Organizational behavior actually involves two problems: organization problem(team of employees) and behavior problem.

Organization is a collection of people united by certain rules and procedures to achieve the goals of its creators and workers.

Behavior- this is a way of life and action (S.I. Ozhegov). A broader formulation is given in the Soviet Encyclopedic Dictionary: “Behavior is a system of interrelated reactions carried out by living organisms to adapt to the environment.”

As already mentioned, there is no single generally accepted definition of the subject of OP. Let's compare several OP definitions:

1. OP is a science that studies the influence of individuals, groups and structures on the atmosphere and behavior within organizations with the aim of applying the acquired knowledge to improve the efficiency of their functioning (S. Robbins, USA)
2. The study of OP consists of studying the structure, functioning and activities of organizations, as well as the behavior of groups and individuals in it. (A. Hucinski and D. Buchman, UK)
3. OP is a field of knowledge that seeks to understand and learn to predict and manage the behavior of people in an organization. (F. Lutens, USA)

That. as an area of ​​management, OP is the understanding, anticipation and management of people's behavior within organizations(according to F. Lutens)

That. tasks of managers within the EP:

* diagnostics

* explanation

* forecasting

* correction (impact)

Despite the differences in wording, the following common keywords can be identified:

• Individuals
• Groups
• Organization
• Control
• Efficiency

Organizational behavior is a two-way process of mutual influence of the organization on people and people on the organization = the behavior of people in the organization, determined by organizational factors and influencing organizational processes

Basic provisions of organizational behavior as a science:

1. Probabilistic approach. This science recognizes that human behavior can constantly change depending on the nature of circumstances and personality characteristics.
2. Situational approach. The OP considers problems in relation to each other, does not put forward the only correct and specific proposal or solution. This science offers an approach that, when applied to a specific situation, offers a certain range of solutions, leaving the manager to choose the best.
3. Performance-oriented. The main provisions of this science are aimed at helping people achieve high results and acquire the necessary skills.
4. Practice-oriented. OP is an applied science, since it applies the acquired knowledge regarding the behavior of individual social objects to improve them collaboration to achieve the organization's goals.

Organizational Behavior Method

Organizational behavior as a science has its own scientific foundations and scientific method.

Scientific method organizational behavior consists of 4 stages or stages:

1. Observation for real events or incidents.

2. Explanation these events

3. Formulating working hypotheses, assumptions and conclusions that would allow us to predict future behavior = forecasting

4. Testing conclusions in practice through experimental research. If experiments confirm a hypothesis, it is accepted as a decision. If the results do not confirm the hypothesis, then a new one is put forward.

Levels of analysis of organizational behavior

It is an academic discipline that helps a manager make effective decisions when working with people. It brings together concepts and theories related to individuals, groups, and organizations as a whole. Accordingly, there are 3 levels of analysis of organizational behavior.

Organizational

• Organizational structure
• Organizational culture
• Organizational communications
• Phases of an organization's life

Each organization is formed on the basis of certain positions. Their interdependence represents an organizational structure that, one way or another, streamlines the behavior of employees in terms of the distribution of powers and responsibilities.

The highest level of behavioral organization is cooperation. It develops as a result of managerial interaction among senior administration and in small professional groups - to structures.

Group

The next analytical level is contact groups(where people communicate face to face).

In groups and teams, members of an organization meet, interact, argue, and make friends or affections. Their personal and acquired qualities, which are not simply individual characteristics, change.

Personalities influence the life of a group or team, but they themselves change under the influence of changes and the evolution of contact groups.

Groups and teams are central to the coordination and control of organizational processes. They are important in both formal and informal organizational structures.

Management can either encourage or discourage the formation of groups and teams depending on the environment, perceptions and politics

• Working groups in an organization
• Intergroup interaction
• Teams in an organization
• Organizational subcultures

Individual

At the lowest level, the level of individual workers, we find that organizational behavior is the study and explanation of work attitudes, motivation and job satisfaction, and the recognition or perception of roles in and outside the workplace. In part, the individual brings attributes with him when he enters an organization, but they also develop as he gains experience under the influence or assistance of the organization. Individual characteristics interact with the environment in which the person finds himself, he begins to socialize and tries to adapt the situation so that it is more consistent with personal tastes and requirements. Reconciling individual and work contexts is a core challenge of human resource or personnel management.

• Motivation
• Job satisfaction
• Loyalty
• Career orientations (career planning)
• Education
• Interpersonal relationships
• Stress

In essence, our course will be devoted to a more detailed examination of the various elements of organizational behavior at these three levels.

Related information.

Organizational behavior as a scientific discipline

Interdisciplinary nature of the science “Organizational Behavior”.

Scientific management, which originated at the beginning of the twentieth century, is the “progenitor” of many modern scientific disciplines. The desire to identify the principles of organization management forced scientists to study both the material and social subsystems of the organization, intensively accumulating knowledge about various aspects of the organization's functioning.

Management initially proceeded from the fact that an organization can achieve its goals only through the activities of the people working in it, and saw one of the main tasks of a manager as directing the activities of people in the direction of the interests of the organization. The recommendations of representatives of the rationalistic (F. Taylor) and classical (A. Fayol) schools of management in this direction were clear and somewhat categorical. As scientific management developed, new facets of human behavior in an organization became the object of analysis, and the idea of ​​its complexity and ambiguity became stronger. Therefore, it is natural that scientific management will become more interested in other sciences that study man and human society.

Management science became interested in psychology at a time when its most active area was experimental psychology, which identified people's reactions to certain events or stimuli under controlled (experimental) conditions and tried to identify certain general principles characterizing human behavior. Management could only approve of such a practical instrumental approach, and use the findings to predict the behavior of people in the organization. Management also found differential psychology useful, which studied individual differences between people in abilities, character, values, and interests. Thus, in the first quarter of the twentieth century, at the intersection of scientific management, experimental psychology and differential psychology, industrial psychology (labor psychology) was formed, the object of which was the working individual.

Then (after the Hawthorne experiments) there was a revision of views on the organization as a simple collection of individuals; it began to be perceived as a collection of groups, which set management the task of interacting with individuals who are strongly influenced by their group. In addition, the motives for activity and expectations of the individuals themselves were clarified (realization of potential, personal growth), which led to the creation of a “school of human relations.” In addition to active interaction with applied psychology, scientific management has adopted many general psychological concepts (motivation, learning, etc.) and sociopsychological knowledge (patterns of communication and interaction of people, mechanisms for transmitting social experience, etc.).

Management began to recognize the organization as a microsociety, partly subject to the laws by which society as a whole lives. Therefore, interest arose in sociology - the science of society as an integral system and the place of individual social institutions, groups, and processes in it. Sociologists see in an organization not just interacting individuals, but interacting holders of various social roles, status, power, and management has adopted this point of view on the life of the organization.

Anthropology interested the science of management with its theory of culture as a system of acquired behavior. Understanding how cultural differences shape differences in organizational behavior is especially important for managers of international organizations.

Scientific developments political sciences have proven useful to management in the interpretation of such problems as the distribution and concentration of power, development and conflict resolution, etc.

Production engineering made it possible to link the problems of realizing the potential labor capabilities of employees with the redesign of the organization. Engineering psychology and ergonomics, which study the functioning of people in human-machine systems, have offered management options for combining material and labor resources organizations.

By the middle of the last century, the integration of sciences had taken hold: specialists from the mentioned fields of knowledge were actively involved in the study of organizational problems and in the training and development of managers. This process intensified after the famous report by R. Gordon and J. Howell on the state of business education in US colleges and universities (1959). In the late 1960s and early 1970s, organizational behavior was finally recognized as an independent complex science, existing within the framework of management (already as a complex of primarily applied sciences), but having an interdisciplinary nature.

Organizational behavior as a science is a systematic scientific analysis of the causes and patterns of manifestation of certain behavioral forms of individuals, groups and teams in the process of functioning and development of organizations.

The subject of study is the factors of people's behavior in organizations (goals, value orientations, motives, interests, desires, will, culture), the potential of people, groups and organizations, types of labor behavior, etc.

Methods of science "Organizational behavior"

When studying organizational behavior, the tools of psychology and sociology are actively used, in particular the following methods (methods of analysis) - observation, interviews, analysis of performance results, experiment, testing.

Observation is the study of an individual in the conditions of his usual activities, including work.

One way or another, any employee of the organization uses it in practice to study the social environment in which he works.

For a manager, observing the behavior of subordinates is part of his professional activities, so he must do it skillfully. An even wider arsenal of observation methods is used in scientific research on various aspects of organizational behavior.

Types of observation of organizational behavior: cross-sectional (short-term observation), longitudinal (sometimes lasting years), continuous, selective, included (the observer becomes a member of the group being studied).

1. Define goals and objectives.

2. Determine the object (who we are observing), the subject (what exactly in his or their behavior interests us) and the situation (behavior under what set of circumstances we will analyze).

3. Choose an observation method that has the least impact on the object under study and the most ensures the collection of the necessary information.

4. Select methods for recording what is observed (how records will be kept).

5. Carry out observation.

5. Process and interpret the information received.

Conversation (interview) – direct or indirect obtaining from the person being studied information about his activities. This method is also widely used not only in research, but also in management practice.

The ability to structure a conversation with subordinates in such a way as to obtain as much information as possible is considered an important part of a manager’s qualifications. Both the manager's conversation and the research interview should be carefully thought out in content and relaxed in form.

The conversation can be replaced by a written survey - a questionnaire.

Performance analysis is applicable to both mental and physical workers.

The experiment involves the artificial creation of a special situation during which employees are observed.

A laboratory experiment, which scientists actively use, takes place in special conditions, using special equipment, and, as a rule, is repeated many times with a large number of subjects, which makes it possible to identify general patterns of organizational behavior using mathematical and statistical methods.

Testing is the solution by employees of tasks specially designed to identify various personality traits.

Sociometry is a method developed by Moreno to obtain information about the feelings that group members experience towards each other in order to clarify the dynamics of intra-group relations. Allows you to identify the so-called sociometric leader, outsiders, as well as groups of employees who are positively disposed towards each other for subsequent work in a team.

