company, the funds are zero.
Welch has always encouraged employees to bravely show themselves, express their views and win the appreciation of their superiors. "I hope employees can give full play to their potential and put forward their suggestions. I will provide them with various resources. In this way, the staff will give me a lot of suggestions and plans. I may say, "I don't like this idea, but it's a good idea." "This kind of communication is more creative." In today's GE departments, whenever the company makes some achievements, it will stop the production line and go out to celebrate together. Every employee of GE Company has a "GE Values" card. Cary has nine admonitions from leading cadres: hate bureaucracy, be open-minded, pay attention to speed, be confident, be far-sighted, be energetic, boldly set goals, regard change as an opportunity, and adapt to globalization. These values are the theme of GE training.
At the same time, learning organizational behavior well can effectively choose the scheme and improve this adaptability. Job analysis can provide two aspects of information: what the job is doing at present and what ability the individual needs to complete the job completely. Then, through testing, interview and evaluation, we can know the level of the applicant's required ability. Second, the decision of promotion and transfer of incumbents in the organization should reflect the ability of candidates. We should, like new employees, evaluate what key abilities the incumbent should have in the specific work and match these requirements with the human resources in the organization. Thirdly, this adaptability is improved by slightly adjusting the work to match the ability of the incumbent. This kind of adjustment is often carried out without obviously affecting the basic activities of the work, so as to better adapt to the working potential of the incumbent. Examples of this are: in the employee group, changing the equipment used, rearranging tasks, etc. This method applies to both new employees and current employees. For the latter, training can also be adopted, so that when time and conditions change, they still have sufficient technical level and working ability.
I think I can remove the case by modifying it myself ~!
On organizational behavior