Organizational Behavior

Information technology, economic globalization, cultural

pluralism, ethics and the new order, the rapidly changing world of the 21st

century has revolutionized business organization and management.

Effectively coping with the complex and changing external

organizational environment, as an organization, "people-oriented

management" based on a full understanding of "people" is the

highest competitive strategy. The famous modern business

management master Sam . Sam Walton (founder of the world-famous

multinational supermarket group "Wal-Mart") claimed when answering

what is the secret of organizational management success: "People are

the key!" "Technology can be bought and copied, and in the rules of the

market game, prices can be based on fairness; Although modern

technology can "clone" human organs and tissues, human thoughts,

personalities, motivations, and organizational cultural values must not

be copied. For "human capital", "intellectual capital" or "human

resources"

effective management is the core competitiveness of today's and

tomorrow's organizations.

Organizational behavior, also known as management psychology,

is a science that studies the behavior laws of people in organizations

and uses these laws to improve the effectiveness of organizational

behavior. Today's college students must be the builders and

entrepreneurs of the future, and it is necessary to learn and master

some common sense of modern management science.

Key takeaways from this chapter:

1. Psychological assumptions about human nature and its

corresponding management measures in management philosophy;

2. Individual differences in people and effective person-job

matching, career planning;

3. Organizational incentives for members

4. Optimization of organizational environment

Section 1 Humanity in Organizations

Since ancient times, there has been a basic view of human

nature in the management of social affairs and people. Managers

always speculate on the causal connection of human behavior based

on the basic view of human nature, and then control the factors

affecting human behavior based on this inference, so as to achieve

the purpose of standardizing human behavior and improving

organizational efficiency according to organizational goals.

1. The assumption of human nature in the philosophy of

organizational management

Professor Schein, chairman of the Organizational Research

Society of the Sloan School of Management at the

Massachusetts Institute of Technology, wrote in his famous book

In the book "Organizational Psychology", the historical research on human

nature in management philosophy is summarized and four hypotheses

of human nature are proposed

(1) Economic man assumptions

1. The basic view of the economic man's hypothesis

The economic man, also known as the Rational-Economic Man,

originated from hedonistic philosophy and Adam □ Smith's

economic theory of labor exchange, which believed that the

motivation of human behavior stemmed from economic

incentives and the pursuit of one's own best interests. To this

end, it is necessary to use money and power, the manipulation

and control of organizational structures, to make employees

obey and maintain efficiency.

On this basis, Schein further proposed that the economic man

hypothesis includes the following points: 1) Employees are basically

motivated by economic stimuli, no matter what they do, as long as

they can provide them with the greatest economic benefits, they will

do it; 2) Because economic stimuli are under the control of the

organization, the essence of employees is a passive factor, which

must be influenced, driven and controlled by the organization; 3)

Feelings are a thing, according to it

By definition, it is irrational, so it must be prevented so as not to

interfere with people's rational weighing of their own interests; 4)

Organizations can and must be designed in such a way as to

neutralize and control people's feelings, and therefore control

people's unpredictable qualities.

2. Economic man assumptions and management strategies

The management strategies formulated according to the

assumptions of economic people are as follows: 1) the organization

uses economic rewards to obtain the labor and obedience of

employees; 2) The focus of management is mainly on efficient work

efficiency, while the responsibility for people's feelings and morale is

secondary; 3) If people are unproductive and depressed, the solution

is to re-examine the organization's reward and stimulus package and

change it.

The negative effects are manifested as: 1) Managers can only

expect people to do the work, and will not exceed the scope of the

work encouraged and called by the reward and control system; 2)

Managers only rely on money stimulation to move, and the

management strategy adopted by this objectively trains people to

work only in this way, and the consequences are the negative

consequences of giving more money and doing more, giving less

money and doing less, and not giving money and not doing anything.

(2) Social person hypothesis

1 . The basic view of the hypothesis of social people

The social man hypothesis means that people's greatest motivation

is social needs, and only by meeting people's social needs can they

have the greatest motivating effect. The social person hypothesis

believes that people's social motivation in an organization, such as

the need to be accepted and loved by their colleagues, is far more

important than the need for economic stimuli.

The social person hypothesis can be summarized as follows: 1)

social needs are the basic motivating factors of human behavior, while

interpersonal relationships are the basic factors that form people's

sense of identity; 2) mechanization that continued from the Industrial

Revolution, as a result, has resulted in the loss of many intrinsic

meanings of work, which must now be found in social relationships at

work; 3) Compared with the response of rewards and control adopted

by the management department, employees will be more likely to

respond to the social factors of the group composed of colleagues at

the same level; 4) The extent to which employees can respond to the

management department depends on the supervisor's need for

belonging to subordinates, the need to be accepted and the need for

a sense of identity.

2 . Social person assumptions and management strategies

1) Managers should not limit their attention to completing tasks,

but should pay more attention to the needs of those who work to

complete tasks; 2) Managers should not only pay attention to the

guidance and monitoring of subordinates, but also care about their

psychological health, sense of belonging and status; 3) Managers

should pay attention to the existence of the class, so when

rewarding, not only individual rewards should be considered, but

also collective rewards. 4) The role of managers is not only to grasp

planning, organization and control, but also to act as a liaison

between lower-level employees and higher-level leaders, and to

convey the situation (needs and feelings of subordinates). Managers

are not simple task givers, but supporters who create conditions,

convenience and sympathy for employees.

(3) Self-actualizing human hypothesis

1. The basic view of self-realizing people

The self-actualizing man hypothesis refers to the fact that people

strive to maximize their potential and only feel the greatest

satisfaction when they fully express their talents in their work.

The self-actualizing human hypothesis can be summarized as

follows: 1) When people's most basic needs (food, water, shelter) are

met, they turn to the satisfaction of higher needs, that is, self-

actualization. This need for self-realization refers to the need for people

to maximize their talents and resources; 2) Individuals always seek to

become mature in their work, and they can truly become mature by

exercising a certain degree of autonomy, adopting a long-term

perspective to look at problems, cultivating their own expertise and

ability, and adapting to the environment and other mature

performances with greater flexibility; 3) People are mainly motivated

and controlled by themselves, and external stimuli and controls are

likely to become a threat to people and reduce them to a higher level

Immature state; 4) There is no contradiction between self-realization

and making organizational performance more fruitful. If given the

appropriate opportunity, employees will voluntarily combine their

personal and organizational goals.

According to the assumption of self-actualization, the following

management strategies and measures should be adopted:

(1) Change of management focus. Managers should think more

about how to make the work itself intrinsically meaningful and more

challenging. The problem is not to satisfy the social needs of

employees, but whether employees can find meaning in their work,

which can give them a sense of pride and self-esteem.

(2) Changes in management functions. The manager is not so

much a motivator, guide or controller as a catalytic medium, a

person who creates and provides convenience. Managers should

create suitable conditions for giving full play to people's ingenuity,

and reduce and eliminate the obstacles encountered by employees

in the process of self-realization.

(3) Change of reward method. There are two types of rewards:

external rewards and intrinsic rewards. External rewards include

salary, promotion, and good interpersonal relationships. According

to the assumption of self-actualizing people, intrinsic reward should

be emphasized, which means that people gain knowledge and

talents in their work, and get the greatest satisfaction from

completing tasks and realizing their personal potential. Only

intrinsic rewards can meet people's self-esteem and self-realization

needs, thus greatly mobilizing the enthusiasm of employees.

(4) Changes in management methods. From the perspective of

the self-actualizing person hypothesis, the management system and

methods should also be changed accordingly. Generally speaking, the

management system and methods should ensure that employees

fully participate in management, give employees a certain degree of

autonomy, and participate in the implementation of organizational

decision-making.

(4) Complex human hypothesis

The complex man hypothesis means that people are very complex,

and people's needs and potential desires are diverse, and the patterns

of these needs are also constantly changing with the changes of age

and developmental stage, with the changes of the roles they play, and

the evolution of their circumstances and interpersonal relationships.

1 . Complex hypotheses can be summarized as follows:

(1) Human needs are divided into many categories and will

change with the stage of human development and the whole life

situation. The hierarchical level of human needs will vary depending

on the person, situation, and time.

(2) Because needs and motivations interact with each other and

synthesize complex motivational patterns, values and goals, people

must decide at what level they want to understand human motivation.

For example, money can meet many different needs, even for some

people's self-actualization needs, money can be satisfied; On the other

hand, social motivation or self-actualization needs can be satisfied in a

variety of ways, and in different ways at different stages of

development;

(3) Employees can learn new motivations through their experience

in the organization;

(4) Everyone may show different needs in different organizations

or different departments in the same organization;

(5) People can become highly productive members of the

organization based on many different types of motivation and

participate in the organization wholeheartedly;

(6) Employees can respond to a variety of different management

strategies, which depends on their own motivation and ability, and

also depends on the nature of the work task.

2 . Complex human assumptions and management strategies

According to the assumption of complex people, the following

management strategies and measures should be adopted:

(1) Managers should have a contingency theory view, that is, to

make variable or flexible behavioral responses based on real

situations. To this end, managers must learn that in a given situation,

the correct way of organization, management or leadership depends

on a large number of actual scenarios.

(2) Since people's needs and motivations are different, managers

should flexibly take different management measures according to

the different situations of specific people, that is, it should be

different from person to person, from case to matter, and cannot be

the same.

(3) The management strategies and measures of managers

should not be too simplistic and general, but should be analyzed in

detail and adopt flexible management methods according to the

situation.