Nowadays, it is considered necessary for a manager to take into account the subjective aspects of organizational life, for which it is necessary to understand the nature of human actions and master methods of penetration into the subjective sphere of the organization that are unconventional for classical management.

Organizational behavior(eng. organizational behavior) - the systematic study and practical application of knowledge about how people (individuals and groups) interact within an organization.

Organizational behavior- a basic scientific discipline about the causes and factors, motives and goals, desires and aspirations in the behavior and behavioral strategies of people in an organization.

Organizational behavior- region scientific research, which use the theory, methods and principles of various disciplines (psychology, sociology, cultural studies, anthropology, philosophy) in order to study individual ideas, morals, values, and actions when working in groups and in an entire organization.

The science of organizational behavior provides a set of tools used at various levels of analysis. For example, it allows managers to analyze the behavior of individuals in an organization and promotes understanding of the problems of interpersonal relationships in the interaction of two individuals (colleagues or a superior-subordinate pair). In addition, knowledge about organizational behavior is extremely useful when considering the dynamics of relationships within small groups (both formal and informal). In situations where coordination of the efforts of two or more groups is necessary (for example, technical services and the sales department), managers are interested in the intergroup relations that arise. Finally, organizations can be viewed and managed as holistic systems, the basis of which is formed by intra-organizational relationships (for example, strategic alliances and joint ventures).

The science of organizational behavior began to develop in 1948-1952. within the framework of Western management theory. The concept of “organizational behavior” was first used by the American psychologist F. Roethlisberger while studying organizations. But the systematic development of organizational behavior as an object of research and as a scientific discipline began in the 1970s. in the USA. The results of these studies are most fully presented in the works of J. L. Gibson, J. Ivantsevich, J. H. Donnelly Jr. (1973, 2000). Their findings have important methodological implications. According to their method of analyzing organizational behavior, behavior is considered at the individual, group and organizational levels. Organizational behavior is focused on performance, and therefore the regulation of relationships and behavior of people in an organization can always be assessed not only from the point of view of the process of forming organizational culture, but, above all, from the point of view of the result of the effectiveness of joint activities.

Russian studies.
IN Russian literature, as noted by Yu. D. Krasovsky, the first works devoted to the study of organizational behavior appeared in the late 1980s as part of the study of the sociology of labor (A. A. Dikareva, M. I. Mirskaya (1989), N. I. Dryakhlova, A. I. Kravchenko, V. V. Sherbina (1993)). Special attention addressed the stabilization of labor relations in the team, changes in the professional structure of the organization and social aspects of personal development. In the 1990s, organizational behavior became the subject of study of economic psychology, as a field of psychology that studies the patterns of formation and manifestation of individual characteristics in the process of work. Since the mid-1990s, a series of scientific publications on organizational behavior appeared, and soon the independent discipline “Organizational Behavior” was introduced into curriculum training of specialists in the field of organization management and personnel management in Russia. Organizational behavior as an object of management in a dynamically changing environment is considered in connection with another, perhaps the youngest area scientific knowledge and management practice - the concept of human resource management. This concept is consistent with the organizational need to strengthen and enhance competitiveness, create added value and establish effective management processes by leveraging the organization's most valuable asset - the people who individually and collectively contribute to the achievement of organizational goals. In this concept, people are considered either as “human capital”, in which it is necessary to invest no less money than in new technologies; or as a “valuable asset” that creates a competitive advantage due to its commitment to work, adaptability, high quality of work, skills, abilities, and competence. Within the framework of the science of personnel management and human resource management, new approaches to understanding motivation as a systemic phenomenon are being developed (A. Ya. Kibanov, D. A. Amirov, Yu. D. Krasovsky). Motivation means the synchronous coincidence of motives and incentives in the consciousness and behavior of workers, where the effects of active work activity arise. The “meeting” of motives and incentives encourages a person to act in a certain way in certain situations.

Organizational behavior as a science grew out of behaviorism - a direction in psychology that studies the experimental behavioral reactions of a person’s mental organization to external stimuli.

The stimuli that were initially studied by organizational behavior included ergonomic indicators - illumination of the workplace, the color of walls and tools, the material component of motivation to work - wages, bonuses, incentive allowances, and other working conditions.

At the end of the 20th century, organizational behavior as a discipline gradually moved away from behaviorist attitudes, focusing its attention on systemic and collective effects in the organization and the phenomena of corporate culture.

Organizational behavior as a discipline must be distinguished from:

• organizational development, which focuses on the organization as a whole,
• personnel management, focused on creating organizational technologies for employee development,
• management is a discipline that systematizes various management models and tools.

Specifics of organizational behavior.

Organizational behavior reflects the ways in which subjects and the organization itself, as a subject of activity in the external environment, respond to ongoing internal and external changes. Experiencing the constant influence of the external and internal environment, organizations strive to improve the mechanisms that ensure its sustainable balance and development (Yu. D. Krasovsky, A. I. Kochetkova).

Organizational behavior and the manager.

Three levels of study of organizational behavior:
1. Individual;
The study of the characteristics of individual people, allowing us to identify factors influencing the effectiveness of an individual’s work, his motivation and sociability.
2. Group;
A group is two or more people interacting with each other to achieve their goals.
A team is a group of people who work to achieve common goals.
3. Organizational;
Allows us to identify the dependence of the organizational structure and organizational culture on the behavior of people and groups, on their attitude to work, and the desire to achieve common goals.

Managers who understand organizational behavior can more successfully realize their potential.

Four functions of management:
Planning. Determining organizational strategy, allocation and use of resources. To achieve the goal.
Organizational Behavior Help: Reduces risk and improves the quality of decisions by showing how decisions are made in an organization, how the techniques used and conflicts that arise affect the planning and decision-making process, as manifested in planning and group decision making.

Organization. Establishing the structure of working relationships, the rights of subordinates, distributing employees into groups, teams, departments. Problem: conflicts, politicization of personnel.
Knowledge of organizational behavior gives recommendations on organizing personnel in such a way as to optimally use skills, abilities, abilities, develop communication skills, and coordination of actions.

Management. Encouragement and coordination of staff actions to achieve goals. Problem: there is no elaboration of motivational incentives.
Learning leadership techniques to match the leadership style to the characteristics of the company improves the quality and efficiency of work.

Control. Assess how well the organization is achieving its goals and take steps to improve and maintain performance. Problem: there is no elaboration of evaluation criteria.
Knowledge of organizational behavior provides: the theory and concept of organizational behavior provide tools for assessing the work situation, their characteristics and the way of taking corrective actions.

To effectively perform an organizational function, managers must have three components of mastery:
- conceptual experience;
- universal human experience;
- technical qualifications;

Components of success for a successful manager:
- solve people's problems;
- work in organizations as social systems;
- work in real conditions => restrictions are imposed on his behavior: time, the need to establish informal communication;
- pay attention to verbal contacts - (65 - 80% of working time), informal communication - (45% of working time).

A manager must be a good communicator.

Three characteristics of a good communicator:
- a well-formulated desired result (goal, clarity of information transfer);
- sensory sensitivity (see, hear, feel);
- behavioral flexibility (distance, speech, gestures, etc.).

Current issues in organizational behavior and management:
1) How to manage human resources to ensure the organization’s competitive advantage;
2) How to develop an ethically acceptable organizational structure;
3) How to manage a diverse composition of employees (age, gender, religion, abilities, etc.);
4) How to manage organizational behavior when an organization begins to operate internationally.

Features of organizational behavior in Russian organizations:
- crisis of motivation;
- negative transformation of the idea of ​​modern work activity;
- the need to develop new abilities among personnel;
- the use of manipulation and other harsh psychological methods as the main methods of influencing employees;
- search for moral support in your children and fear of old age.

TOPIC: Organizational behavior as a social science

Introduction
Chapter 1 The place and role of organizational behavior in the system of management sciences
1.1 History of the formation of organizational behavior as a science
1.2 Subject and method of organizational behavior
1.3 Basic concepts of organizational behavior
Chapter 2 Theoretical approaches and models of organizational behavior
2.1 Theories of organizational behavior
2.2 Models of organizational behavior
2.3 General patterns and specific features of domestic organizational behavior
Conclusion
Bibliography

Maintaining

The modern paradigm of scientific management of production and the economy as a whole is based on management from the perspective of psychology and human relations, as well as the science of human behavior in an organization. The effectiveness of a modern organization directly depends on the mobilization of its human resources. The determining factors of development are: social interaction, motivation, power and leadership, organizational and communication structures, meaningful work and quality of life.

Recently, management research has paid much attention to human factors. In particular, scientists around the world recognize that understanding, predicting and controlling people's behavior is the key to success in the activities of any leader.

The relevance of the topic lies in the fact that organizational behavior is an important component of any organization, through which the behavior and work of employees is monitored, as well as the implementation of management functions.

The issue of organizational behavior of personnel in modern unstable economic conditions has become an important factor in the functioning of enterprises.

As a result, the scientific foundations of organizational behavior and their application in practice through human resource management are considered as an important direction in the development of management theory.

Organizational behavior together with personnel management form social system human resource management. The concept of management from the perspective of psychology and human relations - management is considered as a science that ensures that work gets done with the help of other people, while the increase in labor productivity is achieved to a greater extent by changing the relationship between employees and managers rather than by increasing wages. Research in this area has shown that changes in people's attitudes can lead to improved performance. In turn, the concept of management from the perspective of behavioral science – the effectiveness of an organization directly depends on the effectiveness of its human resources. The components are: social interaction, motivation, power and leadership, organizational and communication system, meaningful work and quality of life.

The purpose of the abstract is to study organizational behavior as a social science.

In accordance with the stated goal, the following objectives of the abstract are formulated:

First, to determine the place and role of organizational behavior in the system of management sciences;

Second, review the basic concepts of organizational behavior;

Third, explore theoretical approaches and models of organizational behavior;

Fourth, to identify general patterns and specific features of domestic organizational behavior;

Fifth, draw conclusions

The theoretical and methodological basis for writing the abstract was scientific works domestic and foreign scientists, as well as articles and monographs published in print.

