公共组织学1.ppt

Barnard on Informal Organizationsparagraph2 p96 The maintenance of the organization, which is the chief function of the executive, depends less on the design of formal structures of authority than on an understanding of human motivation. For example, authority is defined not in terms of hierarchical position but as a form of communication or order capable of guiding the individual’s behavior. To achieve cooperation, one must take into account the social circumstances that affect the individual’s willingness to cooperate. Among these is the informal organization that grows up alongside the formal structure of the organization. Barnard views this matter, like many others, somewhat dialectically: “Formal organizations arise out of and are necessary to informal organization; but when formal organizations come into operation, they create and require informal organizations” (p.120). The Hawthorne Experiments p97 The researchers moved to the theoretical position that any complex industrial organization serves two different purposes: the stated purpose of producing certain goods or serves and the purpose of “creating and distributing satisfactions among the individual members of the organization” (p.562). Among the satisfactions desired are not only monetary incentives and proper physical conditions but also social and phychological rewards. This being the case, the form of supervision that utilizes effective human relations will be most effective. The role of the manager reflects the dual purposes of the organization. On the one hand, the manager seeks to accomplish the organization’s purposes; on the other, the manager’s job, just as Barnard said, is to maintain the equilibrium of the organization, to balance satisfaction and cooperation. One cannot underestimate the role of the informal organization in achieving this end. Indeed,the researchers concluded that “the limits of human collaboration are determined far more by the informal than