The problem of organizational behavior What is organizational behavior?

What is organizational behavior?

Organizational behavior is a science that studies the behavior and psychological laws of people in organizations. It is a branch of behavioral science. With the development of society, especially the development of economy, the development of enterprise organization has been promoted, and organizational behavior has been paid more and more attention. Organizational behavior has many branches of its own, such as enterprise organizational behavior, school organizational behavior, hospital organizational behavior, military organizational behavior and so on. At present, there are many researches and applications of enterprise organizational behavior, so people often treat organizational behavior and enterprise organizational behavior as the same.

Organizational behavior is a marginal discipline, based on behavior, which intersects with psychology, sociology, anthropology, engineering, computer science and other disciplines.

Organizational behavior is a new development of management psychology, which has both consistency and certain differences.

There are many definitions of organizational behavior. Stephen P. Robbins (1997), an American scholar, thinks that organizational behavior is a research field, which discusses the influence of individuals, groups and structures on the internal behavior of organizations, so as to apply this knowledge to improve the effectiveness of organizations.

1) individuals in the organization.

The basis of personal behavior

Attitude and job satisfaction

Personality and values

Perception and personal decision-making

The basic concept of motivation

Motivation: From Concept to Application

Mood and mood

2) Groups in the organization.

The basis of group behavior

Understand the work team

connect

The basic viewpoint of leadership

Contemporary leadership issues

Power and politics

Conflict and negotiation

3) organizational system.

The foundation of organizational structure

organizational culture

Human resource policy and practice

] related disciplines of organizational behavior

The disciplines closely related to organizational behavior include management (including human resource management and organizational management), behavioral science (including psychology, sociology and anthropology) and social science (including politics, economics and ethics), as shown in table 1- 1.

Table 1- 1 disciplines closely related to organizational behavior

The specific disciplines of science mainly affect and involve research fields.

Manage human resource management training and development, performance management, employee recruitment and selection, salary management and labor relations.

Organizational management theory, organizational technology, organizational change, organizational culture

Motivation, leadership, perception, personality, personal decision-making, job satisfaction, attitude, job pressure and job design in behavioral science psychology.

Sociology group motivation, group behavior, team building, communication, behavior change, attitude change, group decision-making

Comparison of anthropological values, attitudes, cross-cultural research, organizational culture and organizational environment.

Conflicts between social science and politics, and between power and politics in organizations.

Economic leadership effectiveness and job performance

Ethical issues of motivation, leadership and communication.

The following three questions have been the core issues of organizational behavior research for many years:

(1) Matching between people and work, organization and environment. Early organizational behaviorists mainly studied the matching between people and jobs and occupations. The research of organizational behaviorism has changed from how people adapt to machines in the past to how machines adapt to people. In recent years, organizational behaviorists began to pay attention to the matching among people, organizations and environment. The research conclusion provides a powerful theoretical basis for the recruitment and performance management of human resources.

(2) Motivation is the core issue in the study of micro-organizational behavior. In the past, theories about motivation included content school, process school and reinforcement school. In addition, the research closely related to motivation is about work commitment, mainly from the aspects of work values, career development, work responsibility, organizational identity and attitude towards society.

(3) Organizational change is the core issue of macro-organizational behavior research. A large number of leadership theories, organizational theories and technologies have emerged. In the modern information society, the environment faced by organizations is information dispersion and unprecedented expansion of activities, and the most strategic core task of organizations is continuous innovation. The significance of reform lies not only in improving organizational efficiency and competitiveness, but also in forming the tradition and habit of organizational innovation.

] the research object of organizational behavior

Why do people pay more and more attention to organizational behavior? Mainly because its research object is the behavior and psychology of people in organizations. As we all know, an important feature of market economy is full of competition, and competition is, in the final analysis, the competition of people's quality, in other words, the competition of people's psychological activities and behaviors. Therefore, a remarkable feature of modern enterprise management is "people-centered" management. With the progress of social civilization, people's role is becoming more and more important. If the quality of employees in an enterprise is not high, or the enthusiasm of employees is not mobilized, then the material elements such as funds, land, raw materials, equipment and information in this enterprise cannot realize their real value.

