Organizational Behavior notes: Chapter 1 technology and people

I. Technical utility nature of technologies

Three features of technology:

• Specialization: Specialization, detailed division of labor
• Integrity: return the meticulous division of labor to the whole
• Revolutionary: technological changes are followed by social changes, new management methods, rewards and guidance, etc.

Technology and Education

• The demand for high technology in modern society means that education in the labor market has received much attention.
• While the society needs talents with advanced skills education, it also increases the need for compound professionals. In particular, a large number of people are familiar with some specialized technologies in addition to management, this allows you to easily manage technical work.
• The so-called knowledge society is where knowledge and information are dominant in social production and the largest proportion of labor. Functional labor requires different types of incentives than physical labor. We usually use authority and punishment to persuade a person to dig the ground ditch, and make people think about an advertisement, which requires careful encouragement. Functional labor requires an internal incentive and a stronger positive incentive environment. Otherwise, it will be half the effort.

Knowledge and workers

In general, new technologies not only involve welfare and benefits, but also cost and cost. They almost always need to re-train employees.

Those who believe that new technologies will abolish their current jobs may be right. With the development of technology, only a few occupations can remain the same in people's life.

Technology will never harm people's careers. It will only create new occupations that people are not prepared to adapt to in fashion, resulting in insecurity and anxiety.

People hope to make sacrifices in exchange for social progress, and require managers to observe the needs of employees carefully and take some time for further training, so as to ensure a smooth change.

Ii. Work System and persons

There are two basic ways to organize work and organize production:

• Associated with authority, we call it an organizational structure.
• It is associated with a process, called a program or workflow.

People are often willing to acknowledge the human nature of the organizational structure on which the upper and lower subordination depends, and often do not pay attention to the human nature of the workflow.

Action Initiation

Determining who initiated the action and who accepted the action is an important point of view about the work system.

The recipient of an action often feels that he is secondary and subordinate. For example, operator B is a kuaishou, and operator C in the next process is a slow operator, resulting in a pile of C jobs. So B complained that C is lagging behind, while C is not angry with B. For another example, the hotel employs a child as a waiter and will ask to inform the kitchen so that the cook will initiate a natural dislike of the child's actions. The solutions include: 1. replace face-to-face direct contact with a mechanical sound transmission system; 2. A person with a higher identity is used as the initiator of the action.

Initiated behavior that may cause personnel disputes:

• Swift for latencies
• Experienced users lack experience
• For those with low service age
• Low Skill Level for high skill
• Young people for elders
• Low-level personnel: High-level personnel
• Persons with low identities are opposite persons with high identities
• The action is initiated by the person who puts pressure on the other party.
• Action originated from sensitive fields in work

Collaborative System Design

A good workflow requires people to work together like a team.

Case: a gauze factory carefully arranges the workload of each position according to industrial engineering procedures. There are a total of 224 machines. Each operator is responsible for 24-32 machines, each charging worker is responsible for 40-50 machines, and each shuttle worker is responsible for 75 machines. This kind of arrangement looks fine, but the actual output is not high. through research, it is found that only the close collaboration of all groups can maintain normal operation, but this kind of work organization arrangement itself prevents such collaboration. Each charging worker is responsible for all the machines of one operator and some of the machines of another operator. This means that the charging worker and the operator cannot form a Cooperation Unit and cannot form a situation of mutual care.

Communication Mode

There are a lot of opportunities for frequent conversations between people in the process of factory arrangement and workflow operation. For example, an insurance company's office is separated by a wide channel by the staff who need to talk and coordinate their business. People have to shout out to communicate with each other, sometimes forced to stop due to interference, paralyzing information communication.

Managers often ignore the fact that the location layout can also affect the communication and communication between employees in their spare time. For example, an efficient enterprise that stores restaurants in the basement is a noise factory, making it impossible for people to talk normally during meals.

Official Document and document travel

• The official document is often turned into an administrative management method, from the resistance to the habit of change. Once the work program that has been accumulated for a long time has become a habit, it will be difficult to change. Document travel is a kind of work-running program that only knows what to do as usual.
• Document travel is often determined by the power figures who do not know the truth and hold the power. Employees are neither participants, so they are not able to wait and disagree.
• Another reason for document travel is that the vast majority of work programs need to jump from one command series to another. In this case, no one feels that they have the responsibility to change the program. The person who develops such a work procedure is often the senior manager who does not execute the program.
• When people perform such procedures, they are easily frustrated and angry. It encourages a hasty style of work, and no one is willing to do what they think is futile. The official document program also damages the real value of people and hurts people to cherish their work feelings.

