Поведение в организациях

Групповое и межличностное влияние

Поведение группы и межличностное влияние также являются мощной силой, влияющей на организационную деятельность. Наша модель включает в себя четыре важных аспекта группы и межличностного влияния на организационное поведение: групповое поведение, межгрупповое поведение и конфликт, власть и политика, и руководство. Группа поведения. Группы образуют для управленческих действий с помощью индивидуальных усилий. Менеджеры должны создать рабочие группы для осуществления порученных им заданий и задач. Они не смогут выполнять свои задания эффективно без этих групп. Группы, созданные для принятия управленческих решений, называются формальными.

Группы также образуются в результате действий сотрудников. Такие группы, называются неформальными, развиваются вокруг общих интересов и дружеских отношений. Хотя это и не приветствуется руководством, группы такого рода могут повлиять на организационное и индивидуальное исполнение. Эффект может быть положительным или отрицательным, в зависимости от намерений членов группы. Если группа решает, неофициально, замедлить темп работы, эта норма будет оказывать давление на людей, которые хотят остаться в составе группы. Эффективные менеджеры должны оценить последствия физических лиц необходимых для принадлежности.

Межгрупповое поведение и конфликты. Группы работают и взаимодействуют с другими группами, они создают свой ​​собственный уникальный набор характеристик, в том числе структуру, целостность, роль, нормы и процессы. В результате, группы могут сотрудничать или конкурировать с другими группами, и межгрупповая конкуренция может привести к конфликту. Если руководство банка учредило программы поощрения денежными премиями в отделениях привлечения новых клиентов, это может привести к конкуренции и конфликтам между ветвями. В то время как конфликт между группами может иметь положительные результаты для организации, большой межгрупповой конфликт может привести к очень негативным результатам. Таким образом, управление межгрупповым конфликтом является важным аспектом управления организационным поведением.

Власть и политика. Власть - это способность заставить кого-то делать то, что он не хочет делать или чтобы все произошло так, как вы хотите, или не произошло. Многие люди в нашем обществе очень плохо знакомы с понятием власти. Некоторые из них очень обижаются на это. Это потому, что сущность власти является контролем над другими. Для многих американцев это наступление мысли. Тем не менее, власть является реальностью в организациях.

Менеджеры получают электроэнергию, как от организации, так и от отдельных источников. Менеджер имеет власть в силу своего положения в официальной иерархии организации. Он контролирует оценку выполнения и повышения заработной платы. Тем не менее, он также может иметь власть, потому что его сотрудники уважают и восхищаются его способностями и знаниями. Поэтому менеджеры должны привыкнуть к понятию власти в реальности в организации и к управленческим ролям.

Лидерство. Руководство существует во всех организациях. Оно может быть найдено в формальных группах, но также и в не формальных группах. Лидерами могут быть руководители или топ-менеджеры. Важность эффективного руководства для получения индивидуальной, групповой и организационной деятельности является настолько критической, что необходимо прикладывать много усилий, чтобы определить причины такого лидерства. Некоторые люди считают, что эффективное лидерство зависит от качеств и определенного поведения - по отдельности и в комбинации, другие считают, что стиль руководства является эффективным в любых ситуациях, третьи считают, что каждая ситуация требует конкретного стиля руководства.

Ответы на вопросы:

Unit 3

1. Why should organizational behavior follow the principles of human behavior?

The effectiveness of any organization is influenced greatly by human behavior. People are resource common to all organizations. There is no such thing as a people less organization. To be effective, managers of organizations must view each employee or member as a unique embodiment of all these behavioral factors.

2. What should all the managers know about their employees?

Each person has unique perceptions, personality, and life experiences; different capabilities for learning and stress; and different attitudes, values, beliefs, and aspirations levels.

3. Why should a manager be concerned with every person working for him?

The effectiveness of any organization is influenced greatly by human behavior. People are resource common to all organizations. There is no such thing as a people less organization.