Chapter 1 The place and role of organizational behavior in the system of management sciences

1.1 History of the formation of organizational behavior as a science

In the development of the science of organizational behavior Zakharova T.I. distinguishes two stages: empirical and scientific.

The first attempts to understand human behavior arose in ancient times on an empirical basis. Fundamental problems of personality were formulated in the works of Socrates, Plato, Aristotle in the 4th–5th centuries. BC e. They were the first to raise the problem of the relationship between the individual and society, the social environment, and the relationship between individualism and collectivism. The prerequisites for the formation of the scientific concept of organizational behavior are considered to be the ideas of freedom, equality and fraternity of the French enlighteners (Voltaire, J.-J. Rousseau, P.A. Holbach), utopian socialists (T. More, T. Campanella, R. Owen) in the middle XVIII century, class doctrine (K. Marx), psychology of peoples (W. Wundt) in Germany in the middle of the XIX century. Many ideas of thinkers of the past and present are directly related to the problems of interpersonal communication and group interaction of people.

Organizational behavior has developed on a scientific basis since the mid-19th century. as part of the following exercises. Determinism - the doctrine of causality and regularity of all phenomena - was formed in the middle of the 19th century. It has two forms: mechanistic and biological. Mechanistic determinism based on the achievements of natural science and technology. This approach assumed strict determination, a strictly unambiguous nature of all connections and dependencies. Human behavior in an organization was interpreted according to the type of interaction of physical bodies. It was reflected in the rationalistic approach to management developed by F. Taylor, G. Gant, G. Emerson, A. Fayol and others. Biological determinism based on Charles Darwin's theory of evolution. The principles of biological life were transferred to society: natural selection, the struggle for survival. Human behavior was considered as a derivative of the factors determining it in the external and internal environment, primarily biological.

Behaviorism is the leading direction in American psychology at the beginning of the 20th century. (J. Watson, E. Thorndike; P.P. Pavlov). According to this concept, the analysis of behavior should be strictly objective and limited to externally observable reactions. Everything that happens inside a person is impossible to study, so a person acts as a kind of “black box”. Personality is nothing more than a set of behavioral reactions inherent in a given person. This or that behavioral reaction occurs in response to a certain stimulus or situation. Behaviorism represents human behavior according to the “stimulus-response” scheme, which is formed on the basis of the influence primarily of external factors. By manipulating external stimuli, you can bring any desired forms to automation. social behavior.

This theory received further development in the 1930s in the concept of neobehaviorism (B. Skinner, N. Miller, D. Homane), in which “intermediate variables” (motivation, consciousness) were included in the original scheme. Followers of these views proved that any behavior is determined by its consequences, and formulated the principle of conditionality of behavior.

In the 1970s behaviorism presented its views in a new light - in the theory of social learning . Here, one of the main reasons for various patterns of human behavior seems to be the tendency to imitate the behavior of others, taking into account how favorable the results of such imitation may be. Thus, a person is influenced not only by external conditions: he also must constantly anticipate the consequences of his behavior through self-evaluation.

Gestalt psychology is one of the main schools of foreign psychology at the beginning of the 20th century. (M. Wertheimer, W. Keller, K. Levin). It used the principle of consistency and priority of the whole in the dynamics of motivation of human behavior. This theory is based on the achievements of physics in Germany during the same period. It interprets human behavior according to the type of interaction of particles in a field, ignoring consciousness and psychological aspects of behavior.

Freudianism is a psychological concept of the early 20th century. Austrian scientist Z. Freud and the doctrine of psychoanalysis that developed on its basis, based on the study of the deep layers of the human psyche, placing the focus on unconscious mental processes and motivations. In explaining human behavior, a three-level model of the mental structure of personality was used (Id - It, Ego - I and Super-Ego - Super-I), which made it possible to illuminate the problems of psychology business communication, conflicts, mechanisms for relieving stress and methods of psychological protection. From a management perspective, the following Freudian hypotheses are important:

– every mental phenomenon has a specific cause;

– unconscious processes play a more significant role in the formation of thinking and behavior than conscious ones;

– there are three main authorities in the organization of human mental activity: Id, Ego and Super-Ego, which unite the consciousness and subconscious of a person and manifest themselves in his behavior.

The theory postulates: in order to understand true behavior, it is necessary to decode the subconscious (unconscious) part of the personality and determine the power of influence of moral attitudes on the personality.

Freud's teaching on psychoanalysis served as an impetus for the development of the currently relevant concept of neo-Freudianism (E. Fromm), within the framework of which various forms of interpersonal relationships, stress behavior, and human aggressiveness were studied.

Humanistic psychology - the leading direction of modern psychology was formed in the 1960s. in the USA (G.A. Murray, G. Murphy, G. Allport, etc.). One of the foundations of the concept was existentialism - an orientation towards the problems and difficulties of personal choice and responsibility in determining the meaning of existence. The latter defends the right of a person to be himself, to preserve his integrity, uniqueness and originality.

Managerial psychology is a leading branch of modern knowledge, reflecting an interdisciplinary scientific and practical direction, the purpose of which is psychological support for solving problems of management activity. Managerial psychology studies the personality of an employee in an organization and the influence of the organization on the socio-psychological structure and development of the team.

Each scientific direction had its limitations, but on the whole contributed to the formation modern concept organizational behavior.

The term “organizational behavior” itself arose in the early 60s of the 20th century, when several areas of scientific disciplines, such as sociology, psychology and management, came together to explain the processes that occur in an organization, between organizations, and between the internal and external environment . The emergence of the concept is usually associated with the report of R. Gordon and D. Howell in 1959, in which the authors, based on an analysis of the results of surveys of students and teachers of business schools, came to the conclusion that it is not enough for future practicing managers to study psychology and, therefore, it is necessary to create such academic discipline, which would cover a wide range of issues relating to the behavior of individuals and groups in organizations.

Currently, there are many concepts and approaches to defining the concept of “organizational behavior”, which are a synthesis of such scientific fields as economics, management, sociology and social psychology and some others.

It should be taken into account that all concepts, to one degree or another, use the basic position of the theory of organizational behavior, formulated by F. Luthans, who defines it as “managerial activity that describes, explains, predicts and regulates the behavior of employees in an organization.” A number of well-known foreign scientists who made a significant contribution to the development of the theory of organizational behavior, in particular, J. Shermerorn, J. Hunt, R. Osborne “organizational behavior” is considered as an academic discipline that studies the behavior of employees and groups in an organization, which helps a manager make the right decisions when working with people in a complex, dynamic environment. The authors integrate concepts and theories relevant to individuals, groups, and organizations as a whole.

One of the most popular definitions of organizational behavior was proposed by S. Caussin and is based on the concepts of “needs” and “goals”: ​​“... a discipline that studies the behavior of people and their relationships in an organization with the goal of combining the needs and aspirations of each individual employee with the needs and goals organization as a whole."

Among domestic scientists involved in the study of the theory of organizational behavior, approaches to determining organizational behavior by Yu.D. are of undoubted interest. Krasovsky, G.R. Latfullina, V.N. Glumakova, T.B. Morgunova, L.V. Kartashova, A.M. Eropkina.

So, Krasovsky Yu.D. defines organizational behavior as “the behavior of employees involved in certain management processes that have their own cycles, rhythms, pace, structure of relationships, organizational framework and requirements for employees. These processes, on the one hand, are directed by the efforts of managers at all levels of management, and on the other hand, they are implemented in the behavior of direct participants, i.e. employees at different management levels.”

According to Latfullin G.R., the essence of organizational behavior lies in “a systematic, scientific analysis of the behavior of individuals and groups of organizations in order to understand, predict and improve individual performance and functioning of the organization, taking into account the influence of the external environment.”

Fred Luthans, author of the first textbook on organizational behavior, believes that it has now become a well-established scientific discipline. In modern reality, interest in organizational behavior as a scientific discipline has arisen only in the last twenty years. There are many textbooks on organizational behavior, all with different content and different emphases. According to E.V. Sidorenko, “even best books in organizational behavior and human resource management are nothing more than a systematization of management experience combined with superficial social psychology.”

Considering that the presented various points views do not contradict each other, but are complementary; “organizational behavior” is understood as a specific form of human behavior associated with his stay in the organization, the transformation of this behavior and the person’s personality itself, its main elements (values, motives), the internalization of social roles associated with organization, taking into account the specifics of the organization as a factor that changes human behavior in one way or another.

1.2 Subject and method of organizational behavior

Dorofeev V.D., Shmeleva A.N., Chastukhina Yu.Yu. The following goals of organizational behavior are distinguished:

1. a systematic description of people’s behavior in various situations that arise during the work process;

2. explanation of the reasons for the actions of individuals in certain conditions;

3. prediction of employee behavior in the future;

4. mastering the skills of managing people’s behavior in the labor process and improving them.

Organizational behavior studies the behavior of people in an organization and evaluates its impact on the results of its activities, therefore its main tasks are:

– identification of behavioral relationships between the manager and his subordinates, including between colleagues;

– ensuring the formation of a favorable psychological climate in the team, eliminating conflict situations, creating an atmosphere of creative potential of employees;

– systematic description of people’s behavior in various situations arising during the work process;

– explanation of people’s actions under certain conditions;

– ability to foresee the situation;

– mastering the skills of managing people’s behavior in the process of work and finding ways to improve the efficiency of their activities.

Intergroup relations;

Subject

management methods.

Socio-psychological methods are management methods based on the use of socio-psychological factors and aimed at managing socio-psychological processes occurring in a team in order to influence them in the interests of achieving the goals set for the organization.

Social impact is carried out by:

– targeted formation of the organization’s personnel;

– moral stimulation of workers;

– use of methods for managing individual behavior;

– implementation of collective activities of workers and the use of their social activity.

Psychological impact is based on:

– using methods of psychological motivation (motivation);

– taking into account the individual characteristics of employees (temperament, character, abilities, personality orientation, human needs);

– psychological aspects of human activity (attention, emotions, will, speech, skills).

In order to provide accurate assessments of the processes that characterize human behavior and performance in an organization, organizational behavior uses a specific set of methods.