2. The new development of the assumption of human nature in

organizational management philosophy

In the process of studying "learning organization", Professor Yu

Wenzhao and his graduate students discovered a new type of human

nature hypothesis implicit in the concept of learning organization, the

"learning man" hypothesis. Theorists and practitioners of learning

organizations use the method of dynamic analysis to gain insight into

the mechanism of "people" and "organizations" in the interaction

between each other, and reveal a new type of relationship between

people and organizations - the dynamic interaction between

humanization of organizations and humanistic organizations.

1. Learn the basic views of human hypotheses

1) The only lasting competitive advantage of people in the 21st

century is the ability to learn and innovate faster than competitors;

2) In modern organizations, it is necessary to improve not only the

quality of individuals, but also the quality of the entire organization

through learning;

3) Through learning, on the one hand, they can master new

concepts and unique operation methods, and they can also

continuously understand their own way of thinking and mental types

through reflection in learning, and overcome their own personality,

ability and organizational ability.

4) In a learning organization, through psychological cultivation at

the micro psychological level, establishing a common vision, self-

transcendence, improving mental model, team learning, and

systematic thinking, it can promote the common growth of individuals

and organizations, and improve the overall "IQ" and effectiveness of

the organization.

5) Individuals who have learned, cultivated, and improved in the

organizational environment of growth, and become lifelong learners

on an endless development path, may achieve the purpose of self-

growth, self-management, and self-transcendence.

2. Learn the basic characteristics of people

1) Desire to realize inner desires, with the need to constantly

create one's own future and self-transcendence;

2) Have the ability to think about modern complexity systems,

and be able to effectively grasp and deal with the dynamic changes

of surrounding things from local to whole, from static to dynamic,

and from phenomenon to essence.

3) learners have a win-win consciousness, and have the strategic

ability to share and establish a common vision, and to dialectically

unify the personal vision and organizational vision;

4) Learners have the ability and quality to adapt to changes and

keep pace with the times, and can always constantly improve their

mental patterns and accept innovation and change with an open

mind.

3. Management strategies corresponding to learners

1) The focus of management is to create rational learning employees,

teams, leaders and organizations based on people;

2) In a learning organization, through the learning and training of

the five disciplines, employees can truly become the masters of the

organization;

3) Through the transformation of the mental model of leaders

and employees in the organization and the communication of the

shared mental model, all members of the organization can

completely change the old concept, accept the new concept, and

adapt to the changing new situation;

4) Emphasize that employees and leaders in the organization

should learn independently, and the team should self-manage.

Section 2 Motivation and Motivation

Motivation is the most classic content in organizational behavior.

Achieving the best operating state and maximum efficiency of the

organization is the purpose of the discipline application of

organizational behavior, and motivation is the way and means to

achieve the goal. How to motivate to meet the most fundamental

requirements of human nature, and also to meet the characteristics

and requirements of organization and culture, so that incentives can

be timely, maintain long-term effects, maximize the mobilization of

human factors, and maximize improvement

The effectiveness of the entire organization is indeed an eternal topic

of organizational behavior, which is worthy of unremitting exploration

in theory and practice.

1. Incentive

Motivation: As a psychological term, it refers to the psychological

process that continuously motivates people, that is, through some

internal or external influence, so that people are always in a state of

excitement. In professional activities, it is the process of stimulating

and maintaining people's enthusiasm for work.

Sti

muli

(internal

and

external

triggers).

Moti

vation

(intern

drive).

Figure 13-1 Human behavior pattern diagram

The motivation process of human behavior is actually to cause the

stimulus variables to cause continuous excitement of the body variables

(needs, motivations), so as to cause positive behavioral responses.

(1) The essence of incentives

Motivation is a psychological process that continuously stimulates

the engine.

1. Motivation stimulation

Motivation is to make people have a certain desire and make

people have a conscious desire for certain things. Desire is an internal

factor stimulated by human motivation, and in order to satisfy desire,

it must be seen in action, so that the inducement of desire can be

satisfied. For example, people have a desire to work, and a certain

position is an incentive. Study hard, participate in the evaluation of

seeking a certain position, and finally get a certain position, this is the

stimulation process of human job motivation.

It can be seen that the process of motivation is a holistic process

that develops individual behavior, keeps it alive and develops in a

certain direction.

个

体目

标

Motivation cannot be directly observed, but can only be inferred

through behavior. The process of motivation depends on both the

internal state of the person (internal drive, goal selection, etc.) and

the external stimulus conditions (goal, reward, etc.).

The degree of motivation can be seen as a function of situational

uncertainty. The degree of uncertainty is closely related to the

strength of motivation. Under normal circumstances, people may

escape to situations with less uncertainty and low challenges.

Moderate-intensity uncertainty is the most suitable condition for

inducing interest and maintaining the most appropriate motivational

state.

2. Motivation stimulates strength

Starting from the source of motivational motivation, motivation

can be divided into lack motivation and abundance motivation. The

motivation of an organism to force individual activity due to the lack

of certain important components related to survival and safety is

called lack of sexual motivation; The motivation associated with

satisfaction and interest is called the abundance motivation.

Physiological deficiencies (such as a drop in blood sugar levels

caused by hunger) and lack of social needs (hope for due

recognition) can be internal triggers for motivation. Behaviors

stimulated by lack of sexual motivation will weaken or even

disappear on their own as needs are satisfied; Abundance motivation

grows and derives new needs with the satisfaction of needs,

motivates and strengthens a series of subsequent behaviors, and

has a long-term motivating effect on behavior. With the progress of

society, people's motivational content is expanding infinitely, and the

richness motivation is growing.

Table 13-1 Human motivation

It belongs to the

physical aspect

Lack of sexual motivation

(survival and safety)

Avoid hunger, thirst, lack of

oxygen, excessive heat, cold and

pain, overfilling of the bladder and

colon, fatigue, excessive muscle

tension, illness and other

uncomfortable physical conditions

state, and so on.

Abundance motivation

(satisfaction vs. interest)

Gain pleasant sensory experiences

such as taste, smell, sound, body

comfort, muscle movement,

rhythmic body movement, etc.

It belongs to the

relationship with

the environment

Avoid dangerous objects and scary

ugliness nasty

objects, looking for objects

necessary for future survival and

safety, maintaining a stable,

distinct, and reliable

environment, and so on.

Get the opportunity to happily

possess, create, and invent things

Yes; understanding the

environment; solve puzzles and

participate in various games and

competitions; Explore and focus on

new and varied things, and so on.

It belongs to

relationships with

others

avoiding conflict and hostility

between people; Maintain the

qualifications, prestige and

interests of community members;

being protected by others;

Comply with the group's norms

and social guidelines; to take

power and control others, and so

on.

Receiving love and positive

validation from people or groups;

get happiness from interacting with

others; help and understand; Be

independent, and so on.

It belongs to the

self when comparing oneself with

others or the ideal self, avoidance

arises from feelings of inferiority

complex and failure; avoiding

situations where you lose your

identity; Avoid bad emotions such

as shame, guilt, fear, and anxiety.

Gain self-esteem and self-

confidence, as well as opportunities

for self-expression

Yes; a sense of accomplishment;

sense of challenge; establishing

moral and other values; discover a

meaningful place in society, and so

on.

(3) Incentive system

The practice of motivation and motivation process is a systematic

project. It is composed of three dimensions: the motivation time

dimension (motivation process), the motivation space dimension

(motivation level), and the motivation logic dimension (various motivation

factors).

1 . Characteristics of the incentive system:

(1) Incentive is a person-person system, which is composed of the

motivation subject (motivator) and object (the incentived);

(2) The incentive system is dynamic. The psychological needs,

mentality, motivational environment, and motivational factors of

both parties are random and changeable.

(3) The excitation system is a dissipative system. When the

change of external conditions reaches a certain value, the

quantitative change may cause a qualitative change. By

continuously exchanging energy and matter with the outside world,

the system may change from the original disordered state to an

ordered state of time, space and function;

(4) The incentive system is a non-balanced dynamic open system.

The relationship between the elements of the incentive system is not

linear, there are regular psychological fluctuations and irregular

random perturbations, which is a process from imbalance to

equilibrium, so as to maintain a stable and orderly state.

(5) The incentive system is divisible:

According to the level of incentives: macro incentive subsystem,

meso-incentive subsystem, micro incentive subsystem;

According to the incentive object: the incentive of the motivation

subject, the incentive of the motivation object;

According to the incentive process: motivation factor subsystem,

incentive operation subsystem, incentive evaluation subsystem,

incentive feedback subsystem;

(6) The incentive system is often an organic combination of

material and spiritual.

2. Incentive process

The motivation process is a complex process of transmitting

information and symbols.

(1) Incentive information. A specific form of symbol for

communication between the motivating subject (manager) and the

motivating object, such as a mentality, emotion, intention, hint,

instruction, understanding, achievement reflection, etc. Motivational

information, like other management information, plays a role in

mobilizing the enthusiasm of enterprise employees, improving their

enthusiasm for work, and creating a good organizational environment.

(2) Mastery of incentive information

The motivation subject mainly confirms the incentive information

through psychological observation, emotional experience,

performance reflection, etc., and evaluates and judges the credibility

of the information. The motivation object recognizes the motivation

information through the motivating factors implemented, such as

instructions, commands, goals, emotions, and their management and

control work. The incentive information between the motivation

subject and the motivation object is effectively transmitted to form an

information flow, so as to achieve cognition.

(3) Incentive information and incentive effect

Incentive information runs through the whole process of

incentives. Correct and complete understanding of incentive

information can correct the deviations in the incentive in a timely

manner, appropriately use the motivation factors, grasp the timing of

the incentive, and reduce the blindness of the incentive.

