组织评估.pdfVIP

OVERVIEW Most human beings are interdependent. They need each other. That has led them to form ever-larger agglomerates of people: families, kinship communities, tribes. As specific complementary family and occupational roles become defined, groups of people become members of work organiza- tions. Those organizations specifyrights and responsibilities, codes of behav- ior, value systems and rituals, and leadership. Larger social units-communities, states, nations-require organiza- tions, rather than individuals, to carry out their adaptive tasks, particularly as technical developments lead to specialization of functions and the physical techniques and facilities for carrying them out. There is a vast proliferation of software. A ship requires a crew, a school needs a faculty (even though it might provide distance learning), a manufacturing company must carry out its work in a plant. This functional specialization, in turn, increases work- group interdependence, no longer limited by geography. Sales is necessarily dependent on manufacturing, manufacturing on engineering, engineering on research, research on sales. The special education program of a public school aspires to move its students into the educational mainstream. A monastery in which silence governs may nevertheless offer products that some monks may produce and others sell. Thus, organizations comprise interdependent groups having different immediate goals, different ways of working, different formal training, and different personality types. An accounting department does work that is different in style, method, and goal than sales. Accountants as a group are different people than sales people. Nurses differ from physicians, although both take care of patients. These differences make for different styles of functioning within groups. Each group has its own process-its o