A.M. Sergeev offers the following methods of organizational behavior:

1. Observation is a method that consists of purposeful observation of certain features of people’s behavior and activities, which is carried out under normal conditions, when the researcher does not interfere in any way with the situation;

2. Survey – a method based on obtaining the necessary information directly from the subjects themselves through questions and answers. It allows you to get an idea of ​​people’s opinions, their attitude towards certain events, people and problems. Surveys can be oral (interviewing) or written (questioning);

3. Correlational research is the study of the nature of the relationship between several variables. To carry out correlation analysis special mathematical procedures are used;

4. An experiment is a study conducted under specially created and controlled conditions;

5. Comparison is an analysis of the performance of the company and its divisions in comparison with the activities of other, more successful organizations.

The nature of an organization is formed through the interaction of various forces, the variety of types of which can be classified into four areas - people, organizational structures, technologies and the external environment in which the organization operates.

One of the main distinguishing features of the science of organizational behavior is its interdisciplinary nature. Organizational behavior combines behavioral sciences (systematized knowledge about the nature and reasons for people’s actions) with other disciplines - management, economic theory, economic and mathematical methods, cybernetics (from which any ideas that help improve relationships between people and organizations are borrowed). One more distinguishing feature organizational behavior is systematic, based on research results and conceptual developments.

1.3 Basic concepts of organizational behavior

Organizational behavior is based on a number of basic ideas about the nature of man and organization, theoretical approaches to the study of human behavior.

Focus on human resources (supportive approach). The approach involves analysis personal growth and development of individuals, their achievement of high levels of competence, creative activity and performance. The task of management is to: provide opportunities to improve the skills of employees; increasing the sense of responsibility of employees; creating an atmosphere conducive to increasing the contribution of employees to achieving the goals of the organization.

The supportive approach involves shifting the manager's primary focus from controlling employees to actively supporting their growth and performance.

Situational approach - a thorough analysis of the situation allows us to identify its significant factors and determine the most effective methods of organizational behavior in the given circumstances. Using a situational approach involves addressing an expanded range of scientific disciplines, being systematic and research-oriented.

Results-oriented. Every organization strives to achieve certain results. The potential of human performance must be combined with resources, and the employee must be given the opportunity to participate in achieving the organization's results.

Systematic approach. A systems approach to organization assumes that the organization is viewed as a complex of interacting elements. Holistic organizational behavior treats the individual-organization relationship at the level of the individual as a whole, the group as a whole, the organization as a whole, and the social system as a whole.

The biological approach places emphasis on the dependence of behavior on physical and biological needs and motivations: thirst, hunger, lack of sleep. Sociological approach is based on the fact that human behavior is the result of the influence of people and events in the social environment. The values ​​and traditions of a society determine the behavior of people in that society. The psychoanalytic approach is based on the doctrine that the motives of human behavior are mainly unconscious and not obvious. So, 3. Freud believed that the key to the true causes of behavior lies in the subconscious and that our conscious reasoning is mostly self-deception. That is, behavior is not always logical and reasonable, it cannot always be explained in strictly precise terms, and possible ulterior motives must be taken into account. The humanistic approach trusts biological incentives, but does not deny social reasons, behavioral incentives, and the fact that incentives and impulses can be located in the subconscious.

The cognitive approach evaluates a person on “higher” criteria than other approaches. The cognitive approach emphasizes the positive and voluntary aspects of behavior and uses concepts such as expectations, needs, and rewards. Cognition is a basic element of the cognitive approach - it is the act of perceiving some information. Tools such as cognitive maps are used as visual elements to capture and understand individual elements of the thoughts of an individual, group or organization. Behavior can be an element of analysis, however, it is aimed at achieving a goal. It is important that the cognitive approach makes no assumptions about what is happening in the brain; they are just terms to describe behavior.

The behavioral approach is focused not on the analysis of causes, but on the analysis of results. Thus, J.B. Watson defined behavior as “the result of input of information through the human organs of hearing, smell, and touch.” One of the main tenets of behaviorism is that behavior that is rewarded is repeated. The importance of studying observable forms of behavior is also emphasized. From the point of view of behaviorism, human behavior is explained using the stimulus-response principle. A stimulus causes a response. It is believed that learning occurs when this connection occurs. In other words, this approach helps explain physical reflexes. Thus, using an operant conditioning experiment with well-defined conditions, it was discovered that the consequences of a response can explain most forms of behavior much better than the stimulus that generates it. The body is forced to interact with the environment in order to obtain the desired effect. The preceding stimulus does not produce a specific behavior in operant conditioning. It serves as a signal to “turn on” this behavior. Behavior is a function of its consequences.

The behaviorist approach relies on an environmental view: cognitive processes such as thinking, expecting and perceiving may occur but are not a necessary condition for predicting, monitoring and managing behavior. However, just as the cognitive approach included behaviorist concepts, the behaviorist approach includes cognitive variables. However, despite some similarities, these are two different approaches with their own contributions to behavioral science.

The social learning approach is behaviorist. He recognizes that behavior can be analyzed. However, unlike the behaviorist approach, social learning recognizes that people are self-aware and their behavior is goal-directed. This approach assumes that people learn about the environment and change it to make reinforcers available. The importance of rules and symbolic processes in learning is also noted. The social learning approach, with its complex interactive nature, provides a suitable theoretical framework for constructing a model of organizational behavior.

What is new in the development of organizational behavior is the direction of studying individual behavior in virtual organizations; the concepts of “behavior” and “organization” are combined in the virtual space, which requires further research. Currently, organizational behavior has become a specific area of ​​scientific knowledge associated with the practice of effective management of modern complex organizations. This trend should further strengthen in the future.

Chapter 2 Theoretical approaches and models of organizational behavior

2.1 Theories of organizational behavior

Types of theories of organizational behavior can be divided according to two criteria. The first criterion is the existing basis for explanations. The purpose of theories is to explain the causes of events, forms and developments. They can be distinguished according to the type of causes they offer, that is, to which group of real factors they appeal. According to the first criterion, the first class of theories in the field of organizational behavior consists of pragmatic theories ( Henry Mintzberg). They explain organizational life in terms of the usefulness of events, forms and changes. This is the case where “what an organization is” is explained in terms of its ability to meet demands or take advantage of opportunities in its internal and external environment. Whenever “what an organization is” is explained in terms of the adequacy of its goals, context and external environment and strategy, and in terms of the adequacy of its profitability, productivity and effectiveness to such context and environment, it is a pragmatic theory. Such a theory is invariably based on a type of behavior that is rational (with a conscious evolution of various results and directions of action) or through trial and error aimed at maximizing or satisfying pragmatic aspirations and ambitions. However, the type of utility may change. This contradiction is highlighted by the behavioral theory of the firm, which is one of the cornerstones of organizational behavior.

The second class of theories is institutional theories (R.G. Coase, F.H. Knight). Institutions are relatively stable and typified samples, models in social structure society or in social interaction networks. In institutional theories, the usefulness of organizational design is a secondary matter. Things are done in a certain way because institutionalized norms or rules suggest courses of action, either explicitly or implicitly. The legitimacy of a particular institution, including all the behaviors associated with it, can be separated from its relative practical value.

The third direction is culturological (culturalist) theory (K. Weick). It refers to values, preferences, significant symbols and mental programs in a broad sense. Culture is the embodiment of our ideas and values, and this process of embodiment involves the continuous active formation real world. K. Weick's theory describes the process of formation and structuring of reality as a process of social construction. K. Weick deliberately used the term “construction” to emphasize that managers construct, rebuild, select and destroy many “objective features” of the surrounding world. Reality construction allows people to recognize and understand in different ways certain events, actions, objects or situations. All this leads to the fact that culture is no longer considered as one of the characteristics that an organization possesses. It is seen as an active phenomenon through which people create and restructure the world.

When using this metaphor, the emphasis is on the system of views and beliefs shared by members of the organization and, therefore, on the construction of certain interpretive schemes that help create and update these views and meanings.

The cultural metaphor refers to ways of changing an organization such as language, norms, formal procedures and other social actions associated with key ideology, values ​​and beliefs.

Models of organizational behavior are being developed within the framework of the described theories.

2.2 Models of organizational behavior

The basis of models of organizational behavior can be considered two management theories (“X”, “Y”), which were developed and substantiated by Douglas McGregor.

According to theory “X,” a person: has an innate antipathy to work; tries to escape from work; needs coercion to work and sanctions in case of evasion; does not want to be responsible and prefers to be led; needs confidence in tomorrow; doesn't have enough vanity. Theory “Y” is characterized by the following: work is natural, like play; a person’s attitude towards work develops under the influence of his experience; a person is ready to develop his skills, take responsibility, and realize his goals, subject to remuneration that is more related to the satisfaction of the highest human needs; does not need constant monitoring, develops self-control.

In 1981, the American professor William Ouchi put forward the “Z” theory, complementing the ideas of McGregor (theories (“X”, “Y”). Having studied the Japanese management experience, Ouchi came to the conclusion that an effective type of Japanese management could be proposed approach to management. The starting point of Ouchi’s concept is the proposition that a person is the basis of any organization and the success of the organization’s functioning primarily depends on him. Ouchi formulated the basic principles of people management, based on which it is possible to achieve effective management. “come down to the following: long-term recruitment; group decision-making; slow assessment of personnel and their moderate promotion; undefined, informal control through clear and formalized methods;

Today it is customary to distinguish five types of models of organizational behavior:

1. Authoritarian model , based on power and focused on authority, giving a manager at any level the opportunity to force an employee to carry out his orders, sometimes even subjecting him to penalties. As soon as the utmost importance of complete order in any form arises in a company (formalization, total quality management, savings on all budget items, mass production, anti-crisis management), an authoritarian model is inevitably born. Control becomes the main supporting function of order, and the organization’s efforts are aimed at eliminating problems and fine-tuning organizational processes, which is associated with reengineering. The image of the organization as a mechanism emphasizes the main characteristics of the authoritarian model - centralization and control;

2. Support model , presupposing, on the one hand, the absolute (and, moreover, conscious) subordination of a person to the strategic goals of the company, and on the other, entrepreneurship in the workplace. This model is based on leadership (in the sense that it is usually understood as leading others to success), which, in turn, is focused on supportive relationships. Employees are focused on performing specific tasks (not on receiving benefits and privileges) and have the opportunity to participate in management and decision making. At the same time, their need for status and recognition is satisfied and there is a reliance on internal incentives. Note that the supporting model begins to work well provided there is a minimum amount of resources (financial, legal, information, etc.). The biological metaphor of an organization well describes the behavior of a group whose members adapt (react and adapt) to the environment. The supportive model is based on Rensis Likert's “supportive relationship principle.” The R. Likert principle has much in common with the human resource-oriented approach. Similar studies were carried out under the leadership of E. Mayo - “Hawthorne Experiments”;

3. A developmental model that involves the use of self-learning systems, everything that aims to develop a business through personal development. A. Maslow, who first described this model from the point of view of managing people, rightly pointed out that a structure of this type will need spiritual management, that is, in fact, it will represent a sect. The measure of freedom here is actually lower than in other models. In authoritarianism, a person is bound by the will of the manager - an agreement can be reached with the manager. In the developmental model, a person is most strongly connected by the activity itself. The developmental model, which is able to quickly and creatively use knowledge and information to develop new paths to success, is similar to a neural network and fits into the metaphorical image of the organization as the brain.