3. Control of the motivation process

Incentive control refers to how the motivation subject selects the

control factors, masters the timing of the incentive, supervises the

incentive process, and mobilizes the enthusiasm of the incentive

object, so that its behavior meets the requirements of the incentive

subject and achieves the organizational goal.

The three basic links of incentive control are: (1)

selecting motivation factors; (2) Control the timing of

incentives;

(3) Feedback control.

(3) Mode of effective incentive process:

Motivating environment

Motivating factors

Choose motivators

Timing is chosen

激

励

控

制

激励主体激励客体

Process monitoring

Feedback monitoring

Motivational information

Fig. 13-2 Schema diagram of effective stimulation

process

2. Ancient Chinese concept of motivation

(1) Macro incentive concept

1. Confucius's concept of motivation

Confucius put forward the concept of "righteousness and profit", first

affirming that everyone has the desire to pursue wealth. On the other

hand, he emphasized the importance of restricting "profit" with

"propriety and righteousness". He said: "If you don't forget the words of

your life, you can also become an adult." He took "seeing profit and

thinking righteousness" as the highest criterion of management

It is very valuable to ask people from different classes to take

"righteousness" as their own behavioral norms, to take "righteousness"

as people's trade-off criteria for "profit", and to tell people to pay

attention to the direction of motivation. Although Confucius's

"righteousness" has historical limitations, his ideas of "righteousness

before profit", "valuing righteousness over profit", and using

righteousness to control profit are still of great practical significance

today. In today's continuous development of the market economy, if the

relationship between "righteousness" and "profit" is not handled well, it

will have an adverse impact on social progress.

Confucius also put forward the view of "benefiting the people",

believing that the way to govern the country is first and foremost to

stabilize the people. If the policy of benefiting the people with wealth

is implemented, the best incentive effect will be achieved.

2. Mencius's concept of motivation

The macro incentive goal proposed by Mencius is "benevolent

governance". He believes that "the Son of Heaven is unkind and

does not protect the world; The princes are unkind and do not

protect the state; If the ministers are unkind, they will not protect

the ancestral temple; Scholars and commoners are unkind and do

not protect their bodies. Its benevolent government content is

mainly: to win people over with virtue; the people are precious, and

they are happy with the people; Reduce penalties.

On the basis of benevolent governance, Mencius put forward

motivational ideas and incentive measures to love the people, enrich

the people, and teach the people.

To enrich the people is to "have fun with the people", "those who

are happy with the people, the people are also happy; Those who

worry about the people's worries are also worried about their own

worries. There has never been a person who is happy in the world

and worried about the world, yet does not claim kingship over the

world. Although his idea of loving the people and the "emotional

motivation" in modern management belong to different eras, the

basic points of advocating caring, loving and respecting people are

indeed consistent.

To enrich the people is to adopt some powerful policies to make

the people well-clothed and fed. Mencius proposed a package of

methods to enrich the people: first, do not violate the agricultural

time and encourage farming; second, let the people have certain

fixed assets, which is a necessary condition for consolidating social

order and maintaining a good social atmosphere; The third is to

reduce taxes so that the people have the ability to reproduce.

Mencius's idea of enriching the people is consistent with the practice

of caring for people's material interests proposed by the state at this

stage.

To teach the people is to gain the love and trust of the people by

educating the people. His ideas on the people are consistent with the

practice of spiritual encouragement through ideological education

proposed by the state at this stage.

Mencius also put forward the "theory of sexual goodness",

believing that human nature is good. The nature of kindness is

inherent in people, but it is unconscious. If you find it, you will have it,

and you will lose it no matter what. Therefore, there is a big difference

in goodness between people. Those who are not good are because

the nature of goodness has not been fully explored. If they are

educated and their nature is discovered, then everyone is likely to

have good intentions, so that the country and the world can be

peaceful. Starting from this idea, Mencius put forward a series of

motivational propositions, and the general tendency is to attach

importance to inspiration and induction, rather than forced

indoctrination. He proposed to expand people's good nature by

"nourishing the heart" (cultivation). There are three ways and

methods of self-cultivation: the first is to dedicate oneself; the second

is to ask for more, that is, to bow down and ask yourself; the third is

erudite and further study; Fourth, we must endure all kinds of

tempering, "suffering their minds, working their muscles and bones,

starving their bodies, and emptying their bodies." His ideal is to

cultivate a group of highly respected and good management talents,

and also to shape people who can accept management and have

good morals.

(2) Micro incentive view

1. Guanzi's utilitarian incentive view

Guan Zi was a famous politician in the Spring and Autumn Period.

The utilitarian view he put forward believed that the pursuit of interests is

human nature. Guan Zi believes that all people, regardless of wealth or

status, are "happy when they get what they want, and worry when they

hate it". He described that merchants had to do business and worked

day and night; Fishermen fish, not afraid of deep seas and big waves, all

for the sake of profit. According to his utilitarian view, he proposed that

profit can be used as leverage to motivate people's enthusiasm. For this

reason, as a ruler, we must be good at giving benefits to people and

meeting their material needs. Once people's needs or interests are met,

they will stimulate greater enthusiasm and produce great economic

benefits. At the same time, he also advocated that personal selfish

desires should not be satisfied indefinitely, but that people's desires for

interests should be restrained. If

If personal self-interest is unlimited, interests will lose the role of

motivating factors. If there are too many interests, people will not

take it as a thing and will not work hard, and the country will not be

easy to govern.

Guan Zi put forward several motivational principles based on

interests: First, the principle of self-sacrifice and above the heart. This

"Shang" refers to the feudal ruling class. It means that the enthusiasm

of mobilizing people must be consistent with the overall direction, and

in order to maintain the entire highest motivation principle, they can

give up their own interests and talents; The second is the principle of

"harmony". The "harmony" here contains the meaning of harmonious

interpersonal relationships, but mainly refers to unity and

concentricity; The third is the principle of "common interests, integrity

and fairness". "Common interests" is to unify people's interests with

the interests of the whole; "Integrity" means "words must be believed,

deeds must be done", rewards and punishments must be fulfilled, and

at the same time, it also means caring for people, paying attention to

communication and honesty; "Fairness" means that the benefits

people get are directly linked to the contributions made, and are

equivalent to the contributions.

Guan Zi also put forward the concept of reward and punishment

encouragement: "The reason why the king is the king is the king, the

reward and punishment are the king." Only clear rewards and

punishments can create a gentleman. He believes that rewards and

punishments are to strengthen people's reasonable needs and limit

people's unreasonable needs from both positive and negative

aspects. In order to make the means of reward and punishment play

their due role, we must first ensure that they are effectively fulfilled.

He believes that unfair rewards and punishments, "those who can get

rich without merit" and "those who can be exempted from violating

prohibitions", will not only fail to mobilize people's enthusiasm for

making contributions and contributions, but also lead people to be

opportunistic and even endanger social stability. In the discussion of

rewards and punishments, Guan Zi attaches great importance to the

satisfaction of people's material and spiritual needs, emphasizing that

when giving rewards to people, there should be both names and titles

that represent the needs of the material aspect, and there should be

names and titles that represent the spiritual needs, which he believes

can truly obtain a good incentive effect.

In Guanzi's entire motivation theory, the idea of contingent

motivation runs through the idea of adaptation. He believes that

there are many ways to motivate, and there is no fixed pattern to

follow in which situation, and it all depends on the manager's

judgment of the situation. Guan Zi also emphasized that any effective

incentive means will also fail if used for a long time, and "must be

done and then moved". Therefore, incentives should not stick to the

experience of the ancients, but dare to break through and innovate,

"change with the times, and change with the times."

2. The motivational concept in "The Art of War" and "The Art of

War"

A very important aspect of the implementation of rewards and

punishments is the famous military books "The Art of War" and "The Art

of War" in our country's ancient times, which systematically and

comprehensively expound the concept of rewards and punishments.

Both Sun Tzu and Sun Bin believed that rewards and punishments

must be institutionalized and have certain principles. Sun Tzu said:

"Rewards and punishments are clear", requiring generals to have

clear rewards and punishments. Sun Bin also proposed that rewards

and punishments should only be based on merit and demerit,

regardless of kinship, noble or lowly, and not submit to foreign

dignitaries, otherwise, the soldiers would not obey. Sun Bin

discussed: "The punisher is to correct the chaos and make the people

fearful." That is to say, the function of punishment is to restore

"chaos" to its original "non-chaos", which lies in "righteousness and

chaos". Sun Bin also believes that in order for punishment to truly

play a role in correcting chaos, it is necessary to achieve

"punishment without being universal", which means that it is

necessary to punish quickly and correct it in a timely manner, so as

not to expand the fault and harm others.

Both grandchildren and grandchildren attach great importance to

the role of material rewards and the choice of effective incentive

methods. Sun Bin believed that the reward was to excite the soldiers,

give them the opportunity to obtain material benefits, forget their

work, and treat death as home. Later generations vividly interpreted

Sun Tzu's principle of "those who take the enemy's benefits, and the

goods are also" as "the army has no money, and the soldiers do not

come; The army has no rewards, and the soldiers do not go. Their

arguments all show that the giving of material benefits is a basic

incentive means. In terms of the method of applying rewards, Sun Tzu

and Sun Bin put forward incisive insights such as timeliness,

appropriateness, and rewards based on the needs of rewardees.

They also put forward the idea of rewarding merit and making the

reward different, and advocated "rewarding the first to win", opening

a gap with the "last winner", and encouraging "emerging top".