Although the emergence of robots and the popularity of computers will replace some people's work, it is a well-known fact that the proportion of mental workers will increase accordingly. According to statistics, in manual enterprises, the ratio of manual workers to mental workers is 9 ∶ 1. In enterprises with moderate mechanization, the ratio is 6: 4; In automation enterprises, the ratio is 1: 9. With the increasing proportion of mental workers, the role of people is becoming more and more irreplaceable. Moreover, the psychological activities and behaviors of manual workers and mental workers are very different, so it is imperative for managers to master the necessary knowledge and skills of organizational behavior.

] the research content of organizational behavior

The research content of organizational behavior focuses on the "person-person" system in enterprises. In an enterprise, there are many kinds of management contents involved, but they can be divided into two parts: the management of things, called "people-things" system; The management of people is called "people-people" system.

In the "people-things" system, many disciplines are involved, such as accounting, finance, engineering, material management, information management system, statistical operations research, production management, engineering psychology and various technical disciplines;

In the "person-person" system, many disciplines are involved, such as organizational behavior, human resource development and management, social psychology, corporate culture, public relations, interpersonal psychology, leadership, personnel psychology, communication and so on. Among them, organizational behavior is an important basic discipline.

] the development of organizational behavior

In recent years, many North American organizational behaviorists have divided the development of organizational behavior since the beginning of the 20th century into three stages:

1900- 1927, the theoretical stage of classical scientific management represented by Taylor;

1927- 1965, interpersonal relationship theory began with Hawthorne's experiment and then went to the X-Y theory stage;

1965— Now, we look at people and their organizational behavior at this stage with a contingency attitude and method.

First, the early study of organizational behavior

An important reason for the development of organizational behavior is the result of seeking to solve the contradiction and struggle between labor and capital relations. Minimizing costs and maximizing profits are the goals of employers, and improving working conditions and welfare benefits are the requirements of employees. Management pursues efficiency and labor expects to meet the needs of life and humanity fairly. The intensification of labor-capital conflicts such as large-scale strikes and factory closures will cause losses for both employers and employees. In the early stage of capitalist development, especially in the primitive accumulation stage of capital, the contradiction between labor and capital is very prominent.

Frederick Winslow Taylor (1856- 19 15), the father of "scientific management", believes that both employers and employees should strive to improve production efficiency, thus increasing output and profits, raising wages and improving conditions. Only in this way can everyone live a better life, and the two sides have changed from psychological confrontation in the past to psychological coordination. Taylor made a lot of experiments by using the time-action analysis method, and put forward a series of scientific management systems and methods (Taylor, 1964) such as labor quota, working hour quota, work flow chart and piece-rate wage system, which greatly mobilized the enthusiasm of workers and improved production efficiency.

Hugo munsterberg (1863- 19 16) is called "the father of industrial psychology", and his landmark work named Psychology and Industrial Efficiency (19 13) was first published in Munster, London, England. (2) Under what psychological conditions, we can get the biggest and most satisfactory output from everyone's work; (3) How can enterprises influence workers in order to get the best results from them.

Munster Berg's works are supplemented by the innovative ideas of Lillian Gilbert Reyes (1878- 1972). In the book Management Psychology (Gilbert, 1980) published in19/4, Gilbert Rees wanted to apply the early psychological concepts to scientific management practice. She cares about the human factor in her work. She stressed that when applying the principles of scientific management, we must first see the workers and understand their personalities and needs. Many workers are dissatisfied, not because the work is monotonous, but because the managers don't care enough about the workers. She first put forward the concept of "management psychology" and tried to apply the concept of early psychology to management practice, but it did not attract enough attention at that time.

Another important early behavioral scientist who applied psychology to management was walter dill scott (1869-1955). He received his Ph.D. in psychology at 1900, and has written many books about applying psychological concepts to advertising and marketing (Scott, 1908), as well as some books on this subject.

