Research Paper代寫(xiě)范例-組織理論與概念。本文是一篇本站提供的research paper代寫(xiě)參考范文，主要內(nèi)容是講述人口因素取決于某人的教育程度、背景、年齡、國(guó)籍、種族、性別等。組織更喜歡那些具有良好社會(huì)經(jīng)濟(jì)背景等，受過(guò)教育的人和年輕人，因?yàn)樗麄兡軌蚋玫貓?zhí)行任務(wù)。具有良好知識(shí)和溝通技能的年輕而充滿(mǎn)活力的專(zhuān)業(yè)人員是完美的，并且總是受到組織的高度需求。對(duì)人口因素的研究很重要，因?yàn)樗兄诠芾碚邽楣ぷ鬟x擇合格的候選人。下面就一起來(lái)看一下這篇research paper代寫(xiě)范例的具體內(nèi)容。

According to Michael Mattson & John Ivancevich, the key factors influencing the differences in human behavior patterns are demographic factors, perception, ability and skills, personality and attitudes as follows:

1. Demographic factors: Demographic factors depend on someone Education, background, age, nationality, race, gender, etc. Organizations prefer those individuals who promote good socio-economic background, etc. and who are educated & young people as they can better perform tasks. The young and dynamic professionals with good knowledge and communication skills are perfect and always in high demand by organizations. The study of demographic factors is important because it helps managers to select the qualified candidate for a job.

Michael Mattson和John Ivancevich認(rèn)為，影響人類(lèi)行為模式差異的關(guān)鍵因素是人口統(tǒng)計(jì)學(xué)因素、感知、能力和技能、個(gè)性和態(tài)度，如下所示：

1.人口因素：人口因素取決于某人的教育程度、背景、年齡、國(guó)籍、種族、性別等。組織更喜歡那些具有良好社會(huì)經(jīng)濟(jì)背景等，受過(guò)教育的人和年輕人，因?yàn)樗麄兡軌蚋玫貓?zhí)行任務(wù)。具有良好知識(shí)和溝通技能的年輕而充滿(mǎn)活力的專(zhuān)業(yè)人員是完美的，并且總是受到組織的高度需求。對(duì)人口因素的研究很重要，因?yàn)樗兄诠芾碚邽楣ぷ鬟x擇合格的候選人。

2. Ability & skills: Ability can be defined as the physical capacity of a person to do something. And Skills can be defined as the ability to act in such a way that allows a person to do a good job perfectly. Individual behavior and performance is strongly influenced by the level of skills and competencies. A person can show good results in the organization if his or her abilities and skills match with the work requirement.

The manager has a very important role in the selection and assignment of individuals with particular job.

3. Perception: Perception is a process by which an individual reaches the sensory awareness or understand the information. The “perception” comes from the Latin word perceptio, percipio, which means “receiving & collecting.”

There are many factors that affect the perception of an individual. The study of the perception plays a vital role for managers, as they know how to create a favorable atmosphere for work so that employees perceive them in a better way. Employees will probably give better results if they perceive it in a positive and proper way.

4. Attitude: According to psychologists, the attitude can be defined as the tendency to react positively or negatively to certain people, objects or situations. Factors such as family, culture, society and organizational factors influence attitude formation. Employees can do better for the organization if it is a positive attitude. It contributes to business growth and development

5. Personality: Personality comes from the Greek word “persona”which means “mask” is defined as the study of personality characteristics and distinctive personality traits, the relationship between them, and how a person reacts and adapts to other people and situations. There are a number of factors that influence the personality of the individual i.e family, heredity, society, culture and situation. It’s a fact that people differ in their way, responding to the organizational environment. Personality can also be termed as the most difficult aspect of human beings, which affects their behavior in a big way. It is shown that the study of personality traits offers an opportunity to understand peoples. This helps them to properly channel their efforts and motivate them to complete the organizational goals. Each organization requires a certain type of behavior from its employees and such behavior can be detected by monitoring, training, education, exposure, etc.