They pay great attention to fairness in rewards. Sun Bin said: "It

is appropriate to call it a township." That is, the reward should be like

a scale, accurately according to the size of the merit, and the

appropriate reward.

Sun Tzu also proposed exceptional rewards according to the

different combat conditions and environments.

The two ancient military strategists also attached great

importance to spiritual encouragement, and they both emphasized

the need to regard soldiers as their own flesh and blood, give them

love and care, and give them family-like warmth. Sun Tzu said: "Treat

the soldier like a baby, so you can go to the deep stream with him,

and treat the soldier as a beloved son, so you can die with him." Sun

Bin also emphasized that he should "love his subordinates like a

cunning child and respect them like a strict teacher." They

emphasized the importance of building high group morale through

the spirit of leaders.

3. Modern incentive concept

(1) Material-spiritual incentive mode

1 、物质激励模式 (Material Motivation Pattern)

Pay attention to the use of material stimulus as a means to

encourage employees to engage in work. The origin of the material

motivation model can be traced back to the American management

psychology Douglas. McGregor's X-theory hypothesis about human

sexuality and Schein's economic man hypothesis.

2 、精神激励模式 (Spiritual Motivation Pattern)

That is, the incentive mode of encouraging employees to engage

in work with spiritual factors is emphasized. The origin of the model

can be traced back to the American management psychology

Douglas. McGregor's Y theory hypothesis about human behavior and

Schein's self-actualizing human hypothesis.

3 、感情激励模式 (Affective Motivation Pattern)

Emotional motivation does not refer to material interests as

stimuli, nor refers to spiritual ideals as stimulation, but refers to the

emotional connection between individuals as a means of motivation

mode.

4、同步激励理论(Synchronization Mativation Theory)

Professor Yu Wenzhao proposed a macro-incentive theory with

Chinese characteristics based on the cultural reality of the primary

stage of socialism in China. The basic idea of synchronous

incentive theory refers to the fact that the maximum incentive

effect can be achieved when material and spiritual incentives, as

well as incentive measures taken according to human natural and

social needs, are implemented organically, comprehensively and

synchronously. It is an incentive theory and model suitable for the

actual situation of our country based on the specific historical

conditions, political direction, economic foundation, cultural

traditions and other factors at this stage. It is expressed in a

formula as:

Motivational power = material motivation * spiritual

motivation

It is a macro-incentive theory that negates the use of a

mere management theory or method (X or Y theory, material or

spiritual incentive) and the practice of simply alternating X or Y

theory.

Only when material incentives and spiritual incentives are

implemented synchronously and coordinated, will the greatest

incentive effect be produced.

(2) Macro-micro oriented incentive model

1、宏观激励模式(Macro-Motivation Pattern)

The macro incentive model refers to the incentive model that

includes the political, economic, social and psychological factors, and

cultural and educational factors of the whole society. These factors

affect the motivation and direction of individuals, thereby affecting

management efficiency and the social and economic benefits of

enterprises and institutions.

Political factors: social and political system ideals, beliefs,

reform and opening up policies, etc.

Economic factors: productivity level, economic level, price, wage

level, etc.

Social and psychological factors: unhealthy trends, nepotism for

personal gain, unfair social distribution, poor goods and services, etc.

Cultural and educational factors: the quality of education, the

quality of people, and the influence of Western decadent ideology.

2 、微观激励模式 (Micro-Motivation Pattern)

Micro incentives refer to the general term for incentives taken by

each person in the enterprises, streets, and families in which they live.

The micro motivating factors mainly include: the basic needs of

material life, the nature and working conditions of work, interpersonal

relationships, distribution fairness, and the realization of various

incentive measures. Micro incentives are more direct

It affects the motivation and direction of individuals, so as to more

directly affect the management efficiency and social and economic

benefits of enterprises and institutions.

(3) Incentive mode of incentive factor analysis orientation

1、双因素理论(Mativation-hygiene Theory)

This is a study by American psychologist Frederick. A theory of

motivation proposed by Frederick Herzberg. This theory believes that there

are two types of motivating factors: one is health care factors and the

other is motivational factors. Health care factors are also called

maintenance factors, these factors do not motivate people, but have

the role of prevention, maintaining people's motivation, maintaining the

status quo of work, environmental factors such as corporate policies,

working conditions, welfare, etc. are health care factors. Motivational

factors are internal factors that affect people's work, and their essence

is to pay attention to the content of the work itself, so as to improve

work efficiency, promote people's enterprising, and motivate people to

perform at their best.

According to the two-factor theory, the traditional view that

satisfaction and dissatisfaction are opposites should be corrected, that

is, the opposite of satisfaction is not satisfied, and the opposite of

dissatisfaction is not dissatisfied.

2 、激励与去激励连续带模式 (Motivator and Demotivator

Continuum Pattern)

This is a three-factor incentive model proposed by Professor Yu

Wenzhao on the basis of the two-factor theory. He believes that the

motivation and demotivation continuous band pattern refers to a

continuous process of change from motivational factors, health care

factors to demotivating factors according to intensity levels.

Motivating factors should arouse people's satisfaction, improve

people's enthusiasm, and improve work efficiency in terms of effect.

Health care factors refer to factors that do not cause people to feel

dissatisfied, protect people's enthusiasm, and maintain the original state.

De-motivation factors refer to factors that cause people's

dissatisfaction, reduce people's enthusiasm, and reduce work

efficiency from the perspective of effect. The de-motivating factor is a

negative motivating factor that plays a negative destructive role.

The continuous band pattern of motivation and demotivation

factors is as follows:

Fig.13-3 Excitation and de-excitation continuous band

mode

Motivating factors ──────────── demotivating factors

Position ┌───────┬──┬──────────────┐ Position

Labor Promotion │ │ Health │ │ Labor Reduction

High │ Satisfied │ Dissatisfied │ Low Accumulation

Pole │ │ │ Factor │ │ Extreme

Sex └─┬──┬──┼──┼───┬──┬──┬──┬──┬─┘ Sex

Key factors: When a certain factor is in a positive state, it has a

strong motivating effect on the individual, and when it is in a

negative state, it is also very effective on the individual to

demotivate the individual, which is called the key factor.

强

激

励

较

强

激

励

较

弱

激

励

弱

激

励

弱

去

激

励

较

弱

去

激

励

较

强

去

激

励

强

去

激

励

(4) Expectations and fair incentive models

1、期望理论(Expectancy Theory)

A process-based motivation theory proposed by Victor Vroom.

This theory holds that a person's fixed requirements determine his

behavior and manner of behavior. The labor of workers is based on

certain expectations and can establish a certain connection between

individual activities and their results. The expectation theory can be

expressed by the following formula:

Motivation force = valence * expected value

M=V*E

(M=Motivation,V=Valence,E=Expectency)

Valence refers to an individual's appreciation of the work he is

doing or the goal he wants to achieve. Or how much the motivated

object values the target value.

Expected value refers to an individual's estimation of the

probability that a certain goal can be achieved, or the estimate of the

probability that the goal can be achieved by the motivated object.

According to the expectation theory, if V and E are classified

according to high and low, there will be four situations: high and

low; High; low high; Low, low. Obviously, only when both valence

and expectation are at the high end will there be a huge incentive

force.

2、公平理论(Justice Theory)

A motivation theory proposed by American psychologist J.S. Adams.

The theory believes that people always have to compare their

contributions and remuneration with the contributions and remuneration

made by a person with equal conditions to them, and if the ratio

between the two is equal, both parties will have a sense of fairness. This

theory can be expressed by the following formula:

O"ˆP"‰ O"ˆo"‰

── = ───

I"ˆP"‰ I"ˆo"‰

Where: O"ˆP"‰ represents a person's feeling about what he himself is

rewarded for

I"ˆP"‰ represents a person's sense of contribution to himself

O"ˆo"‰ represents a person's feeling about how others are paid

I"ˆo"‰ represents a person's sense of contribution to others

When a person feels unfair, he will think about eliminating the sense

of unfairness, mainly adopting the following strategies:

(1) Seek to increase their own remuneration;

(2) Seek to reduce the remuneration of others;

(3) Unable to reduce one's own contribution;

(4) Seek to increase the contribution of others;

(5) Compare with the one with the lower ratio of remuneration

and contribution.

3、公平差别阈理论(Theory of Equity Differential Threshold)

This is a fair theory of income distribution, proposed by Professor

Yu Wenzhao. This theory believes that when people want to compare

their contributions and remuneration with those of a person who is not

equal to their own conditions, if the ratio between the two maintains

an appropriate difference, both parties will have a sense of fairness.

The fairness difference threshold refers to the ratio of the appropriate

difference when two people with unequal conditions can just produce

a sense of fairness.

(5) Other models

1、民主与参与管理(Democratic and Participating Management)

Answer: The implementation of democratic management in

enterprises and institutions is a common trend in the development of

management ideas in all countries around the world. Democratic

management is divided into two levels, one is high-level industrial

democracy, and the other is low-level participatory management.

Industrial democracy is a formal and structural change in

management methods, the purpose of which is to enable managers

and workers to make decisions together, and in its form it is organized

democracy. Industrial democracy implements joint decision-making

between managers and workers' representatives through special

committees, standing committees, advisory committees, board of

directors and other management decision-making levels to improve

the level of power equalization.

Participatory management is an informal and behavioral method

that aims to enable managers and workers to make informal decisions

face-to-face in the workplace. Therefore, this method is also called

"bottom democracy". Participation management is a behavioral

change.