Since the 1920s, people have gradually realized that psychology is becoming more and more important in the research work environment, and industrial psychology has begun to rise.

Second, the influence of Hawthorne experiment

Elton Mayo (1880- 1949) and F. J. Rotlisberg (1898-) are engaged in famous experiments in Hawthorne factory of western electric company 1927+0932. As early as 1924- 1927, the National Research Council of the United States conducted a study in cooperation with Western electric companies to determine the effects of lighting and other conditions on workers and productivity. They found that the productivity of the experimental group was improved whether the light was enhanced or weakened. When the researchers were about to declare the whole experiment a failure, Elton Mayo of Harvard University found something unusual, so he continued to study with Rotlisberg and others. Changing the illumination of the experimental group, improving the rest time, shortening the working day and changing the encouraging wage system all seem to be unable to explain the reasons for the change in productivity. So Mayo and his researchers concluded that there must be other factors at work. They believe that the improvement of productivity is caused by some social factors, such as morale, satisfactory relationship (sense of belonging) between members of the labor collective and effective management. This kind of management needs to understand people's behavior, especially collective behavior, and carry out management work through such personal methods, such as encouragement, persuasion, leadership and information exchange. The phenomena in the above experimental groups are basically caused by people's "attention", which is commonly known as "Hawthorne effect" (Mayo,1960; Roethlisberger， 194 1； Rotlisberg Corp. Dixon, 1966).

Hawthorne experiment and early interpersonal scientists put forward many concepts about human behavior in organizations, among which the striking viewpoints include: (1) enterprise organization is not only a technical-economic system, but also a social system; (2) Individuals are not only motivated by economic rewards, but also influenced by various social and psychological factors; (3) There are "informal organizations" in enterprises; (4) the leadership mode that emphasizes "democracy" rather than "dictatorship"; (5) Emphasize participation in management and establish effective communication channels among all levels of the organizational hierarchy; (6) Managers need not only effective technical talents, but also effective social talents; (7) All members of the organization can arouse their work enthusiasm by meeting certain social and psychological needs.

The "interpersonal relationship theory" put forward by Mayo and others is famous all over the world and has become the forerunner of behavioral science research. Since then, more management scholars and experts began to pay attention to and devote themselves to the study of human behavior. The continuous achievements of natural science and social science promoted the research process of this problem, which led to the formal formation of behavioral science as a new discipline in the late 1940s and early 1950s. The concept of "behavioral science" was put forward at the interdisciplinary seminar held at the University of Chicago in the United States from 65438 to 0949. 1953, the Ford Foundation of the United States invited some famous scholars from universities to discuss and formally named this comprehensive discipline "Behavioral Science". Behavioral science studies human behavior with the theories of psychology, sociology, anthropology and all other disciplines related to human behavior (such as politics, history, education, biology, medicine, religion, etc.). ), so it is a comprehensive science and a discipline group composed of related disciplines, and psychology is an important cornerstone of its formation. The emergence and development of behavioral science contributed to the formation of behavioral science school. After 1960s, behavioral science entered the research stage of organizational behavior, and organizational behavior began to take shape at the end of 1960s. In 1980s, organizational behavior was divided into macro-organizational behavior and micro-organizational behavior. Macro-organizational behavior comes from sociology, politics and economics, and discusses organizational structure, organizational design and organizational behavior under a certain socio-economic background. Micro-organizational behavior comes from psychology, which studies the interaction between individual behavior, attitude, motivation and organizational system.

Third, the development of organizational behavior in China.