Task for P4

Organization theory refers to the study of the phenomena of organizational functioning and performance & of the behavior of individuals and groups working in them.The main theories to study the organization are as follows:-

Classical theory:

Efficiency & productivity can be enhanced by improving the efficiency of the workers. F.W.Taylor is considered as the father of scientific management. According to him men are like machines, as good maintained machines production is more likewise healthy men can work more. He assumed there is one best method for every job. He introduced standardization of tasks, division of labour, analysis of work & time measurement. He introduced the concept of fair day wages for fair days.

According to him production is improved by teamwork and not by conflict. The goal is maximization of output and not limitation. The best means of doing a job needs for appropriate tools, motivation and fair wages.

Bureaucratic theory: Organization designed to carry out large scale administrative tasks by thoroughly coordinating the work of many individuals. A German sociologist Max Weber introduced the idea of Bureaucracy.

Salient features

A person is said to have power or authority, If within the social framework his will can be imposed on others despite resistance for structuring human groups, becomes a special instance of power called “authority” or domination.

Systems theory: Organization is as a system in which coordinated personal activities of two or more persons, held together by the potential for creating a common purpose, by willingness on the part of its members to participate in its processes and effective communication.

Contingency theory

It is a class of behavioral theory that claims that there is no best way to organize a corporation, to make decisions or to lead a company. Instead, the optimal course of action is dependent upon the internal and external situations. It is also called a situational theory.

Functions of Management:

Planning: This is the first tool function in the management process. The difference between successful and unsuccessful manager is within the planning process. Planning is the logical thinking through the goals and decision making on what needs to be done to achieve organizational goals.

Organizing: The manager must know their subordinates and that they are able to arrange the most valuable company resources, ie its employees. This is achieved through proper management of personnel of the division, the acquisition of resources, establishment of training and organization of work groups in a productive and creative team.

Leading: organizational success is determined by the quality of leadership. “A leader can be a manager but the manager is not necessarily a leader,” says Allen, Gemmy. Leadership is the power of influence of one person over another, to encourage action aimed at achieving the objectives of the company.

Controlling: A process that ensures plans are implemented correctly and precisely. As said by Gemmy Allen’s Controlling is the last link in the chain of functional management activities and brings management cycle full circle.

Managerial Roles:

According to Henry Mintzberg there are ten managerial roles which are briefly developed here:

FIGUREHEAD: The manager performs ceremonial & symbolic duties as head of the organisation.

LEADER: To develop an appropriate working atmosphere and motivating and developing subordinates.

LIASION: Develops & maintains a network of external contacts to gather information.

MONITOR: Collects internal & external information relevant to the company.

Distributor: Pass a realistic and important information to their subordinates.

SPOKESPERSON: communicates with the outsiders on the performance & policies.

OWNER: Designs and initiates changes in the company.

VIOLATIONS handler: Deals with unexpected events and operational failures.

RESOURCES distributor: Management and allows the use of organizational resources.

NEGOTIATOR: Participates in negotiation activities with other individuals and organisations.

Managerial authority:

Managerial authority is the position that empowers a manager to exercise command and control over those individuals placed under him for realization of the assigned role in an organisation. Originally, the overall authority is centrally given in person of the manager. However, it is quite hard for a man to effectively execute and monitor each and every task. Therefore, various functions with a suitable authority are devolved downwards to concerned low levels for better output. The practice also provides a foundation for ‘organisational tree’ specifying various powers and responsibilities in both vertical and horizontal hierarchy.