2 、行为修正激励理论 (modification of behaveior)

Behavior modification motivation theory refers to a theory that

uses the principle of operant conditioning to motivate. This theory

believes that when the result of behavior is beneficial to the individual,

such as receiving rewards, rewards, etc., this behavior will be

consolidated, maintained and strengthened, that is, repeated, called

positive reinforcement. When the outcome of a behavior is

unfavorable to the individual, such as being denied or punished, the

behavior will weaken or subside, and it will appear less and less

frequently until it disappears, which is called negative reinforcement.

When the positive and negative reinforcement of this theory is applied

to management, two types of incentives appear: reward and

punishment.

From the above limited examples, we can understand the basic

idea of "people-oriented management". The specific practices may

vary in different situations, and how to persist, maximize the

enthusiasm of personnel, and improve the effectiveness of the

organization is indeed the most basic starting point.

Section 3 Organizational Change and Optimization

The pursuit of interpersonal harmony and growth is the most

important professional value of modern people. These values can only

be realized in a good professional environment. The entire

professional environment is a humanized environment, and its

essence is the cultural environment of professional organizations. The

organizational cultural environment shapes and is shaped by people.

How to improve the organizational cultural environment in the

process of career development, according to the needs of social

progress and human development, so that the job can improve the

satisfaction of employees, can motivate employees' work enthusiasm

from a psychological depth, and promote the development of people's

potential, is the fundamental guarantee for the success of individual

careers and professional organizations. In a certain sense,

organizational change makes it more suitable for the development of

"people", and it is also a more holistic incentive for "enrichment

motivation".

1. Overview of organizational culture

(1) The concept of organizational culture

Organizational culture refers to the common values, spirit,

code of conduct, etc. formed by a social organization in its

development under certain historical conditions, as well as its

external manifestations in rules and regulations, behavior

methods, and material facilities.

Organizational culture is composed of three levels of content: the

first level of material culture is the explicit part composed of

factories, facilities, machines, equipment, products, services, factory

appearance, CI, etc.; the second level is institutional culture, which is

composed of organizational rules and regulations, conventions,

discipline and other normative forms; The third level of spiritual

culture is composed of the common values, beliefs, ideals and other

spiritual aspects of the organization.

Among the three levels of organizational culture, spiritual culture

is in the highest position, and acts on the material culture belonging

to the first level through the institutional culture and corresponding

behaviors at the second level. Correspondingly, the material culture

at the first level directly reflects the characteristics of institutional

culture and spiritual culture, and reflects the spirit and behavior of

employees under the joint action of spiritual culture and institutional

culture.

The three levels of organizational culture and the various factors

at each level are interconnected and interact, making organizational

culture a dynamic system and moving towards the goal of the

organization.

Enterprise organizational culture also uses its own products and

services to change social culture by influencing mass consumption

concepts and lifestyles. For example, health care products have

changed people's nutritional concepts to a large extent, and the

popularity of televisions has changed people's leisure time

arrangements and even the way they celebrate the New Year.

(2) The role of organizational culture

In any social organization, there is an organizational culture with

different forms and contents, which is manifested in the belief about

the way of organizing work, the way of functioning and the way of

rewarding and controlling people. A strong culture makes the

organization a group with a high degree of internal control. The

Group's values and traditions are reinforced by its unique language,

idioms, legends and dramas of the past. In organizations with a strong

culture, people's codes of conduct are highly structured and

internalized, integrated into the structure of interpersonal

relationships, embedded in daily rituals, and people's behavior is

largely influenced by a special culture, and in many cases, can even

replace some written management rules and regulations.

In modern professional organizations, organizational culture is

summarized, discovered, cultivated and established by the dominant

leadership group in the organization for many years. It comes from

the organization, but once a certain independent organizational

culture is formed, it in turn has a huge active role in the professional

organization:

1. Guiding role. Be able to unify the thoughts and behaviors of all

employees to the organizational development goals. It plays a guiding

role in the psychology, personality and behavior of individual

organizations, and plays a guiding role in the values and behaviors of

the organization as a whole.

2. Cohesion. It can play a subtle role in employees' thoughts,

personality and interests, so that employees themselves consciously

and unconsciously accept the common beliefs and values of the

organization, so as to integrate individuals into the collective, reduce

internal friction, make employees have a sense of belonging to the

organization, and enhance cohesion;

3. Incentive effect. It can enable all employees to see the

advantages and characteristics of their own organization, understand

the meaning of their work, generate a sense of honor and pride in

loving the organization, and stimulate great enthusiasm for work.

In addition to internal influence, organizational culture also exerts

a certain influence on the social culture outside the organization.

Advanced professional organizational culture, such as excellent

corporate culture, always has a positive impact on the spiritual

outlook, life and production mode, education and training, social

value orientation and other aspects through enterprise spirit,

enterprise products or services, enterprise development demand for

human quality, enterprise contribution to the community and society,

etc

(3) Organizational culture classification

Organizational culture can be classified from different

perspectives.

1 . From the form and influence of organizational culture, they can

be classified from two perspectives:

(1) Dominant culture and sub-culture

Dominant culture refers to the core values shared by most

members of an organization that reflect the unique personality of the

organization. Branch cultures refer to the various cultures formed

within a large organization due to the division of departments or

geographical regions. The dominant culture and the branch culture

complement each other, and the leading culture permeates the

branch culture to play a guiding role, while the branch culture is an

organic combination of the core values shared by the organization and

the unique values of the department. If an organization has no

dominant culture but only a branch culture, the organization will be a

mess of sand, unable to adapt to external changes, and may

eventually disintegrate. Only the organic combination of the leading

culture and the branch culture can guide and cohesion and motivate

the concepts and behaviors of the members of the organization.

(2) Strong culture and weak culture

From the influence of organizational culture, organizational

culture can be divided into strong culture and weak culture. A strong

culture refers to a culture with strong influence, and the core values

in this culture can arouse a strong sense of identity among

members, so it has strong conceptual and behavioral control. Studies

have found that a strong culture can reduce employee turnover due

to the cohesion generated by high identification. Due to the huge

influence of strong culture, in some situations

Under these circumstances, it can play a role in replacing or

supplementing rules and regulations, and play a role in regulating and

controlling employees' concepts and behaviors. Therefore, in a social

organization, attention should be paid to the cultivation of a strong

culture.

2. From the content of organizational culture, they can be classified

from two perspectives:

(1) Sönefeld's classification of organizational culture

Sonnefeld (J. . Sonnefeld divides organizational culture into four

types according to the behavior style of the organization: collegiate

culture, club culture, baseball team culture and fortress culture.

In college-style culture, the division of organizational goals and

processes is very clear, and the predictability of when to achieve

what goals and what rewards are received. Therefore, for those who

want to find a job that can be promoted, a company with a college-

style organizational culture is the best choice. This type of company

likes to recruit college students or graduate students who have just

graduated from school, and are assigned to various functional

departments after short-term training. The International Business

Machines Company (IBM), Coca-Cola Company, and General Motors

in the United States belong to this category;

Club-style organizational culture promotes the value of loyalty

and belonging, valuing age, seniority, and experience. Most of the

executives in this type of organization are knowledgeable

generalists. government agencies, the military, and some large

airlines belong to the category of organizations;

Baseball-style organizational culture promotes adventure and

innovation, so people with an adventurous and innovative spirit are

best suited to work in such organizations. The general index will give

employees full freedom and give them generous remuneration

according to their work performance. Accounting firms, law firms,

investment banks, consulting firms, advertising agencies, software

development companies, etc. belong to this type of organization;

Fortress organizational culture is one that tends to survive. The

three types of organizational culture mentioned above tend to be

transformed into fortress organizational culture when the economy is

in a downturn. In this culture, the main purpose of the organization is

to survive and maintain existing assets, and the team provides little

protection. However, this kind of organization opens up opportunities

for those who like to take on challenges. Large retail stores, hotels,

private oil and gas development companies, etc., belong to such

organizations.

Sonnefer found that most organizations belong to a hybrid

culture, not exactly a simple cultural type. Organizations of various

cultural types also transform each other in different situations. He

also found that different types of organizations attract different types

of people. Individuals who fit into this organizational culture will be

like a fish in water and give full play to their talents, while those who

are not suitable will adapt to difficulties and find it difficult to give full

play to their talents. For example, people with an adventurous and

innovative spirit will thrive in a baseball team-style organizational

culture, while in a collegiate organizational culture, they may achieve

nothing.

(2) Classification of Deere and Kennedy's organizational culture

Deere and Kennedy divided organizations into four types based

on the values in organizational culture: tough guy culture, hard work-

pleasure culture, long-term bet culture, and process culture.

Tough guy culture can be described as "tough" to describe its

characteristics of high risk and quick feedback on decision-making

results. This type of organization has high stakes, high determination,

dares to take big risks, and likes to mention slogans such as "best,

biggest, greatest", etc., and the organization is full of competition.

Due to the eagerness to obtain maximum benefits in the short term,

poor cooperation between personnel in the organization, lack of

attention to long-term investment, high personnel turnover rate, it is

difficult to establish a strong and consistent organizational culture;

Hard work - The culture of indulgence is a "culture of action" that

requires members to be energetic and hardworking, but promotes

having fun after work. Most commercial companies and sales

companies belong to this culture. This type of organization is generally

not risky, but the work is intense. This culture will adopt short-term

behavior when encountering trouble, and will not be willing to make

long-term plans;

A long-term betting culture is a high-risk, slow-feedback culture.