Although China's traditional culture contains rich thoughts of management psychology, these thoughts basically stay on experience and simple understanding. As an independent discipline, organizational behavior was introduced from the west. 1935 ——1937 Zhou Xiangeng cooperated with Chen Li in the Institute of Psychology, Academia Sinica, and made an investigation on the rationalization suggestions put forward by the employees of Beiping Nankou Locomotive Factory, trying to explore ways to arouse the enthusiasm of employees from a psychological perspective. This is the earliest experimental study of industrial psychology in China. 1935 Chen Li, a well-known domestic psychologist, wrote and published an introduction to industrial psychology. For the first time, he systematically discussed the basic issues of China's industrial psychology and management psychology from such important aspects as environment, fatigue, rest, working methods, accidents and efficiency, as well as industrial organization, motivation and encouragement. Since 1950s, China has gradually carried out research on engineering psychology and labor psychology, but management psychology started late. Due to the influence of "Cultural Revolution", the academic circles in China knew little about the rapid development of industrial and organizational psychology in the 1960s. Until the end of 1970s, when China turned to economic construction as the center, the industry felt it necessary to use the knowledge of psychology to arouse the enthusiasm of enterprise managers and employees, and psychologists also felt it necessary to carry out research on psychological problems in production management. It is in this situation of reform and opening up that management psychology has gradually developed. 1980 The establishment of the Professional Committee of Industrial Psychology of Chinese Psychological Society marks the beginning of organizational behavior in China. China Behavioral Science Society was founded in 1985, which is actually an organizational behavioral science society. At this point, all provinces and cities have basically established behavioral science societies.

Since 1980s, there have been two specialized industrial psychology research institutions in China engaged in the research of organizational behavior. 1) Research Center of Social Economy and Psychological Behavior, Institute of Psychology, Chinese Academy of Sciences (formerly Industrial Psychology Laboratory), 2) Engineering Psychology of Zhejiang University (formerly Industrial Psychology Major, Hangzhou University). They are all doctoral degree-granting units. After 1990s, with the upsurge of human resource management in China, some teachers of management schools in many universities in China began to teach and study organizational behavior, and a group of master students and doctoral students took the field of organizational behavior as their dissertations. Since 1980s, China has translated and published a number of influential foreign works, such as Organizational Psychology by Shein (1987), Motivation and Personality by Maslow (Maslow, 2005) and Industrial and Organizational Psychology by McCormick. 1985, the first management psychology textbook written by Chinese scholar Lu came out, and then many books on management psychology and organizational behavior came out. Among them, more influential ones are Management Psychology (Gansu People's Publishing House, 1988), Industrial Management Psychology by Chen Li (Shanghai People's Publishing House, 1988), and Management Psychology by Xu Liancang (Guangming Daily Publishing House, 1988). According to incomplete statistics, there are currently more than 100 kinds of such works. Many studies have been carried out in this field, including motivation, personnel evaluation, post competency characteristics, job performance evaluation, management training and development, CPM leadership theory, transformational leadership, management decision-making, cross-cultural research, organizational climate and culture, organizational citizenship behavior and so on. , and achieved gratifying results. However, compared with western developed countries, especially the United States, there is still a big gap in the number of research and practitioners, the number of achievements, innovation and social impact in China.

Fourth, the new development of organizational behavior.

Since 1990s, there have been some new trends in organizational behavior, mainly in the following aspects (Shi Kan, Lu Jia, 200 1):

First of all, organizational change has become the primary issue in the study of organizational behavior in global economic competition. With the trend of economic globalization and the adjustment of economic structure, the research on enterprise reorganization, strategic management, management of multinational companies or international joint ventures has shown a strong momentum, and the increase in complexity has led to the overall shift of research attention to the entire organizational level. This study mainly discusses the analytical framework, ideal organizational model, intervention theory and the role of change promoter of organizational change.

Closely related to organizational change is the study of leadership behavior. Influenced by contingency theory, various leadership theories have emerged. In organizational change, management decision-making is very important. At present, at the individual level, organizational behavior pays more attention to the cognitive strategies and judgment decisions adopted in decision-making and judgment; On the organizational level, organizational behavior mainly analyzes the decision-making mode, right structure and participation system under different backgrounds, paying special attention to the development and utilization of decision-making skills. Closely related to organizational change are incentive mechanism and corporate culture, which have also become the focus of organizational behavior research.