4. Collegial model, which is aimed at partnership, team management, self-discipline and self-realization of employees. The organization operates within the framework of a collegial agreement, and its development involves the development of informal and interpersonal communications. Here it is impossible not to notice that the collegial model is essentially authoritarianism with its characteristic command form of management. The difference is that within this model people are used as mental potential, as a database. At the same time, they do not take part in management (this is a big illusion that allows management to speculate on involvement, significance, etc.). The model is applicable, as a rule, in conditions of excess resources, and therefore its implementation in practice is extremely rare.

5. Guardianship model. Studies of labor relations have shown that although authoritarian leadership does not involve verbal feedback from a subordinate to a superior, “mental feedback” certainly exists.

The success of the guardianship model depends on economic resources. The efforts of the organization's management are aimed at providing the funds necessary to pay salaries and provide benefits. Since the physical needs of employees are adequately met, the employer considers the employees' need for safety as a primary motivating factor.

Guardianship leads to increased dependence of the employee on the organization; company employees are constantly instilled with thoughts about economic incentives and benefits, and as a result of this kind of psychological treatment, they feel quite satisfied with life. However, the feeling of satisfaction is not a strong motivator, it causes passive cooperation, so the effectiveness of the guardianship model is only slightly superior to the productivity achieved with an authoritarian approach.

The main advantage of the model is that it gives employees a sense of security and satisfaction. The most obvious drawback of the model is that the level of labor effort of most employees is on the verge of their potential capabilities; employees lack motivation to develop their abilities to more high level.

Any of the presented models has both strengths and weaknesses. It either fits the conditions in which the organization operates or it does not. The predominance of any model of organizational behavior that dominates a particular organization is largely associated with the presence or absence of resources, with the manager’s ideas about the subordinate.

2.3 General patterns and specific features of domestic organizational behavior

Fred Luthans suggests distinguishing between two approaches to organizational behavior: the micro approach and the macro approach. The micro approach involves analysis and study of the internal environment of the organization, internal connections between elements of the organization. Macro approach - the study of the interaction of an organization with the external environment, the behavior of the organization itself. Stephen Covey adheres to the same point of view: “My life experience and teaching activities have led me to the conclusion that the secret of understanding organizational behavior lies not in the study of organizational behavior in itself, but in research and comprehension human nature. Once you begin to understand the fundamental components of human nature, you will have the key to unlocking the potential that lies within people and organizations. This is why the whole person paradigm, symbolized by body, mind, heart and spirit, is of paramount importance for understanding the essence of individual organizations as well as individual people. In the most concrete sense, there is no such thing as “organizational behavior.” There is only individual behavior that becomes collective in organizations.”

Issues of human behavior, the role of the individual in an organization, power and leadership, issues of motivation and stimulation, management of organizational conflicts, stress, management of group behavior in the management aspect are of interest to various sciences: sociology, management theory, social psychology, pedagogy, and ethology, and linguistics - the list can be continued. Michel Auden has a wonderful comparison natural sciences with a mirror: a person peers into this mirror to see his reflection and understand himself; once this mirror was dim, the image was blurry; today this mirror is polished to a shine, but is broken into thousands of fragments, and experts from different fields of scientific knowledge know everything about a small fragment, but are not able to see the picture (mirror) as a whole. The same metaphor can be used in relation to organizational behavior: a variety of sciences have accumulated knowledge about the peculiarities of human behavior, but each sees and knows its own fragment. Perhaps organizational behavior is precisely the field of knowledge that is called upon to unite many fragments into one whole.

Organizational behavior from a micro-approach examines the laws and effects of perception, impression formation, and impression management; theories of personality behavior, values ​​and attitudes; motivation, leadership, career management, conflict management. The micro approach to organizational behavior places human nature (individual characteristics, personality integrity, motivated behavior, etc.) at the center of its interest. Macro approach - the nature of the organization. An analysis of textbooks and monographs devoted to organizational behavior has shown that these issues are usually considered in an overview manner and based on research that concerns the characteristics of the behavior of a European employee. At the same time, there are a number of fairly pressing issues and tasks in the field of human resource management, which can also (and should) become the subject of interest in organizational behavior as both a scientific and educational discipline.

Man is not only a social being. There are a number of biological behavioral mechanisms in humans that a manager at any level also needs to know about. This includes knowledge about daily rhythms and territorial claims.

There are cases where an employee changed his mind about quitting after his desk was rearranged, and the severity of the conflict situation decreased after employees were given the opportunity to privacy. And although there is a lot of research on the ergonomics of the workspace, for some reason this issue is practically not addressed in textbooks on organizational behavior.

In any organization, both men and women work, and the gender issue is usually not addressed, or there is unspoken and sometimes overt discrimination based on gender. Almost no textbook addresses the gender characteristics of organizational behavior. A definite attempt to get out of this situation was made by I. S. Kletsina and A. V. Chernobrovkina.

The reality is that organizations currently operate large number women; In many organizations, women make up the majority of the workforce (e.g. educational institutions such as kindergartens and schools). Basically, all career models are built according to the “male” type. The peculiarities of combining different roles and building a career specifically for women is an important issue that needs to be discussed. This can be seen in the works of Babaeva L.V., Chirikova A.E. and Korablina E.P. .

Age characteristics of personnel are also not the subject of close study in organizational behavior. Kornilova A.A. believes that “unfortunately, both managers and employees of HR departments often do not take into account age characteristics and do not understand that with age the same employee can change significantly.”

Usually, in connection with age, they talk about professional crises of employees. Meanwhile, if you trace the important tasks that an adult needs to solve at various stages of development, you can see that professional crises often coincide with age-related crises.

The problem of personnel motivation is a problem that is addressed in a huge number of textbooks and studies. At the same time, one can note an often simplified approach to the concept of motivation. The term “motivation” itself came to management theory from psychological science. In psychology, motivation is understood as the whole complex of factors - both conscious and unconscious - that guide human behavior. At the same time, it is important that in the same way - consciously or unconsciously - not only a person organizes his behavior, but also a leader (manager) tries to control a person’s behavior, relying, among other things, on his unconscious attitudes. This important aspect in the context of “I-concept” is mentioned by N.Yu. Rysev.

Organizational alexithymia is another important problem in modern organizations. The motivational and emotional systems are inextricably linked in human behavior. However, there is no talk at all about managing emotions, and more broadly, about the possibilities of using emotional manifestations in organizations. Emotions are an innate, natural mechanism that guides human behavior, and yet most organizations ignore this valuable resource or use it not for the benefit, but for the detriment of the organization. According to Ian Donald, “what lies at the very heart of an organization is how its employees feel.”

Staff commitment and loyalty is something that is talked about a lot in modern organizations; Loyalty is often a condition for further career advancement. Meanwhile, loyalty and commitment are not as unambiguously positive phenomena as is commonly believed. Loyalty and competence often turn out to be two opposing phenomena. A competent employee may not always be loyal, just as a loyal employee may not always be competent. In addition, loyalty can be heterogeneous: one can distinguish loyalty to the organization, loyalty to the company’s management, or loyalty to the immediate supervisor - and all of these will be different types of loyalty.

There are no studies yet on the psychological professional portrait of a domestic employee. So, A.I. Kochetkova notes that when talking about organizational behavior, it is imperative to take into account the specific features of the mentality (which is typical for multinational states with many national characteristics), polarity and pairing of the main characteristics psychological portrait personality.

Considering the above, we can conclude that organizational behavior should be based not on a functional Western approach, but on a holistic one, which means taking into account the impact on an employee of a variety of factors - physical, mental, social.

Conclusion

As a result of a theoretical consideration of the topic of the abstract, the following conclusions were made.

Organizational behavior is a science that studies the behavior of people (individuals and groups) in organizations, with the aim of practical use of the acquired knowledge to improve the efficiency of a person’s work activity.

The goals of organizational behavior are description, awareness, prediction and control over certain phenomena.

Object of study of organizational behavior:

Behavior of individuals in an organization; problems of interpersonal relationships in the interaction of two individuals (colleagues or “boss-subordinate” pairs);

Dynamics of relationships within small groups (both formal and informal);

Intergroup relations;

Organizations as holistic systems, the basis of which are formed by intra-organizational relationships (for example, strategic alliances and joint ventures).

Subject organizational behavior is the relationship of all levels of the management system with a focus on the development of effective management methods in a competitive operating environment.

Organizational behavior is based on the use of socio-psychological management methods.

There are two approaches to organizational behavior – the micro approach and the macro approach. The micro approach involves the analysis and study of the internal environment of the organization, internal connections between elements of the organization. Macro approach - the study of the interaction of an organization with the external environment, the behavior of the organization itself.