Their values tend to be investment in the future, and such

organizations need strong confidence and the ability to stand the

test over time. Basic industrial enterprises such as metallurgy,

petroleum, mining, etc., basically belong to this culture. This culture

respects authority and experts,

It is not tolerated that psychologically immature people and people

who are not serious about their work. This culture values and supports

inventions and major technological advances that contribute to higher

yields. The downside is that people in this culture are slow to act and

cannot react sensitively to rapidly changing circumstances;

Process culture is a low-risk, slow-feedback organizational culture.

Banks, insurance companies, hydropower companies, pharmaceutical

industries, etc., all belong to this type of organization. In this culture, due

to slow feedback, employees have no idea how good or bad their work

is, so they will value routine details. Values focus on the pursuit of

technical perfection and the accuracy of processes and details.

Employees in this culture pay attention to working in an orderly manner

and doing things according to rules everywhere, which can easily inhibit

people's creativity and produce rigid systems and bureaucracy.

Generally, enterprise organizations do not only have a certain

type of organizational culture, but are mostly a mixture of multiple

types, but the focus of each organization is different. In addition to the

above classification of culture, many scholars have classified

organizational culture from different perspectives. For example,

Harrison divides organizational culture into types such as power

culture, role culture, task culture, and human culture.

Different organizational cultures have different requirements for

people's quality and personality characteristics, so when individuals

choose a career, they should understand the cultural characteristics of

the professional organization they are considering for a job to see if it

matches their own quality, personality traits, or professional interests

and values. When individuals enter a professional organization, they

should pay attention to understanding the cultural characteristics of

the organization, adapt to the cultural characteristics of the

organization, and truly integrate into different organizational cultures.

From the perspective of professional organizations, in order to

give full play to the potential of people in the organization and

achieve the growth of the organization, it is necessary to continuously

improve and innovate the organizational culture according to the

changes in the internal and external environment.

2. Functional analysis and comparison of organizational culture

(1) "7S " theory and enterprise organizational function analysis

framework

American scholars R.T. Pascale and A.G. Athos proposed the "7 S"

theory to analyze the differences in corporate culture between Japan and

the United States. The so-called "7S" refers to (1) strategy, that is, the

action plan of the organization to obtain and allocate its

limited resources; (2) structure, that is, the structure of the

organization, the distribution of responsibilities and the

characteristics of the organizational structure chart (such as

decentralization or centralization, emphasis on linear

personnel or functional personnel, etc.); (3) system, i.e. how

beliefs operate within the organization, such as through formal

planning procedures or informal meetings; (4) Staff, the

composition of important personnel in the organization, such as engineers,

salesmen, operators, etc.; (5) Skills, the strengths and working abilities of

the main leaders and the organization itself; (6) style, the behavior,

character and traditional style of the organization shown by the

senior leaders of the organization in the process of achieving goals;

(7) Shared value, the important guiding ideology formed and instilled in employees by the

organization, including the spirit, purpose and values of the members of the organization. Shared

values are at the heart of organizational culture.

After comparing the management practices and

characteristics of Japanese and American enterprises with the 7S

theory, the two scholars found that American managers pay

attention to the three hard elements of strategy, system and

institution, while ignoring the soft management composed of the

other four elements. Hard elements are easy to investigate and

study through quantitative, logical and systematic analysis

methods, while soft management can only be studied with

qualitative and non-logical analysis methods. The secret of

Japan's rapid economic development lies in their ability to

combine all factors with each other, attaching importance to

people-centered soft management, and paying special attention

to the core of organizational culture - common values. They are

good at taking values as the core and gluing the other six factors

together to make the internal organization more integrated and

give full play to its effectiveness.

(2) J-type and A-type organizational culture

Japanese-American William . In his book "Theory Z: How

American Companies Meet Japan's Challenges", Ouchi summarized

the characteristics of the organizations in the United States and

Japan, and found that there is a big difference between the Japanese

management style and business philosophy and the American

management style and business philosophy. After that, he found

two types of organizations with management culture in a large

number of excellent enterprises in Japan and the United States, so

he called the American-style organization A-type organization and

the Japanese-style J-type organization, which are characterized by:

A型组织(A Organization) J型组织(J Organization)

Short-term employment

system Lifetime employment

system

Evaluate and upgrade

quickly Slow evaluation and

escalation

Specialized career paths Non-professional

career paths

Clear control Implicit control

Individual decision-making

process Collective decision-

making process

Personal responsibility Collectively

responsible

Local relationship Holistic relationship

Table 13—2 Comparison between J-type and A-type tissues

Although Ouchi did not explicitly propose the concept of

organizational culture in his writings, he actually pointed out the

importance of organizational culture. In the analysis and comparison of

organizational culture functions in Ouchi, the top three factors:

employment system, promotion, and career path are all functions of

the organization in the career development of employees. Practice has

proved that in the two typical corporate organizational cultures of

Japan and the United States, the quality requirements of people and

the enthusiasm of employees are very different.

3. Creation and maintenance of organizational culture

(1) Creation of organizational culture

In 1994 , Professor Mitsuru Wakabayashi of Nagoya University and

Professor Lu Shengzhong of Hangzhou University cooperated to put

forward the idea of five stages of organizational culture creation

based on the analysis of typical cases of Chinese and Japanese

enterprises. These five stages include: awareness of environmental

changes and decision on reform; the creation of new values; the

formation of corporate symbols and the exchange of information

inside and outside the organization; changes in organizational

structure; Changes in the consciousness and actions of organizational

members.

1. Awareness of environmental changes and decision on reform

When an organization realizes that it will be eliminated if it does

not change due to rapid changes in the surrounding environment, the

organization, especially the senior leaders of the organization, will

make the decision to reform the organization if they are aware of the

crisis facing the organization. Thus, the motivation of the new

organizational culture began to come into play;

2. Creation of new values

Driven by the motivation to renew the culture, the second step is

to create new values for the continued development of the

organization and the challenge of crises, so that all employees can be

reinvigorated by the integration of new values. The values of a

company include not only products, profits, and services, but also

business growth, new technology development, shareholder benefits,

consumer needs, etc., which will continue to change with the changes

of the times and environment. To promote comprehensive change, the

core issue is the change of common values of the members of the

organization, so it is very important to create common values based

on a full understanding of the environment and the characteristics of

the organization itself. In order to promote the organization's

understanding of the internal and external environment and effectively

convey new values, it is necessary to have regular contact and

exchange of opinions between superiors and subordinates in the

organization.

3. The formation of corporate symbols and the exchange of

information inside and outside the organization

In order to effectively communicate the newly created values of the

organization, the task of the third stage is to express these values

through various verbal and visual information (such as marks, images,

colors, fonts, etc.). At this stage, organizational culture generally needs

to realize the symbolization and symbolization of its core values through means

such as "corporate image shaping and identification" (Corporation Identity, CI).

More importantly, through various information transmission channels and

effective internal communication, every employee should understand

and identify with this new value. Outside the enterprise, it should be

through CI , product quality and active commitment to society

and the responsibility of community development, so that new values

can be reflected and gain social support and recognition. Social

support and recognition, in turn, will enhance the recognition of new

values within the organization;

4. Changes in organizational structure

Therefore, after the new dominant cultural values of the

organization are deeply rooted in the hearts of the people, in order to

make the consciousness and behavior of the members truly change

accordingly, so as to enhance the vitality of the action of the

organization and members, the fourth step is to carry out the reform

of the organizational structure, under the guidance of the new values,

establish a functional structure with unified command, clear

responsibilities, division of labor and cooperation;

5. Changes in the consciousness and actions of organizational

members

With the foundation of the first and second stages and the solid

efforts of the third and fourth stages, the consciousness and actions

of the members of the organization are expected to undergo

revolutionary changes under the guidance of new values and

promote the organization to new heights.

(2) Maintenance and maintenance of organizational culture

Once a new organizational culture is formed, the organization will

take various measures such as personnel selection, performance

evaluation, remuneration system, promotion system, training, etc. to

maintain and maintain it. Among all the measures, three factors are

crucial: (1) personnel selection; (2) The influence of senior

executives; (3) Organizational socialization.

1. Selection of personnel

In the last part of the recruitment process, organizations will

further examine whether job seekers can accept the organization's

core values. If the applicant finds that his or her values are

incompatible or far from the organization's values, the applicant can

withdraw the application and the organization may not consider the

offer. From an organizational point of view, eliminating those who are

inconsistent with the organization and new values in personnel

selection can have the effect of maintaining and maintaining

organizational culture.

For example, recruiters at Procter & Gamble (P&G) in the United

States are good at selecting applicants who fit the company's culture

through speeches, video playbacks, and actual interviews. They often

go deep into the university to conduct at least two interviews with the

graduates, and then invite them to the company for at least three

individual interviews and one group interview before deciding

whether to admit them. In addition to knowledge and ability, their

admission criteria are mainly based on whether the candidate is

suitable for the company's values.

When selecting candidates, Compaq also attaches great

importance to whether they accept the "team-oriented" values

promoted by the company.

2. The influence of senior executives

The values and behavior style of senior managers run through the

entire organization to a large extent, affecting the formation and

establishment of organizational norms such as organizational risk

orientation, authorization degree, reward and punishment system,

and promotion system, so it has a key influence.

3. Organizational socialization

When new members enter the organization, the organization

generally helps them gradually adapt to the organizational culture.

This adaptation process of new members is their "organizational

socialization process".

The process of organizational socialization can be roughly divided

into three stages: pre-employment, contact and transition.

(1) Prearrival stage. Before entering an organization, individuals

form certain attitudes, expectations, and concepts about certain

professions or organizations through school studies or previous work.

These concepts have an important impact on what kind of

professional organization an individual chooses and whether the

professional organization chooses him.