Psychological Alienation

Because the work system is usually arranged by others other than the operator. Therefore, the operator often does not understand why the system runs in this way.

As the Division of Labor only requires everyone to complete a small part of the overall work being executed, and thus the work has lost its social significance, it seems that there is no goal. People no longer consider what is appropriate in their systems, and do not pay attention to the value of hard work.

Psychological alienation is a kind of powerless emotion. Work is meaningless, lonely, at a loss, and the feeling of being in love with their jobs and the collective is completely lost.

Work System Effect

The work system plays an important role in human behavior:

• Determine who is the initiator of the action, who is the receiver, and the conditions for initiating the action.
• The extent to which dependency actions between employees can work together like production teams.
• Affects the way employees communicate.
• This creates an opportunity for the implementation of all unnecessary work procedures in official documents.
• It provides conditions to report to the working status of psychological alienation because the work is meaningless, powerless, and incompetent.

Iii. Personality Characteristics of scientific and professional personnel

Scientific and professional personnel are generally smarter and more intelligent than most others, especially in solving difficult problems in areas they are interested in. They have a strong sense of achievement encouragement.

Given their strong drive for achievement, they demand social recognition, social status, and opportunities for talent growth. The task orientation of scientific and professional personnel means that expectations are evaluated, responsibilities and self-fulfillment.

Their strong drive and rigorous personality mean being sensitive to things, endless work, and not suffering from setbacks. For example, an administrative area that limits people's actions, they never go there in time, but it is a setback for scientific and professional personnel, and they will respond in self-defense, they feel that this restriction has severely dampened their ability to drive their achievements.

Scientists and professionals both need a high degree of autonomy and freedom of work. They need to make certain choices on the responsibilities of work projects and ways to explore problems. They do not like to be employed by people and individuals for command.

Scientific and professional personnel do not hesitate to invest heavily in education and professional training. They hope to reward the results accordingly. If they cannot do what they want, they often choose to seek a higher reward. The most important reason for these people to leave the organization involves various incentives, including lack of interest in the nature of work, inadequate use of professional technologies, and rare opportunities for improvement.

Worldwide and local

The so-called world refers to the recognition of the profession, regardless of who will hire it. The so-called internal nature refers to the recognition within the Employment Organization.

Compared with other professionals, scientific personnel have a stronger global career orientation.

Professionals from all over the world determine their career orientation beyond the scope of the Organization and are recognized by the world. The reference system for judging the personal progress of practitioners in the world is more out of the ranks of organizations, but within the peers of professional groups. They pay attention to the concern of supervisors on their work achievements, and also to the concern of professional colleagues on their work achievements.

Professionals around the world interact with each other and are mutually dependent on each other. They are eager to serve leaders, and they are angry with official articles such as deadline completion and official documents. Organizations are just tools for them to pursue their professional goals.

Professionals all over the world are eager to work in the world and have the honor to meet their masters.

Employees in this department focus on the organizations that employ them. They are loyal to the goals of the organizations and organizations. In the organization level and appreciation of the organization, it is more important than in the professional and scientific position and recognition.

Employees in this department need a sense of belonging and a sense of apparent importance to their positions, while practitioners in the world are more likely to contribute to knowledge progress and be motivated by the freedom to get rid of administrative chores.

Employees of this department will repay the status and appreciation given within the organization. professionals from all over the world will also respond to internal recognition, but in addition, it is easier to provide opportunities for professional presentations, and the research work that can produce the results of the paper.

Scientific and professional management personnel

Scientific and professional personnel are the main Talent Resources of the competent class. They achieve drive, devote themselves to work, and attach importance to education in order to be excellent and love analysis. However, on the other hand, it is sometimes difficult for them to become supervisors. Because the work orientation is the logical physical world, or only pay attention to the professional field, it may lead to a narrow view of professionals, there is a blind spot in looking at things.

A large number of scientists and professionals do not want to become senior executives. They prefer to be ahead in their own professional fields. However, once a professional title is obtained, it is often found that there is no further promotion opportunity in addition to transfer to the management department, which leads to setbacks.

The way to overcome this dilemma is to establish a two-track promotion ladder: professionals can be promoted along the Management Personnel sequence, and enjoy the salary of management personnel and the promotion sequence of professionals at similar levels, select between professional staff. Those who tend to be promoted can use technical skills to reach the level of management personnel.

 

Management tier: Assistant Engineer-> engineer-> management engineer-> Engineering Manager-> Senior Engineering Manager-> General Manager

Professional tier: Assistant Engineer-> engineer-> consultant engineer-> consulting engineer-> Senior Engineer-> Research Engineer-> engineering Honorary Committee