Current issues in organizational behavior:

1. Taking into account the biological, psychophysiological characteristics of a person that influence his behavior; knowledge of general laws of behavior management;

2. Gender issues in organizational behavior and career development;

3. The connection between organizational behavior and age-related developmental characteristics; knowledge of developmental psychology, psychology of personal and professional crises;

4. The problem of staff motivation;

5. Problems of emotional management, overcoming organizational alexithymia;

6. The relationship between organizational commitment (loyalty) and personnel competence;

7. Taking into account national characteristics of organizational behavior.

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• 1. Organizational behavior -- scientific discipline
• 1. The expression “organizational behavior” has two meanings. Firstly, it is a complex scientific discipline that studies the patterns and rules of functioning of organizations, groups and individuals within them. Secondly, this is the actual behavior of the organization in the social, technological and environmental environment, its functioning, relationships with other organizations and individuals. In other words, science and its subject have the same name.

Organizational behavior focuses on the achievements of sociology, psychology, management theory, economics, organizational development and a number of other sciences. The doctrine of “human relations” plays an important role here, of which organizational behavior is a branch. Organizational behavior is closely related to organization theory. The subject areas of these two disciplines have natural overlaps and common themes (for example, “mission and goals of the organization,” “organizational culture,” etc.).

The course of organizational behavior examines the patterns of activity of the organization as a whole, its divisions and individual employees. The main topics of the course include issues of the effectiveness of the functioning of the organization, its development and culture. In all cases, the dynamic aspect of organization theory comes to the fore. It is not so much about the “design” of the organization as about its functioning.

Organizational behavior is the science of individual and group laws of life and activity of people united by an organization. Using the principles of this science helps them carry out their responsibilities in organizations more productively and receive greater satisfaction from it. The basis of organizational behavior is anthropocentric principle: a constant desire to ensure that the structure and rules of functioning of the organization correspond to human nature and are conducive to the development of the individual. Only on this basis is it possible to develop the organization and increase its efficiency.

The predominant part of the concepts of organizational behavior was developed at the psychological level; the attention of researchers focused more on the individual in the organization than on structures and technology for solving problems. This trend is especially evident in the USA. But in Europe the situation is almost the same. In a typical British textbook on organizational behavior, approximately three-quarters of the volume is devoted to the human individual or group and only one-fourth to structure and technology. V. L. Doblaev defines “organizational behavior” psychologically, believing that there are “theories created by psychologists. They are a continuation of the psychological concepts of their authors and are called theories of “organizational behavior” and are divided into theories of group and individual factors.” (Collection of educational materials for the course “Theory of Organizations”. - M.: 1995. - P. 14.)..

Socio-psychological processes play an integrating role in the relationship between a person and an organization. Social and psychological phenomena such as formal and informal groups, roles, leadership, conformity, norms and communication are the main pillars of organizational behavior.

There are also more emphatic views on the role of technology in organizational behavior. Developments in technology and technology have often led to massive changes in forms of organizational behavior. True, this almost always entailed painful socio-psychological consequences, mainly due to the unwillingness to take into account the interests and habits of people. At the same time, facts are known in history when economic policy was determined by an understanding of the decisive role of the “human factor” in industrial growth.

2. Organizational behavior as a subject of study, management and development

Organizational behavior is a type of human behavior in general and social behavior in particular. The closest concept for him is, undoubtedly, the concept of “economic behavior”, which serves as a universal object economic theory in general and directly “descriptive, or empirical, economic science” McConnell K.R., Brew S.L. Economics: Principles, problems and policies. - M.: Economics, 1992. - P. 20..

Behavior is a person's interaction with environment in the form of external (motor, expressive) and internal (mental) activity. The general formula of behavior was proposed at one time by K. Levin: B = f (P, E). (B - behavior, P - personality, E - environment). The meaning of the equation is quite simple: behavior is a function of the interaction of personality traits and the environment. In relation to a specific situation, this means that behind the employee’s action, the reasons for which we want to find out, there is either a corresponding personality quality or circumstances beyond the control of this individual. It is possible that one of these two factors played a decisive role. There is a tendency to attribute the reasons for the actions of other people that are undesirable for us to their personal characteristics, and to attribute our own to external circumstances. In the same way, we tend to explain our achievements by personal merits, and our failures and mistakes by external reasons.

Behavior is one of the basic concepts of modern social science. In behaviorism this is the main subject of study. It is defined as a set of objectively observable motor reactions of an individual caused by external (situation) or internal factors (need, intention). The degree of complexity of reactions can vary, from simple reflexes to consciously controlled creative activity.

Behavior refers to both action and inaction. For example, an employee's dishonesty is conduct. There are many types of behavior that differ according to criteria such as goals, methods of organization, number of participants, etc.

In relation to the rules, as well as psychological mechanisms, the following are distinguished: types of organizational behavior:

• a) formal - corresponding to the rules, regulations (“correct”);
• b) informal behavior that is not directly related to the implementation of the organization’s goals (for example, friendly relations between employees) and which can be both useful and harmful for it;
• c) antiformal behavior - contrary to the rules of the organization (indiscipline);
• d) informal behavior - realizes the goals of the organization, but does not fit into its rules (creative) Dobrzynski M. O psychologicznych problemach teorii organizacji // Problemy organizacji. 1968. No. 10. S.183..

Behavior includes: activity in all its types, cognition, communication and consumption (consumer behavior, leisure). An important feature of behavior is its observability: behavior is those forms of activity that can be observed from the outside or recorded by appropriate instruments and which have certain external consequences.

The term "behavior" highlights the internal relationships of an organization, as well as its relationships with other organizations and the public. To simplify somewhat, organizational behavior can be understood as the functioning of an organization in its entirety, including both internal interactions and external relations.

All behavior is realized by psychological and socio-psychological mechanisms. Its structure includes such mental functions as perception, thinking, memory, motivation, public opinion, interpersonal communications, diverse individual and group qualities.

Behavior is studied intensively by many social sciences, especially by various schools of psychology.

Psychoanalysis(Freudianism) focuses on the unconscious psychic forces that energize behavior. To control these forces, you need to become aware of them. T. Parsons called the dynamic theory of motivation “the most remarkable direct contribution of psychoanalytic theory to the empirical understanding of behavior.” But Freud's theory ignores the fact that behavior is governed by a variety of factors, not just sex and aggression. Freud and his followers developed a sophisticated concept of the mechanisms of human behavior. Here are the main links of this concept.

• 1. The general situation of behavior is determined by the initial conflict between the individual, his unconscious forces and society. Society, in defense, is forced to suppress the instinctive drives of the individual. Cultural and social norms represent a collective defense against erotic and aggressive desires, which, thanks to these norms and the forces that stand behind them, are suppressed or sublimated (ennobled). Society is the way in which a person protects himself from the demands of his unconscious.
• 2. Internal structure personality implementing behavior includes three instances. The first, basic authority is the unknown and unconscious “It”. This is a set of instincts, drives, and other unconscious impulses that require their satisfaction. This part of the personality operates on the pleasure principle.

On the surface of “It” there is a second instance - “I”, which arose as a result of the perception of external information. “I” does not cover “It” entirely, but only as much as the perception system can. There is no clear boundary between “I” and “It”; “It” partially merges with “I”. Under normal conditions, the “I” dominates the impulses of the “It.” Freud compares the relationship between the “I” and the “Id” with a rider who must bridle a fast horse, with the difference that the rider tries to do this with his own strength, and the “I” with borrowed ones.

“I” is a part of “It” changed under the direct influence of the external world through the “perception - consciousness” system. According to Freud, the “I” mediates external influences on the “Id” and seeks to replace the “pleasure principle,” which reigns supreme in the “Id,” with the “reality principle.” “I” represents reason and prudence. Perception and information have the same meaning for the “I” as drives for the “It”, which contains passions.

“A strong ego gives the individual the ability to govern himself and at the same time act in accordance with both his own interests and the interests of the group. A strong “Ego” organizes perception, restrains psychic outbursts, regulates tension in the relationship between the “Id” and the “Super-Ego”, as well as between the “Id” and reality.” The main characteristic of “I” is “self-awareness”. As Freud emphasized, the “I” separates itself from the “Id” by learning to distinguish internal impulses from those emanating from the surrounding reality.

Freud suggested that inside the Ego there is another - third - instance, which he called the Ego-ideal or “super-Ego”. The ego-ideal is based on the first and most important identification of the individual, with the father in the most early period personality development. Freud defined the "super-ego" as the imprint of prevailing social values ​​that are transmitted to the child's personality through the influence of parents. The super-ego, being an expression of our relationship to our parents, is “the highest, moral, super-personal in man.”

“Conscience,” which Freud would later call the “Super-Ego,” became the cornerstone of psychoanalytic psychology Alexander F., Selesnik S. Man and his soul: Knowledge and healing from antiquity to the present day: Trans. from English - M.: 1995. - P.211.. The “super-ego” is formed in the process of overcoming the “Oedipus complex”, which, according to Freud, is a boy’s attachment to his mother, which at the same time is accompanied by the child’s identification with his father . “Both relationships exist for some time in parallel, until the strengthening of desires for the mother and the realization that the father is an obstacle to such desires gives rise to the Oedipus complex.” So, the “ambivalent attitude” towards the father and the “tender attraction” towards the mother constitute a positive Oedipus complex.

According to Freud, the “I” is the representative of the external world, and the “super-ego” is the representative of the internal, or “It”. Consequently, conflicts between the “I” and the “super-ego” reflect the contradictions between the external and internal world. “Everything that biology and the destinies of the human race created in the “It” and consolidated in it - all this is accepted in the “I” in the form of an ideal and is again individually experienced by it.”

3. Peculiarities of behavior are determined by the character of a person, who carries within himself the “remnants” of going through the main stages of psychosexual development in childhood. Several character types have been described, including oral, anal and genital.

Oral character. A person with this character is extremely dependent on others to maintain self-respect. External support plays a very important role for him, and he is constantly waiting for it. Depression can be overcome by eating food. Concerns are often resolved through drinking, smoking, or kissing.

Oral character- this is emphasized generosity or stinginess, which represent two sides of the same deep property. A common form of behavior of people with a similar character is identification with an object that serves as a source of feeding. Some behave like protective mothers, generously scattering gifts and providing help. On the contrary, if there is identification with a mother who causes a feeling of fear and constraint (“frustrating mother”), then the behavior is the embodiment of selfishness and stinginess. Additional oral traits: curiosity (as a substitute for “hunger”), loquaciousness, restlessness, haste, a tendency to stubborn silence.