(2) Encounterstage. After new members enter the organization, their

existing values are in direct contact with the organization's values. This is

the most critical period for organizational socialization. At the beginning,

members will find contradictions and gaps between their expectations and

reality, which are manifested in their views on work, colleagues, superiors,

and the organization as a whole. Under normal circumstances, new

employees' expectations of the organization tend to be too high and need

to be "low". If the gap in these aspects is not large, the new member can

appropriately adjust his or her perception to fit the organization's values; If

the gap is large and individuals cannot face it independently, the

organization should adopt each

Socialization programs to promote the transformation of the original

concept of new members into the concept valued and advocated by

the organization. In extreme cases, new members cannot accept the

organization's cultural concepts and may leave the organization for

development. Since new members are generally carefully selected to

enter professional organizations, extreme situations are generally not

easy to occur ;

(3) Metamorphosis stage. During this period, the new members

solved the problems faced during the contact period, the cultural

concept changed to the track consistent with the core values of the

organization, and the socialization of the organization was basically

completed. At this time, new members will take the initiative to agree

with the organization's goals, consciously abide by the organization's

formal rules and regulations and informal practices, integrate with

colleagues, actively adapt to the organization's work, and act

according to their responsibilities and organizational expectations. This

transformation obtained by employees through organizational

socialization can improve their personal professional satisfaction,

improve organizational work efficiency, strengthen employees' sense

of identity with the organization, and reduce their turnover tendency.

Figure 13-3 describes the general process of organizational

socialization. If new employees successfully go through the pre-

employment, contact and transition periods, they will have good work

performance, a strong sense of organizational identity, and the turnover

rate will be greatly reduced. If new employees fail to successfully pass a

single stage of organizational socialization, their job performance and

sense of identity will be at a low level, and the likelihood of leaving will

increase.

Job performance

Sense of identity

turnover rate

Figure 13-4 Patterns of organizational socialization

职前期接触期转变期

The key to maintaining, maintaining and developing

organizational culture lies in people, and through direct training and

creating a valuable organizational culture atmosphere to instill or

subtly instill or subtly instill it, so that new employees can understand

and identify with the organizational culture, it is an important

measure to improve the degree of organizational integration and

work efficiency, and it is also an important way to improve

employees' professional satisfaction.

(3) Ways of organizational culture cultivation

The cultivation of organizational culture needs to be persisted for

a long time, constantly instilled, and subtle. The specific subtle ways

mainly include stories, rituals, material symbols and language.

1. Story

The story of the founder's struggle, the story embodied in the

organizational principles and business philosophy, the story of the

heroic figures who promote the development of the organization,

etc., will subtly influence and cultivate the core values of the

organization members to identify with the organization, so that

employees can consciously work hard under the motivation of

organizational goals to improve organizational efficiency and

enhance organizational vitality.

2 . Ritual

Ritual refers to a very solemn organizational activity that is

repeatedly carried out and shows the most important values, most

important goals, most important people and most important tasks of

the organization. In ceremonial activities, time, space arrangement

and materialization activities (such as factory celebrations, new

product launches, venue decorations, slogans, costumes, etc.)

All have strong symbolic significance. Through these symbolic

activities, the core values of the organization are reflected and the

strong recognition of members is aroused.

3. Material symbols

Through the organization's CI design, factory appearance,

environmental cultivation, cultural facilities, etc., it reflects the

organization's business philosophy and business philosophy, which is

the material symbol of organizational culture. The facilities of the

company's headquarters, the treatment of senior executives, the

decoration design of the office, the clothing of employees, etc., are

all specific examples of organizational culture;

4. Language

Many organizations are accustomed to using their own special

vocabulary and language to identify whether a person is their own.

The most typical examples are "jargon", "code words" and "black

words" in the industry, and this phenomenon is also found in

traditional families. Members of the organization who have heard and

used industry-specific vocabulary and language not only indicate

acceptance of the culture, but also indicate that they are maintaining

and maintaining it. In some organizations, members use many unique

terms and jargon to refer to supervisors, customers, products,

equipment, and certain production processes. These vocabulary,

jargon, and special language expressions are also an important part of

the organization. The process by which new members learn to master

this language is also an important part of organizational socialization.

From an organizational point of view, it is also one of the means to

cultivate organizational culture.

In addition to the above four main ways, there are many effective

ways, such as goal integration in team building, value clarification in

group decision-making, and other organizational techniques, which can

achieve the purpose of organizational culture innovation, cultivation and

maintenance.

In an organizational culture that employees highly recognize,

employees actively participate in the maintenance, cultivation and

innovation of organizational culture, feel their own growth and

potential, are most likely to give full play to their initiative and

enthusiasm, and are most likely to experience a sense of

accomplishment in professional satisfaction intervention.

4. Organizational change and development

Organizations are the carriers of culture. As a formal

interpersonal relationship structure and role structure, the

organization reflects the spiritual level of organizational culture

through systems, norms, public opinion, atmosphere, role division of

labor, status hierarchy, and affects all aspects of organizational work

efficiency such as content, quality, and quantity at the material level,

so that the professional psychology of employees has corresponding

characteristics.

(1) The concept of organization

Management psychologist C. I. Barnard (C. I. Barnard argues that

"an organization is a cooperative system that consciously coordinates

the activities or forces of two or more people." T. D. Mooney and A. C.

Reiley argued: "An organization is a form of association for people who

achieve a common goal. If an organizational group wants to achieve

its goals effectively, it must do different things under the principle of

coordination and cooperation."

Based on the definitions of the above two scholars, an

organization is a social combination method in which a group of two

or more people consciously coordinates the activities of members

and various forces through division of labor and cooperation norms

to achieve the common goal.

In the above definition, the purpose and general tasks of the

organization are expressed. In professional organizations, the most

basic goal is work efficiency, around this goal, professional

organizations need to carry out strict division of labor and

cooperation according to internal and external requirements,

starting from the requirements of products and services.

(2) Characteristics of effective organization

Effective enterprise organizations generally have the following

characteristics:

1. Clearly stipulate the obligations and rights of departments,

teams, groups, groups and each person;

2. The obligations and rights of staff are mutually consistent and

balanced;

3. The power line is clearly marked and presented, that is, each

employee knows who is responsible for the work;

4. Decompose responsibilities to the greatest extent until each

staff member assumes a function;

5. The functions of selecting and processing information and

making management decisions are also within the range of rated

and estimated possibilities;

6. A staff member supervises and leads the work of no

more than 7-8 people, and the functions of these people are

also interconnected;

7. Under various conditions, the organization is easy to change in

the direction of simplification;

8. Establish direct horizontal connections between all links and in

all necessary long rivers;

9. The decision-making power is delegated to the grassroots to

the greatest extent possible.

Since the goals and roles of the organization are very clearly

defined, in such an organization, the work stress caused by unclear

information will be greatly reduced, and the autonomy will be played

to a better level.

(4) Organizational development

Organizational development (OD) refers to the use of psychological

knowledge to adjust and change the organizational structure in a planned and

systematic manner with a focus on human actions and interpersonal relationships

in order to maintain and enhance the vitality of the organization. The process of

optimizing the organization and maximizing efficiency.

Research and practical activities for organizational development,

which began at the end of the 50s. Since the 60s, due to changes in

social, economic, scientific and technological class relations and other

factors, the American Management Association and the American

Training and Development Association have successively established

corresponding departments for organizational development. In the ten

years from 1964 to 1975, 64 topics for organizational development were

developed. At present, 60%-80% of the largest 500 companies in the United

States employ professionals in organizational development to

participate in diagnosis, planning, implementation, and evaluation.

The basic task of organizational development is to form a set of

activities that adapt to changes in the internal and external

environment through planned, long-term and systematic efforts, so

as to improve productivity and the overall efficiency of the enterprise

organization. Through organizational development, senior leaders of

enterprises can make the leadership of the existing direction,

improve the vitality of the organization, and enhance the ability of

the organization to achieve its goals. The organizational

development goals of enterprises can be completed in a short period

of time, but generally require no less than two to three years to

achieve certain results. Organizational development is an achievable

plan and procedure that can change the interpersonal relationships

and behaviors in the organization in the process of realization,

leading to changes in work results.

1. Changes in the environment within the organization

The external environment of organizational development and

change includes macro aspects such as social culture, science and

technology, economy, politics, and law, as well as micro aspects

such as product supply and demand, and market regulation. The

pressure generated by the change of these external factors forces

the organization to change according to market principles, become

more flexible, adaptable and growing, and its structure is

transformed from the original "mechanical structure" to "organic

structure", becoming a new type of matrix structure organization. In

this new organizational structure, the internal environment has

undergone revolutionary changes.

Changes in the environment within the organization Changes in

the work attitude, work expectations, personal values, organizational

goals, structure, power system, formal organizational system,

personnel quality, scientific and technological level and other aspects

of the main staff. Psychologist R. E. Walton believes that the change in

the environment within the enterprise organization is essentially the

change in the psychology of employees in the enterprise organization.

The driving forces for change are as follows:

(1) Employees want to engage in challenging jobs that can

make their personal growth faster, while the environment provided

by the organization tends to allow them to engage in simple, single

jobs, thus limiting the development of employees;

(2) Employees want to have a fair and equal form of

communication, but the organization still creates inequality with

strict class hierarchies;

(3) The organization only pays attention to material

remuneration according to the traditional concept, but ignores the

growing spiritual requirements of employees;

(4) Employees need immediate satisfaction from the

organization's position, but the organization cannot provide this

satisfaction in time;

(5) Employees require the organization to care about their lives

and emotions, respect their feelings and self-esteem, and be able to

communicate frankly, while the organization only pays attention to

the rational aspect and does not pay attention to the emotional

aspect of employees.