4. What can happen if manager ignore some laws and principles of psychology?

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5. Why do certain roles appear in organization?

The relationships among individuals and groups in organizations create expectations for the behavior of individuals. These expectations result in certain roles that must be performed. Some people must perform the roles of leaders, while others play the roles followers. Any boss had been a follower before he became a leader. Middle managers must perform both roles because they have both status, and power; people in organizations have varying needs from each system.

6. What is the position of a middle manager?

Middle managers must perform the roles of leaders, and sometimes play the roles followers because they have both status, and power; people in organizations have varying needs from each system.

7. Would you like to take up this job? (Хотели бы вы взять на себя работу менеджера среднего звена?)

I would like to take for me responsibility of middle manager because I would like to be a leaders and it is interesting for me.

8. What is good / bad about it?

I think that being a middle manager in an organization is very prestigious and interesting. Every day you may to have different work.

9. Why is it impossible to identify all the factors influencing individual behavior?

Our behavior is any situation involves the interaction of our personal characteristics and the characteristics of the situation. Thus, identifying all the factors is time-consuming and difficult; frequently, it is impossible.

10. What is the main idea and advantage of contingency approach?

The basic idea of the contingency approach is that there is no one best way to manage. A method that is very effective in one situation may not even work in others.

11. What kind of people would willingly use this approach?

The contingency approach has grown in popularity over the last two decades because research has shown that, given certain characteristics of a job and certain characteristics of the people doing the job, some management practices work better than others. Thus, when facing a problem, a manager using the contingency approach does not assume that a particular approach will work. Instead, he or she diagnoses the characteristics of the individuals and groups involved, the organizational structure, and his or her own leadership style before deciding on a solution.

12. What sort of people will recent it?

When facing a problem, a manager using the contingency approach does not assume that a particular approach will work. Instead, he or she diagnoses the characteristics of the individuals and groups involved, the organizational structure, and his or her own leadership style before deciding on a solution.

13. What are the major processes in organization?

Process refers to activities that give life to the organization chart. Communication, decision making, performance evaluation, socialization, and career development are processes in organizations.

14. Why is it vital to be aware of all the processes in organization?

Sometimes, understanding process problems such as breakdowns in communication and decision making or a poorly constructed performance evaluation system result in a more accurate understanding of organization behavior than simply examining structural arrangements.

15. Which type of behavior is Japanese management focused on nowadays?

During the last decade there has been a great interest in what American managers can learn from Japanese managers. Many writers on Japanese management emphasize the human behavior or «people skills» in managing successful organizations.

16. Why are the Japanese firms likely to pay more attention to organizational process factors?

Recent work, however, has argued that as Japanese firms face turbulent environments, knowledge of organizational structure and organizational process factors will also be necessary for success in Japanese firms.

Unit 4

1. Why is it vital for a manager to be good at understanding individual behavior?

Individual performance is the foundation of organizational performance. Understanding individual behavior is therefore critical for effective management.

2. What are the four factors influencing individual behavior in organizations?

The model of individual behavior includes four important influences on individual behavior and motivation in organizations: individual characteristics, individual motivation, rewards, and stress.

3. Where can one get reliable information on various individual characteristics?

Psychology and social psychology contribute a great deal of relevant knowledge about the relationships among attitudes, perceptions, personality, values, and individual performance. Individual capacity for learning and for coping with stress has become more important in recent years.

4. Which characteristics have become increasingly important for managers lately?

Because organizational performance depends on individual performance, managers must have more than a passing knowledge of the determinants of individual performance. Individual capacity for learning and for coping with stress has become more important in recent years. Managers cannot ignore the necessity for acquiring and acting on knowledge of the individual characteristics of both their subordinates and themselves.

5. What is the range of individual characteristics a manager should know?

Because organizational performance depends on individual performance, managers must have more than a passing knowledge of the determinants of individual performance. Managers cannot ignore the necessity for acquiring and acting on knowledge of the individual characteristics of both their subordinates and themselves.