Anal character. Main traits: thriftiness, irritability, pedantry or stinginess, stubbornness, accuracy. Stinginess is a continuation trait from the habit of anal retention, sometimes motivated by fear of loss, but more often by erotic pleasure. Money is no longer seen as a useful tool; they are folded and stored or, in some cases, senselessly squandered. The same attitudes exist in relation to time, so a person with an anal character can be tediously punctual or monstrously unreliable. Stubbornness is a passive expression of aggression, a trait derived from the child's refusal to carry out actions in accordance with the parents' intentions. A clean and disciplined person can at certain times be surprisingly sloppy and disorganized Blum G. Psychoanalytic theories of personality / Trans. from English --M.: KSP, 1996. -- P.206-212..

Genital character is the ideal personality type in psychoanalytic theory. This is a mature and responsible person in social relationships. His behavior is active. He knows how to work and willingly improves his skills. Able to delay satisfaction of needs, show concern for people, take responsibility in solving life problems Kjell L., Ziegler D. Theories of personality. --SPb.: Peter, 1997. -- P.127..

4. Behavior in many cases is controlled by the defense mechanisms of the “I”. Defense mechanisms are those regulators of human behavior that should protect him from feelings of anxiety (fear), shame, guilt, humiliation in his own eyes or in the eyes of others due to the fact that he, succumbing to primitive impulses, takes actions that he has forbidden himself. .

A defense mechanism is an unconscious process, an automatic action aimed at relieving emotional tension, resolving internal conflict, and reducing anxiety when a situation becomes unbearable. The human “I” often experiences tension because it is under the influence of both external and internal forces. It protects itself from this tension by its own methods. A common feature of all types of defense is their unconsciousness.

A person’s agreement with himself is most often upset due to a change in his idea of ​​himself or the world. The psychological defense system contains filters that identify among the received signals those that are dangerous to internal balance. With the accumulation of life experience, a person develops a system of personality stabilization. It protects consciousness from information that could shake its internal balance, and does not allow violations of the basic model of the world. Psychological defense maintains a person’s state of agreement with himself.

Observable signs of the work of defense mechanisms are unmotivated timidity, self-doubt, a decrease in the level of aspirations, belittling the significance of certain facts and events, and ignoring what is associated with failure. Many different psychological defense mechanisms have been described that give people’s behavior one or another shade, making it not entirely rational, not entirely consistent with the real situation. The most common methods of defense are denial, repression, suppression, rationalization, projection, regression and sublimation.

Negation- distracting consciousness from somehow dangerous messages, which at the same time do not become completely inaccessible to consciousness. This is ignoring realities that are painful for a person, behaving as if this painful thing does not exist. Under the influence of denial, a person either does not recognize facts that are obvious to others or distorts them, which gives him the opportunity to consider his position logical and consistent.

Repression- actively pushing painful memories, feelings and impulses out of consciousness. Repression only works once. Other mechanisms must be set in motion again and again as instinctive energy increases. Repression is not only the most powerful, but also the most dangerous mechanism. The true, but threatening self-esteem, motive of the action is forced out of consciousness. What is repressed retains its emotional energy charge and serves as a source of internal tension. And stress, in turn, causes some mistakes and illnesses. A release of tension is achieved if the repressed content becomes the subject of conscious reflection.

Suppression-- is the restriction of thoughts or actions to avoid anxiety. Often found in people who are afraid of flying on an airplane, afraid of their superiors, or suffer from a sense of responsibility. Some people suppress their assertiveness or sexuality to avoid anxiety. When suppressed, information is blocked when it is transferred from memory to consciousness. A person stops noticing what he forbade himself to notice. Hence the memory lapses. What is more often forgotten is that which comes into conflict with a sense of self-respect, with some moral and personal norms. It happens that due to suppression, unpleasant tasks and promises are forgotten.

Repression is applied to what was first repressed. Suppressed drives make attempts to break into the active area of ​​the psyche, for example, suppressed fear is manifested by the desire to test oneself again, and a suppressed drive to alcohol manifests itself with the thought “it would be nice to try in order to test one’s strength.” The repressed (and suppressed) also shows activity by switching to bodily functions, causing some awkward movements, autonomic disorders and other disorders.

Rationalization(impulses, motives and other elements of behavior) is giving logical validity and acceptability to what has been done previously and what is irreversible. This is a justificatory intellectual action. An action, its outcome, its motive, if all this threatens self-respect, are rethought, including the situation as a whole. Most often, the motivational sphere is rationalized. It is almost impossible for a person to deny his actions the appearance of reasonable motivation. People sometimes put off treatment, citing business, responsibilities, and other objective reasons. This is the rationalization of behavior that is actually driven by fear.

Rationalization is often characteristic of the actions of a manager who, say, reprimands a subordinate, explaining his behavior by the interests of the subordinate himself or by the highest goals of the organization. In fact, the motive may be aggressiveness, the desire to give it a way out.

Complex rationalization can take the following form: a person with a lot of effort can barely cope with the job. However, he unconsciously suppresses the thought of his unfitness. If in this situation it appears, for example, headache, then rationalization comes into play: “If it weren’t for the headache, I would have worked successfully.”

Projection is the endowment of one's own conflicting impulses to another person. People protect themselves from their unpleasant instinctual urges by projecting them onto other people. Your own shortcomings become the shortcomings of another. An employee comes to work in an irritated state and sees that others around him are irritated and hostile... Often a person unconsciously transfers his hostility to others and then fears them attacking himself. At the same time, he feels responsible for the atmosphere of hostility and experiences an unconscious feeling of guilt.

The psychological cause of projection is low self-esteem “A sure sign of your own decline is when you begin to especially notice the shame of others. The stain of others, many strive to hide, although they cannot wash away their own stains.” (Baltasar Gracian. Pocket Oracle. Criticon. - M.: Nauka, 1981. - P.29). Interpersonal criticism is often motivated by projection. When D. Carnegie warns against hasty criticism, proposing “nine rules”, the application of which allows you to get rid of negative consequences critical approach to people, then we must agree with him - under these recommendations there is a good basis for Carnegie D. How to win friends and influence people. / Per. from English --M.: 1989. -- P.211-241..

If the projection mechanism predominates in behavior, then the person sees himself in others. “When people condemn others, they only reveal their own hidden double... an egoist, precisely because he is an egoist, declares everyone to be fundamentally egoists” Ukhtomsky A.A. Letters. //The path into the unknown. Comp. I.P.Merkulov. M.: 1973. Because of this, it is difficult for him to communicate: he does not perceive the interlocutor, actually dealing with himself. The projection mechanism creates a kind of “shell” around the personality. F.M. Dostoevsky wrote that a person has a real interlocutor only when he breaks through this shell.

“Projections can include not only other people, but also social institutions, even society as a whole, or part of it, say, government, parliament, court or school, family, agriculture. Whenever such organizations are strongly denigrated or idealized, we have the right to suspect a process of unconscious projection here.” Kutter P. Modern psychoanalysis: Introduction to the psychology of unconscious processes. / Per. with him. - St. Petersburg: 1997. - P.139.. As you can see, psychological patterns are much more widespread than is commonly believed in the social sciences.

Regression-- a return to earlier stages of development, simpler forms of thinking and behavior in order to avoid conflicts. Regression occurs in dreams when thoughts take the form of visual images. IN everyday life and in activity, regression is manifested by a decrease in the level of regulation of behavior from intellectual to emotional, from more organized to less organized, less orderly, from learned forms of response to instinctive. The “childish” behavior of an adult is a sign of regression caused by some internal difficulties.

Sublimation-- mature defense mechanism. Many types of socially useful activities provide opportunities for the sublimated satisfaction of needs, the direct satisfaction of which would be harmful both for society and for the individual. It is believed, in particular, that political activity opens a channel to sublimated aggression. Healthy friendship is sometimes supported by sublimated homosexuality R. Ursano, S. Sonnenberg, S. Lazar. Psychodynamic psychotherapy. Issue 3. M.: 1992, pp. 48-53. Freud argued that the great Leonardo was a man who at an early age turned his sexuality into a desire for knowledge.

5. Behavior often contains neurotic elements. Neurotic behavior features include a lack of mental balance, certain distortions of feelings and thinking that are aimed at protecting against fear or anxiety, as well as some kind of compromises associated with internal conflicts. Neurotic behavior means an inability to establish good relations with other people. Many problems are caused by such a neurotic trait as the “unconscious desire” for failure. Z. Freud and other researchers studied the behavior of people who “even see failure in success.”

Thus, the psychoanalytic characterization of behavior differs significantly from the everyday view. This is logical, because science should describe not obvious phenomena, but deeper patterns that are inaccessible to direct observation.

BEHAVIORISM makes a significant contribution to the knowledge of behavior. This is a special direction in psychology, which is entirely aimed at studying behavior, which is why it is called “behavioral psychology.” According to the father of behaviorism, Watson, it is necessary to strive to formulate the laws and principles that govern behavior on the basis of systematic observation and experiment. Any analysis of human activity from the point of view of intentions, goals, and other internal factors is a waste of time and is declared pre-scientific.

Human behavior is a reaction to certain influences. It is entirely controlled by the external environment, which is a set of rewards and punishments. It is the environment that determines what a person strives for and what he avoids. Behavioral scientists have developed many methods for changing people's reactions, which are called "behavioral engineering" or "behavior modification." The essence of these methods is the targeted manipulation of elements of the environment in which a person lives and works in order to obtain the required behavior.

The theoretical-cognitive basis of behaviorism was the so-called “Morgan canon”. Lloyd Morgan (1852-1936) critic of anthropomorphism, relying on the old principle “What can be explained in terms of less should not be expressed in terms of more.” This is the famous principle known as “Occam’s razor”, formulated by the medieval English philosopher W. Ockham . (Anthology of world philosophy. In 4 volumes. Vol. 1. Part 2. - M.: Mysl, 1969. - P. 891). “In 1488, William of Ockham said: “It is vain to do with more what can be achieved with less.” In modern language this is formulated as follows: “Don’t make things more complicated than they need to be.” Occam's blade is useful in such matters as formulating a theory, a principle of operation of something." (Kaufman H.R. Tactics of success in business and science. - M.: Intellect, 1993. - P.55.), made a statement: “In no case should one explain any function by a more complex mental function, if it can be explained by a function located at a lower level of development.”