(6) Employees lack the motivation to compete, but the

organization still has a competitive way to design positions,

organizational work and remuneration systems, etc.

Therefore, the essence of the change in the environment within

the enterprise organization is actually to create a suitable

organizational culture environment for employees to promote their

growth in the professional scenario.

2. Key points to promote organizational development

Management psychologist Beckhardt believes that to promote

organizational development, we must do a good job in the three links

of problem solving, decision-making and communication, so as:

(1) The strategy of enterprise management has changed;

(2) The working atmosphere of the enterprise can adapt to the

changing external environment and the personal needs of

workers;

(3) Change the working style and working methods of the central

part of the enterprise to meet the requirements;

(4) Effectively correct the deficiencies in the management

structure;

(5) Enhance the unity between groups;

(6) Make the communication system more flexible and

effective;

(7) Improve management work according to the plan and

advocate target management;

(8) Actively resolve conflicts between individuals and groups;

(9) Make important changes in the incentive system;

(10) Managers should first adapt to the new organizational

functions.

(5) Procedures for organizational reform

Different management psychologists have different views on the

operating procedures of enterprise organizational reform:

1. J. W. Lorsch believes that the main procedures of enterprise

organizational reform are:

(1) Create a perception of the need for change, so that people feel

the pressure of change;

(2) Analyze and diagnose the environment to create the need for

change and determine the direction of change;

(3) Personnel affected by communication changes;

(4) Monitor changes and adjust the organization.

2. J. Kelly divides the process of organizational reform into the

following nine steps:

(1) Identify the problem;

(2) diagnosis;

(3) list feasible options;

(4) Development decision-making refers to the criteria;

(5) Choose the answer method;

(6) Plan change;

(7) Take action;

(8) Evaluation criteria;

(9) Feedback.

3. P. Erwin (P. H. Irvin and F. W. Lang-Ham proposed ten steps

for organizational change:

(1) Understand the transformative power of you and your business;

(2) determine your ability to change;

(3) creating a climate of change;

(4) People involved in the change;

(5) the organization needed for change;

(6) Actions provoked;

(7) Planning changes;

(8) Implement change;

(9) minimizing risks and conflicts;

(10) Provide leadership.

4. General steps:

(1) Identify the problem;

(2) tissue diagnosis;

(3) implementation of organizational changes;

(4) Evaluation and feedback.

Demandi

ng the

power

change

Resources,

structure

Exterior and interior

Evaluation

after

the

implem

entatio

n of the

plan

Results were controlled against objectives

Fig.1 3-5 Procedure diagram of enterprise organizational

reform

分析问题识别限制条件

认识问

题所

在

贯彻方案

时

间

掌握变

革方

法

选择方案

(6) Formulate relevant theories for organizational reform

procedures

1、双因素理论(Mativation-hygiene Theory)

By American psychologist Frederick . A theory of motivation proposed

by Frederick Herzberg. This theory believes that there are two types of

motivating factors: one is health care factors and the other is

motivational factors. Health care factors are also called maintenance

factors, these factors do not motivate people, but have the role of

prevention, maintaining people's motivation, maintaining the status

quo of work, environmental factors such as corporate policies, working

conditions, welfare, etc. are health care factors. Motivational factors

are internal factors that affect people's work, and their essence is to

pay attention to the content of the work itself, so as to improve work

efficiency, promote people's enterprising, and motivate people to

perform at their best.

According to the two-factor theory, the traditional view that

satisfaction and dissatisfaction are opposites should be corrected, that

is, the opposite of satisfaction is no satisfaction, and the opposite of

dissatisfaction is no dissatisfaction.

When considering the needs of employees, organizational change

should strive to improve the level of motivational factors without

reducing the effectiveness of health care factors, so that employees

are satisfied or not dissatisfied.

2 . Agiris' theory of personality maturity

C. Argyris, a professor of organizational psychology in the United States,

proposed the theory that personality goes from immature to mature.

He believes that a healthy person develops from supplementary

maturity to maturity. This maturity is a natural development process,

but due to the immaturity of the surrounding environment and

management system, only a few people can reach full maturity.

Agiris believes that human development from immaturity to maturity

includes seven aspects:

(1) Passive-active;

(2) dependence-autonomy;

(3) Only a few movements - can do a variety of actions;

(4) Shallow interest - deep interest;

(5) short-sightedness - far-sighted;

(6) Subordinate status - equal or superior status;

(7) Lack of self-awareness - self-awareness.

According to Agilis' theory of personality maturity, the goal of

organizational change should be to strive to promote the maturity of

employees in seven aspects, so that employees can become active,

autonomous, active, interested, visionary, pursuit, and self-conscious.

3. The comprehensive application of two-factor theory and

personality maturity theory in organizational change

Herzberg's two-factor theory and Agilis' theory of personality

maturity challenge the traditional concept of division of labor, so

the requirement of "work redesign" as one of the contents of

organizational change arises. "Work redesign" includes "job

expansion", "job enrichment", "self-management group",

"rotation work system", etc.

Table 13-3 lists the organizational changes around work enrichment.

As can be seen from the table, effective organizational change

measures must take into account the pertinence of individual

employees and the organization itself, and use organizational behavior

techniques based on psychology and other behavioral sciences to be

carried out in a planned, step-by-step, feedback, and moderated

manner. At the same time, it is necessary to combine work, training,

education and performance appraisal, combine target evaluation with

observation and analysis, and combine the career development of

individual employees with organizational development.

Table 13-3 Content of work enrichment

needle to person needle to the masses

针

对

工

作

任

务

的

问

题

针

对

过

Role analysis techniques

Education: skills,

decision-

making, solving

plans, setting

goals

Problems, capabilities

Career plan

Developme

nt Grid

Diagram

(Phase 1)

Work enrichment and goal management

Technology-organizational structure

change

Survey feedback

Consultation meetings for managers on

company issues

Team Building Seminar OD

(Organizational Development)

Grid Diagram (Phase 2 & 3)

Some "socio-technical" regimes

Lifetime plan

Individual mentoring and

consulting engineering

consulting education: group

dynamics, planned change

Survey feedback

Team building

seminars, group activity

process consultation

Participate in external training groups

Third coordinator

OD Grid Diagram

(Phase 1) Gestalt

Organizational

Development

Interaction analysis

Internal training group

OD grid diagram (phase

2 and 3) Gestalt

organization

development

(7) Organizational development promoted by organizational

change

Organizational change involves all aspects of organizational

culture, especially the change at the spiritual level, as well as

changes in the core values and interpersonal structure and

interpersonal relationships in the corresponding organization. Table

13-5 provides us with a measurement index system for evaluating

organizational changes

Table 13-4 Changes brought about by organizational

development

From Table 13-5, we can see that among all the changes, the change

of relationship is the most critical. The nature and quality of relationships

restrict the nature and quality of organizational change. Among all

relationships, the relationship between individuals and enterprises is the

most fundamental relationship. In the relationship between individuals

and organizations, they understand each other's needs, and in the

测量内容因素

A 、获得者 1、个体

2、群体

3、组织

B 、期望改变水平 1、概念－理解价值定型，情感与关系的变化

2、行为－工人熟练活动作，以及相互作用的变化

3、程序－工作规则，政策和程序从属于达到组织任务的方法

4、结构－正式群体成员，沟通渠道，下属与干部关系的变化 C 、制约变化的关系 1、个人内部的变化

－人的概念、人的行为、个性

2、个人之间－人际关系

3、群体内部－群体成员有归属感

4、群体间－不同群体及其成员之间的相互关系

5 、整个组织水平上的关系－作为个别人或群体考察组织作为整体单位

程

性

质

的

问

题

process of change, they tend to achieve the goals and ways of meeting

needs through continuous integration, which is conducive to the

development and growth of individuals and organizations in the

professional environment.

Table 13-6 shows the orientation of the relationship between

individuals and enterprise organizations. In the process of

organizational change, it is necessary for the organization to clarify the

orientation of these aspects and develop these aspects in a positive

direction through a new structure to ensure the integration between

the reasonable requirements of individuals and the requirements of the

organization.

Table 13-5 The relationship between individuals and

enterprises

Individuals' requirements for the enterprise

1. Needs orientation: treatment, status,

opportunities, etc.;

2. Resource orientation: what individuals can

provide to the enterprise is physical

strength, intelligence, imagination,

creativity, etc.;

3. Responsibility orientation: the sense of

responsibility is manifested in the spirit

of initiative, influence, organizational

strength, etc.;

The requirements of enterprises for individuals

1. Need-oriented: ensure profits, contribute to

the enterprise with actions, and be

eliminated for inaction, etc.;

2. Resource orientation: provide an

environment that can meet the needs

of individuals and society, provide

personal benefits for corporate profits,

assist personal growth, etc.

3. Responsibility orientation: give full play

to leadership, promote work, and use the

enterprise

4. Results-oriented: What individuals

want to get, such as promotion

opportunities, leadership, sense of

achievement, etc.

resources are responsible, power and

responsibility are balanced, and so on;

4. Result-oriented: the enterprise

continues to grow, obtain maximum

profits, grow together, and so on.

Review Thinking Questions:

1. What is the influence of human nature assumptions on

management concepts and behaviors?

2. What revolutionary impact may the assumptions of learners

have on management in the 21st century?

3. Compare various incentive models and explain their strengths

and weaknesses.

4. How to effectively play the role of organizational culture?

5. How to carry out organizational culture change?

Students also viewed