Organizations and meta-organizations

Most theories about organizations assume implicitly or explicitly that the members of organizations are individual persons. However, a large and growing number of organizations are “meta-organizations” whose members are other organizations. How organizations function is affected by the kind of members that they have. In this article it is argued that meta-organizations differ from individual-based organizations in important ways, and that they thus call for somewhat different theories. An outline of a theory for meta-organizations is suggested below. It aims to explain three fundamental elements in any theory of organizations: the creating and sustaining of formal organizations, the sources of and the reactions to conflict within organizations, and the question of organizational change.     

组织中心理契约的变化——当代人力资源管理面对的挑战

近年来,由于全球化竞争越来越激烈,以及员工方面期望的变化,界定员工与组织之间关系的心理契约也相应发生了巨大变化.传统心理契约的核心内容--员工努力工作、听从指挥并忠于组织,企业给员工提供合理的工作条件和长久的工作保障--越来越受到冲击和挑战,而一些新的内容,如对于灵活性、公正性、自我依赖性、工作丰富化的要求.在心理契约中所占比重越来越大.那么,在竞争全球化、企业结构重组、人员精简、不断变革的大环境下.当那些传统上给员工提供的工作安全感和稳定感不再存在时,如何开发和维持员工的承诺.如何管理员工的心理契约?我们首先阐述在新的社会一经济环境中,新型心理契约具有什么样的内容和特点.进而提出人力资源管理措施应该做出哪些方面的调整.     

在行政组织中科层制具有不可替代性

1921年马克思·韦伯提出的科层制组织理论,19世纪40-50年代得到各行业广泛关注和运用,今天其已成为包括行政组织在内的各种组织的主要特征和组织形式.然而随着社会的发展,其反功能及负面影响也不断涌现,许多专家、学者因此对其提出了批评和质疑.对此,就行政组织而言,笔者认为,在相当的时段内,官僚科层制具有不可替代性,它仍将是行政组织的主要特征.     

在行政组织中科层制具有不可替代性

1921年马克思·韦伯提出的科层制组织理论,19世纪40-50年代得到各行业广泛关注和运用,今天其已成为包括行政组织在内的各种组织的主要特征和组织形式。然而随着社会的发展,其反功能及负面影响也不断涌现,许多专家、学者因此对其提出了批评和质疑。对此,就行政组织而言,笔者认为,在相当的时段内,官僚科层制具有不可替代性,它仍将是行政组织的主要特征。     

Organizations undertaking complex projects in uncertain environments

Recent evidence suggests that firms’ environments are becoming more complex and uncertain. This paper investigates the relationship between the complexity of a firm’s activities, environmental uncertainty and organizational structure. We assume agents are arranged hierarchically, but decisions can be made at different levels. We model a firm’s activity set as a modified NK landscape. Via simulations, we find that centralized decision making generates a higher payoff in more complex and uncertain environments, and that a flatter structure is better for the organization with centralized decision making, provided the cost of information processing is low enough. Financial Support from Zengin Foundation for Studies on Economics and Finance is gratefully acknowledged.     

Structure and Perceived Performance in Public Organizations

Abstract

The purpose of this study is to examine relationships and better-fits between organizational structure and performance in public organizations. This study takes into account multiple dimensions of organizational structure: span of control, organizational personnel size, global organizational red tape and personnel red tape. The relationships between the first two physical dimensions and perceived organizational performance are examined by taking different combinations of measures, such as raw measures, log-transformation measures and squared measures. The results of ordinal logistic regression models find that, except for span of control, the other structural dimensions have a negative influence on perceived organizational performance. While span of control shows a better-fit with perceived performance in a linear and positive direction, personnel size fits better in a log-linear relationship. Theoretical and practical implications are discussed in the conclusion.     