According to the concept of B. Skinner, human behavior, his achievements in creative activity, in school and in organizational affairs, interpersonal contacts depend on genetic equipment, as well as on the physical and social environment. It is the environment, that is, social institutions, various organizations, the education system, family situation, and the media that control people’s actions. The structure of behavior is to a large extent a copy of the structure of the environment. Officer armed personal computer, reacts differently to events in the organization, compared to an employee who solves business problems with paper and pencil.

The organizational environment is a mosaic of various incentives that control human behavior. It is necessary to study the connections that exist between environmental stimuli and response actions in order to use them in order to obtain the desired actions. Whenever behaviorists encounter inappropriate human behavior in an organization, they look for the reasons for this inadequacy in the influence of the organizational and extra-organizational environment. For example, if one of the employees behaves aggressively towards colleagues, then the reason for this is his individual experience. Apparently the employee was or is in conditions that reinforce aggressive tendencies and strengthen them. The task is to determine which factor stimulates aggressive behavior and change the situation appropriately.

Behaviorism also pays great attention to the impact that a person’s activity has on external environment. One of the most famous modern behaviorists, B. Skinner, states: “A person can be controlled by the environment, but it should be remembered that the environment is almost completely shaped by him.” We must take into account not only how the environment affects the organism before it reacts, but also how it acts after that reaction. Behavior is shaped and stabilized by its own results.

What is confusing about Skinner’s statements is not that the environment controls behavior, but that the human psyche (consciousness, thinking, character, emotional states) does not affect his actions just like the color of a car does not affect the speed of movement. “We do not deny the internal states of a person, we deny the need to study them to analyze behavior. It is impossible to understand the functioning of any system while being inside it; it is necessary to analyze the forces acting on the system from the outside.” Internal states are a private matter of the individual; they only accompany behavior and are its by-product.

It is not easy for a manager who is responsible for certain aspects of the behavior of his subordinate to influence behavioral mechanisms that are associated with different aspects of the personality and the body. He is forced to turn to strategies of indirect influence on behavior by changing the organizational environment. In this sense, it is useful principle of reinforcement, because they show the manager how the environment can be designed or modified so that it leads to certain changes in behavior.

A wide class of everyday actions is determined by their external consequences. These actions “influence” the environment, as opposed to those that are “reactions” to the environment.

The influence of the results of an individual’s actions on the same actions in the future comes down to the following.

• 1) Positive reinforcement. These are outcomes that increase the likelihood of a given action in the future. (means that satisfy needs, praise, social approval, pleasant experiences of a different origin). Positive reinforcement is an event that coincides with an action and leads to an increase in the likelihood of repeat performance of this action.
• 2) Negative reinforcement. This is the elimination of stimuli that are painful and keep a person in a tense, uncomfortable state. Such influences also increase the likelihood of future actions having similar effects.
• 3) Punishment. It is a special type of reinforcement, which consists in the harmful or unpleasant impact of the results of an action performed and leads to inhibition of such actions. Researchers have different opinions regarding the effectiveness of punishment in controlling behavior, but most believe that punishment does not eliminate unwanted forms of behavior and the needs associated with them, but only slows them down. Once the threat of punishment disappears, the old behavior returns. A necessary condition The acquisition of new behavioral reactions is served by positive reinforcement, that is, the satisfaction of certain needs.

Punishment and negative reinforcement should not be mixed. Negative reinforcement increases the likelihood (frequency) of desired behavior, while punishment aims to reduce the frequency of undesirable behavior. Punishment implies that undesirable behavior will have negative consequences. Since they try to avoid negative consequences, the likelihood of repeating unwanted actions is reduced. Punishment can also take the form of taking away the consequences desired by the individual.

For punishment to be successful, the following five points must be observed:

clearly define for the person what he did wrong; explain how to act, this is an attempt to positively reinforce the required behavior; punishment must follow immediately after the violation; punish in private, praise in public; to be fair, the severity of the punishment must correspond to the gravity of the offense.

4) The absence of consequences of behavior that have emotional significance for a person. The reaction weakens and disappears if it is not followed by any influence, or if neutral stimuli appear.

The reinforcing effect of reward is usually understood as a rational process. It seems quite natural that a person should do things that benefit him and avoid actions that are likely to have unpleasant consequences for him. However, the effect of reinforcement does not depend on the anticipation of consequences. Any action that is followed by reinforcement has a greater chance of occurring again under the same circumstances. This phenomenon is called automaticity reinforcement effect. To increase the frequency of occurrence of a particular class of actions, it is enough to provide reinforcement as soon as possible after the corresponding action Readings in organizational behavior and human performance. Ed.: W.E. Scott, L.L. Cummings. 1973. -- P.16..

An elementary form of behavior management is continuous reinforcement when every action is positively reinforced.

Various procedures are practiced sporadic reinforcements that allow you to get better results in management, training, behavior correction and in other cases. One of these procedures is based on the principle proportionality. An example of this principle is lump sum wages. The main idea of ​​this procedure is that the faster an action is performed, the more often reinforcement follows. There are procedures for reinforcement by changing the time interval separating the response and reinforcement.

Organizational behavior can be described using concepts such as behavioral repertoire And sensitivity to reinforcers practiced in the organization. The behavioral repertoire is a set of behavior patterns formed during life, and is the individual “I” of a person. The behavioral repertoire includes five main forms of behavior:

targeted actions aimed at achieving the final result;

adaptive, socially adaptive actions, consisting of coordinating one’s behavior with organizational norms, management requirements, actions of colleagues, traditions, etc.;

defensive behavioral reactions - take place in situations whose demands exceed a person’s capabilities;

aggression - real physical or its symbolic forms: irony, criticism, ridicule, intrigue directed against another person Stolyarenko L.D. Basics of psychology. --Rostov n/D.: Phoenix, 1997. -- P.120..

Sensitivity to reinforcements is the preference of some reinforcements over others: some value money more, some value recognition, and some value immediate success in the business they are doing, etc. According to D. Carnegie, “almost every normal adult wants: (1) health and preservation of life; (2) food; (3) sleep; (4) money and things that can be purchased with money; (5) life in the afterlife; (6) sexual satisfaction; (7) the well-being of their children; (8) consciousness of one’s own significance” Carnegie D. How to win friends and influence people. Per. from English - M.: 1989. - P. 52-53.. The last item on this list is always a problem. William James said: “The deepest characteristic of human nature is the passionate desire of people to be appreciated.” This desire, unfortunately, is not always satisfied.

Thus, the two systems of behavior analysis differ significantly in emphasizing different components of behavior. “In contrast to Freud, Skinner is not concerned with the problem of passions, because he believes that a person always behaves in a way that is useful to him. General principle behaviorism is that the idea of ​​utility is considered a powerful determinant of human behavior. Man constantly appeals to the idea of ​​one's own benefit, but at the same time tries to behave in such a way as to win the favor and approval of his environment Fromm E. Anatomy of human destructiveness / Trans. from English - M.: Republic, 1994. -S. 52..

The term “organizational behavior” carries several important ideas:

the essence of an organization is its behavior; Instead of describing an organization as a “thing” or structure, that is, statically, it is better described as a process, that is, dynamically.

the principle of social responsibility of an organization, the recognition that an organization operates in a certain social environment, it always works for someone, it has its own consumer, and therefore it is important to know how the organization behaves in relation to the consumer and other segments of the social environment.

the idea of ​​a “single team”—what matters is not only the behavior of people in the organization, but also the collective behavior of the organization as a purposeful social entity.

behavior includes all forms of individual and group activity, including various forms of communication between people that ensure the functioning of the organization;

according to behaviorist methodology, the subject of studying people should first of all be their behavior, what can be observed and measured; Hence the practical conclusion - we need to develop observation skills, be attentive to what people do and say.

Diagram 1 Types of organizational behavior

Organizational behavior has two main varieties: activity and communication (communicative variety). Both can be individual and group, collective. (See diagram 1)

The selection of activities and communication was made according to the criterion of objectivity. In the case of activity, we have a connection “person - thing”. An object is subjected to energetic influence from a person and the forces and means that he uses, and is transformed as a result of this influence. Thus, a person realizes his goal. Unlike activity, communication has the shape of a “triangle”: a person – a common subject (of conversation, interaction) – another person. When communicating, people also influence each other, but these - interpersonal - influences are not substantive. Being informational, they only give a certain effect when they are internally accepted by those to whom they are addressed. Interpersonal influence involves accepting another person as an individual, respecting his opinions and feelings, his right to his point of view and method of argumentation.

Both activity and communication in one case are stable, in the other they change more or less intensively over time. This dynamic aspect of organizational behavior is commonly referred to as “organizational development.”

Levels of Consideration for Behavior Problems

There are three levels of consideration of behavior problems: personal, group, organizational. A person’s behavior is determined by his own properties, the influence of the conditions for the formation of individual activity, the characteristics of the group in which he is included, and the conditions of joint activity, the characteristics of the organization and the country in which he works.

In Fig. 1.1 presents the main problems organizational behavior and levels of their consideration. For example, the problem of decision making at the individual level is the study of the individual characteristics, abilities, abilities, skills and limitations inherent in decision makers. The level of individual activity is the problem of decision-making models, traps of ineffective decisions, etc. The group level involves an analysis of the features of decision-making depending on the characteristics of the group (size, homogeneity, type of group) and the situation. At the level of joint activity - problems of the role of individual members and the leader in the decision process, methods of group decisions, etc., and at the organizational level - organizational standards and norms, requirements for decisions, enshrined within the framework of organizational culture. At the last level, the features of decision-making related to the specifics of a particular country are considered.

Rice. 1.1

Rice. 1.2 reflects the concept of organizational behavior discussed in this book.