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论文编号：	6333
作者编号：	2120122652
上传时间：	2014/6/8 15:29:45
中文题目：	组织情境与员工行为决策权的让渡——“无关心圈”概念的引入
英文题目：	Organizational Context and The Decision-Making Transfer of Employee Behavior————The Introduction of Zone of Indifference
指导老师：	杨斌
中文关键字：	行为决策权的让渡；组织情境；无关心圈；动态形成/变动机制
英文关键字：	Transfer of The Right of Behavioral Decision-Making；Organizational Context；Zone of Indifference； Dynamic Formation/Change Mechanism
中文摘要：	组织目标的共享性和个人需求的多样性是组织永远面临的矛盾，尤其是随着互联网对经济影响的深化，个人与组织之间的关系进一步松散化，使得这一矛盾更加突出。企业要想实现共同目标，必须使员工行为得到合理约束，使其合理让渡行为决策权，听从组织的指挥。企业通过各种管理制度、激励政策、职业发展管理、人性化管理等管理实践来促进组织目标的实现，但其效果千差万别。在一些优秀企业中，员工能够将自己纳入组织目标中，努力工作，主动创新，不断超越工作要求，相互带动营造良好的工作氛围，为组织目标的实现贡献力量。为了探究组织情境下员工行为决策权的让渡问题，本研究试图通过对巴纳德提出的“无关心圈”概念的深入分析，来了解员工自觉主动的工作行为背后的原理和动因。正如巴纳德所认为的组织的本质是行为的集合，只有理解了员工行为在组织内是如何得到塑造和约束的，才能理解组织如何将个人纳入组织的目标体系中。本文主要运用文献综述法、比较分析法和案例分析法对无关心圈理论进行了研究。文章首先从巴纳德的组织理论入手，结合巴纳德之后的组织理论，提出了整合的组织理论框架，并且探讨了组织与环境、组织内部的规定性、组织内外的交互作用，进而引出权威理论和无关心圈。在概念辨析的基础上，明确了无关心圈研究的优势和重点。在理论分析部分，本文对无关心圈的影响因素、形成机制和变动机制做了深入分析。对影响因素的分析是建立在对无关心圈的类型和维度的总结基础上，进而建立了无关心圈影响因素模型，打通了影响因素之间的关系，为后面无关心圈的形成变动机制说明奠定了基础。文章将无关心圈的形成分为了三个阶段，分别是初步形成-认知深化-认知系统化阶段，并对各阶段之间的形成机制做了细致分析。无关心圈的变动机制结合了形成阶段和影响因素，对其各阶段的主要影响因素和机制也一一做了解释。最后，研究通过新盛海轮和信誉楼的案例，进一步对无关心圈的理论进行了实践结合理论的分析。从中可以看出，虽然具体到每个组织，其管理实践是不同的，但其背后遵循着相同的规律。结合案例进行分析，更是对理论的佐证和鲜活的说明。本研究不仅丰富和完善了无关心圈理论，同时对企业提升组织效率和效能提供了一定的借鉴意义。中国企业发展到今天，已经不能单纯依靠西方的管理理论来发展企业，更要探索符合中国国情的、具有中国特色的管理理论。通过对无关心圈的分析，我们可以看到，中国企业应该在借鉴西方科学管理的同时，充分发挥中国本土价值体系的作用，推动组织管理的科学化和系统化，这样才能形成具有生命力的组织文化，才能基业长青。
英文摘要：	The contradiction between shared organizational goal and the diversity of individual needs is a very critical issue to every corporation. Especially with the deepening of the internet impact on economic, the relationship between the individual and the organization is further loose, making the conflict more prominent. Enterprises use various management systems- incentives , career development management, human management and other management practices-to promote the goal of the organization , but its effects are different. In some excellent companies, employees include themselves in organizational goals , work hard, take the initiative to innovate and go beyond job requirements to drive each other to create a good working atmosphere. To explore the effect of behavior shaping and restraint of organization to employees, this study attempts to analysis the concept "zone of indifference" in-depth put forward by Barnard, and try to understand the principles behind the employees’ behavior and motivation. As Barnard said the organization is a collection of acts in nature , we can understand how the organization achieve its goal by employees only when we understand the mechanism of behavior shaping and constraint in the organization. This research takes the methods of literature summarization, comparative analysis and case study to analyze the “zone of indifference”. At first, the paper combs the Barnard’s and his after organization theories, and establish an integrated theoretical framework of organization, discuss the interaction between organization and the environment, the internal regulations of the organization. And then we comb the authority theory and zone of indifference. We make the advantage of zone of indifference over psychological contract and organizational commitment clear on the basis of concept discrimination. In the part of theoretical analysis, the paper analysis in depth the influence factors, the formation and change mechanisms of zone of indifference. Influencing factors analysis is based on the summarizing of the types and dimensions of zone of indifference, and thus establish the influencing factor model of zone of indifference, connecting each factor together and laying foundation for the analysis of formation mechanism. The paper divides the formation into three phases, namely the initial formation, awareness deepening, and systematic stage of awareness, the mechanism between each stage is also analyzed in detail. Finally, under the case study ,the paper make use of the case of Xinshenghai Vessel and Xinyulou to further analyze the zone of indifference. As we can see, although the practice is specific to each organization , the rules underlying follow the same rule. Combined with case analysis , the theory analysis is more vivid. This research not only enriches and improves the theory of zone of indifference, but also means much more to the native companies. The Chinese enterprises shouldn’t solely follow the western management theories, but also explore ones in line with local conditions. We should use the method of scientific management, but also make full use of domestic value system to promote the scientific and systematic management practice.
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