6. What are the objectives of the motivation theory?

Motivation and ability to work interact to determine performance. Motivation theory attempts to explain and predict how the behavior of individuals is aroused, started, sustained, and stopped.

7. How is motivation related to the performance?

Motivation and ability to work interact to determine performance. However managers must still try to understand it. They must be concerned with motivation because they must be concerned with performance.

8. Is there a generally accepted theory of motivation?

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9. Why is motivation theory so important for managers?

Not all managers and behavioral scientists agree on what is the «best» theory of motivation. In fact, motivation is so complex that it may be impossible to have an all encompassing theory of how it occurs. However managers must still try to understand it.

10. How does an organizational reward system influence an individual performance?

One of the most powerful influences on individual performance is an organizations reward system. Management can use rewards (or punishment) to increase performance by present employees.

11. What are the most common types of reward?

Pay checks, raises, and bonuses are important aspects. Performance of the work itself can provide employees with rewards, particularly if job performance leads to sense of personal responsibility, autonomy, and meaningfulness.

12. How can performance provide employees with rewards?

Management can use rewards (or punishment) to increase performance by present employees. It can also use rewards to attract skilled employees to join the organization.

13. What are some usual symptoms of stress? What gives rise to stress?

Stress is an important result of the interaction between the job and the individual. In this context, as a state of imbalance within an individual, stress often manifests itself in such symptoms as insomnia, excessive perspiration, nervousness, and irritability.

14. How can the existence of positive and negative types of stress be accounted for?

Whether stress is positive or negative depends on the individuals tolerance level. People react differently to situations that outwardly seem to induce the same physical and psychological demands. Some individuals respond positively through increased motivation and commitment to finish the job. Other individuals respond less desirably by turning to such outlets as alcoholism and drug abuse.

Unit 5

1. What are the most important aspects of group and interpersonal influence on organizational behavior?

Group behavior and interpersonal influence are also powerful forces affecting organizational performance. Model includes four important aspects of group and interpersonal influence on organizational behavior: group behavior, inter-group behavior and conflict, power and politics, and leadership.

2. Why are groups created? How are groups formed?

Groups form because of managerial action, and because of individual efforts. Such groups, created by managerial decisions, are termed formal groups. Groups also form as a consequence of employees’ actions. Such groups, termed informal groups, develop around common interests and friendships.

3. What's the difference between formal and informal groups?

Groups form because of managerial action, and because of individual efforts, and such groups, termed informal groups, develop around common interests and friendships.

4. How can informal groups affect organizational and individual performance?

This groups develop around common interests and friendships. Though not sanctioned by management, groups of this kind can affect organizational and individual performance. The effect can be positive or negative, depending on the intention of the group’s members.

5. Why should experienced managers take into account the existence and formation of informal groups?

Groups of this kind can affect organizational and individual performance. The effect can be positive or negative, depending on the intention of the group’s members. If the group decides informally to slow the work pace, this norm will exert pressure on individuals who want to remain a part of the group. Effective managers should recognize the consequences of individuals need for affiliation.

6. What does the interaction of various groups result in?

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7. What are the two alternative results of their process?

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8. What are the two possible consequences of intergroup conflict?

As groups function and interact with other groups, they develop their own unique set of characteristics, including structure, cohesiveness, roles, norms, and processes. As a result, groups may cooperate or compete with other groups, and intergroup competition can lead to conflict.

9. What are the attitudes to the concept of power in the conflict?

Power is the ability to get someone to do something you want done or to make things happen in the way you want them to happen.

10. What are the main sources of managerl' power?

Managers derive power from both organizational and individual sources. A manager has power by virtue of his position in the formal hierarchy of the organization. He controls performance evaluations and salary increases.

11. What are the causes of leadership?

Leaders exist within all organizations. They may be found in formal groups, but they may also be found in formal groups. They may be managers or non-managers.