Second, organizational behavior emphasizes the systematic development of human resources. Organizational behavior pays more attention to the competence that managers must have in decision-making, technological innovation and employee adaptation, and how to make full use of and develop human resources. The corresponding organizational behavior research has also changed from local and decentralized to holistic and systematic. At present, human resources issues such as competency evaluation, individual adaptability to organization and intervention are developing in depth.

Third, organizational behavior research pays more attention to national goals. In the comparative study of transnational corporations and international joint ventures, the research of scientific and technological investment behavior, unemployment guidance, labor diversification, national financial security and other aspects, objective economic and social benefits have been achieved. At present, organizational behaviorists regard organization as an open social-technical system, and the research field has broken through the traditional framework, involving new fields such as management training and development, industry performance evaluation, management decision-making, organizational climate and organizational culture, and cross-cultural comparison.

Fourthly, besides adhering to the tradition of emphasizing productivity, organizational behavior research pays more attention to the quality of work and life. According to organizational behavior, productivity and quality of work and life are not mutually exclusive. If the quality of work and life is not satisfactory, it is difficult to achieve high productivity. On the contrary, high productivity is a prerequisite for having the necessary resources to improve the quality of work and life. Organizational behavior pays more and more attention to the research on job satisfaction, employee safety and health, organizational culture, organizational commitment, psychological contract, stress management, work-family balance and so on.

The connection and difference between organizational behavior and management psychology

(A) the relationship between organizational behavior and management psychology

From the development of organizational behavior, organizational behavior can be regarded as a new development of management psychology. Organizational behavior and management psychology are consistent in research purpose, object, content and theoretical source. Specific performance in:

(1) The purpose of learning is the same. That is, through the study of people's psychology and behavior in the organization, the law is revealed, and the behavior of individuals, groups or organizations is guided by this law to achieve the expected goals of the organization.

(2) The subjects are the same. Both organizational behavior and management psychology take behavior and psychology as their research objects. It is impossible for organizational behavior to study the characteristics and laws of people's behavior in an organization without involving people's psychology, and it is impossible for management psychology to study the psychological characteristics and laws of people in the management process without involving people's behavior.

(3) The contents of the study are similar. The content framework of organizational behavior and management psychology is basically the same, for example, they both include individual issues, group issues, incentive issues, leadership issues, organizational culture and change issues.

(4) Many theories come from the same source. Although the theoretical sources of organizational behavior are extensive, many of them are the same as those of management psychology, such as psychology, sociology, anthropology, education, physiology and so on. Among them, psychology is a major subject.

(B) the difference between organizational behavior and management psychology

Although organizational behavior and management psychology are identical or consistent in many aspects, they are marginal and applied disciplines, and many scholars are easily confused, but there are still some differences between them. Table 1-2 compares these differences. According to the author's point of view, the main difference between organizational behavior and management psychology lies in the different research objects. The former refers to the external, observable and changeable behaviors of people in an organization, while the latter refers to the psychology of people in an organization (including external, observable and changeable behaviors, as well as internal, even unobservable and unchangeable behaviors, such as thinking and instinct). This determines that the research results of organizational behavior are more concrete, intuitive and practical, while the research results of management psychology are more abstract, obscure and theoretical.

Table 1-2 Comparison between Organizational Behavior and Management Psychology

Organizational behavior management psychology

The research object is the psychology of people at all levels (including psychological phenomena such as feeling, perception, memory, thinking, emotion, will, temperament and personality) in the process of managing people's behavior (referring to appearance activities, actions, reactions or actions) in a certain organization.

Theoretical basis Social science, behavioral science, management science, natural science and other psychology, sociology, economics, education, management, physiology and so on.

Subject nature, behavioral science, psychological science

The word "behavioral science" appeared in 1949 and was officially named 1953.

Organizational behavior began to take shape in the late 1960s.

In 1980s, organizational behavior can be divided into macro-organizational behavior and micro-organizational behavior. Lillian Gilbreth's Management Psychology (19 14) first used the term "management psychology".

Industrial psychology and the development of interpersonal relationship management in the 1920s and 1930s.

Levitt (1958) officially used "management psychology" (Levitt, 1964), and management psychology became an independent discipline.

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