小企业学习型组织构建刍议——以Q公司构建学习型组织实践为例

Q公司所处的行业是与时尚、文化传播密切相关的朝阳产业，其企业结构基本属于矩阵式组织结构。这种矩阵式组织结构由纵横两套管理系统组成，一套是纵向的职能管理系统，另一套是为完成某项任务而组成的横向项目系统，横向和纵向的职权具有平衡对等性。一该结构打破了统一指挥的传统原则，它具有多重指挥线。     

组织情境中矛盾体验研究述评

矛盾体验是一种常见的心理现象,随着组织环境复杂性和动态性的增加,个体经常会对组织内某一情境或目标同时存在积极和消极的评价取向.本文梳理了矛盾体验的概念、表现形式及测量、矛盾体验引起不舒适感的过程以及组织情境下矛盾体验的应对,并总结了矛盾体验可能会易导致员工产生麻痹行为、健康问题以及脱离组织等消极结果,但矛盾体验也可以提高员工创造力、促进组织变革以及提升个体决策效能等积极效应,可直接用于指导企业人力资源管理实践.     

管理会计在非营利组织中的应用

非营利组织是社会经济发展的一支新生力量，其经营管理水平的高低，是其健康发展的关键。文章论述了非营利组织运用管理会计的必要性，结合其经营管理特点，对非营利组织管理会计的理念与方法进行了分析。     

透析组织中的员工沉默行为

从企业管理的角度提出了员工沉默的四分法,即:个体沉默、群体沉默、同行沉默和上行沉默四种形式,并分析了员工沉默的产生原因,以及员工沉默对组织和员工个体带来的消极影响。在此基础上,提出了改善员工沉默的人力资源管理和开发策略。     

平衡计分卡在非营利组织的应用

企业业绩评价体系经过一百多年的变迁,已经从最初的观察性阶段演变到如今的战略性评价阶段。随着世界经济一体化和知识经济时代的到来,变化成为世界经济环境的主要特征,财务指标的滞后性以及不能及时反映企业长期价值创造能力的缺 点逐渐暴露出来：为了提高组织对外部环境的适应性，90年代初卡普兰（Kaplan）和诺顿（Norton）创立了平衡计分卡（Balanced Score—card），     

Competition among Health Maintenance Organizations

We develop a model of competition among health maintenance organizations (HMOs) to analyze the effects of market power, scale economies, and asymmetric knowledge of health risk on market outcomes. We find that competition among HMOs may, but need not, ensure socially preferred outcomes. Market power or scale economies can sometimes admit socially preferred outcomes when they would otherwise not arise. Asymmetric knowledge of health risk may or may not be constraining. When it is constraining, a variety of patterns of incomplete health insurance can arise, along with excessive or insufficient treatment and preventive care for either high-risk or low-risk individuals.     

非营利组织的内部控制研究

非营利组织内部控制的目标包括:保证其目标的充分实现程度;保证其信息的可靠性和完整性;保证其资源运行的经济性、安全性及完整性;保证其产品和服务的质量;保证其公信力。非营利组织内部控制的要素包括控制环境、风险管理、控制活动、信息与沟通、监督与检查。我国应该循序推进内部控制规范的制定;有效发挥内审机构在内控建设中的作用;积极探索负责人对内部控制的法定责任;逐步引入外部审计对内部控制的评价制度。     

组织中的换位思考:回顾与未来展望

组织成员的换位思考对促进组织和谐、建设关爱型组织具有重要作用.以往有关换位思考的研究大都嵌入在同情这一概念中来探讨换位思考在社会交往中作用,未来有必要将其作为一个独立的构念,并基于组织情境中进行探究,从而发挥其在组织中的独特价值.在回顾已有关于换位思考研究的基础上,理清了换位思考的概念、前因变量与作用效果,重点探讨了换位思考与同情、角色承担等概念的相似点和区分点,并将换位思考的形成与影响进行组织情境化分析.最后,从换位思考主体、对象、途径等方面提出了未来研究方向.     

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Members of three established teams in different organizations participated in problem-solving sessions using a structured consensus model. Participants perceived a significant increase in communication openness during these sessions as compared to their previous problem-solving sessions. The increase in communication openness suggests an improved openness to the flow of information among team members. The results of this study provide early indicators of successful applications for this consensus model, including improving the participation of team members during strategic planning and enhancing the upward flow of information to senior decision-makers for purposes of organizational change and development.