2.能力和技能：能力可以定義為一個(gè)人做某事的身體能力。技能可以定義為一個(gè)人能夠完美地完成工作的能力。個(gè)人行為和表現(xiàn)在很大程度上受到技能和能力水平的影響。如果一個(gè)人的能力和技能與工作要求相匹配，他/她就能在組織中取得好成績(jī)。

經(jīng)理在選擇和分配具有特定工作的個(gè)人方面發(fā)揮著非常重要的作用。

3.感知：感知是個(gè)體達(dá)到感知意識(shí)或理解信息的過(guò)程。“感知”來(lái)自拉丁語(yǔ)percepio，percipio，意思是“接受和收集”

影響個(gè)人認(rèn)知的因素有很多。對(duì)感知的研究對(duì)管理者來(lái)說(shuō)起著至關(guān)重要的作用，因?yàn)樗麄冎廊绾螢楣ぷ鲃?chuàng)造有利的氛圍，讓員工以更好的方式感知他們。如果員工以積極和恰當(dāng)?shù)姆绞娇创@一點(diǎn)，他們可能會(huì)給出更好的結(jié)果。

4.態(tài)度：根據(jù)心理學(xué)家的說(shuō)法，態(tài)度可以定義為對(duì)某些人、物體或情況做出積極或消極反應(yīng)的傾向。家庭、文化、社會(huì)和組織因素等因素影響態(tài)度的形成。如果員工有積極的態(tài)度，他們可以為組織做得更好。它有助于業(yè)務(wù)增長(zhǎng)和發(fā)展

5.個(gè)性：個(gè)性來(lái)自希臘語(yǔ)“persona”，意思是“面具”，它被定義為研究個(gè)性特征和獨(dú)特的個(gè)性特征，它們之間的關(guān)系，以及一個(gè)人如何對(duì)其他人和情況做出反應(yīng)和適應(yīng)。影響個(gè)人個(gè)性的因素有很多，即家庭、遺傳、社會(huì)、文化和環(huán)境。事實(shí)上，人們對(duì)組織環(huán)境的反應(yīng)方式各不相同。人格也可以被稱(chēng)為人類(lèi)最困難的方面，它在很大程度上影響著他們的行為。研究表明，對(duì)個(gè)性特征的研究提供了一個(gè)了解人們的機(jī)會(huì)。這有助于他們正確地引導(dǎo)自己的努力，并激勵(lì)他們完成組織目標(biāo)。每個(gè)組織都要求員工有某種類(lèi)型的行為，這種行為可以通過(guò)監(jiān)控、培訓(xùn)、教育、曝光等方式來(lái)檢測(cè)。

P4的任務(wù)

組織理論是指對(duì)組織功能和績(jī)效現(xiàn)象的研究&對(duì)在組織中工作的個(gè)人和群體的行為的研究。研究組織的主要理論如下：-

經(jīng)典理論：

通過(guò)提高工人的效率可以提高效率和生產(chǎn)力。F.W.Taylor被認(rèn)為是科學(xué)管理之父。據(jù)他說(shuō)，人就像機(jī)器，機(jī)器保養(yǎng)得好，生產(chǎn)也就越健康，人就能工作得更多。他認(rèn)為每一份工作都有一種最好的方法。他介紹了任務(wù)標(biāo)準(zhǔn)化、分工、工作分析和時(shí)間測(cè)量。他提出了公平日工資的概念。

據(jù)他說(shuō)，生產(chǎn)是通過(guò)團(tuán)隊(duì)合作而不是沖突來(lái)提高的。目標(biāo)是產(chǎn)出最大化，而不是限制。最好的工作方式需要合適的工具、動(dòng)力和公平的工資。

官僚主義理論：通過(guò)徹底協(xié)調(diào)許多個(gè)人的工作來(lái)執(zhí)行大規(guī)模行政任務(wù)的組織。德國(guó)社會(huì)學(xué)家馬克斯·韋伯提出了官僚主義的概念。

突出特點(diǎn)

一個(gè)人被稱(chēng)為擁有權(quán)力或權(quán)威，如果在社會(huì)框架內(nèi)，他的意志可以強(qiáng)加給他人，而不受構(gòu)建人類(lèi)群體的阻力，那么他就成為了被稱(chēng)為“權(quán)威”或統(tǒng)治的權(quán)力的一個(gè)特殊例子。

系統(tǒng)論：組織是一個(gè)系統(tǒng)，其中兩個(gè)或兩個(gè)以上的人協(xié)調(diào)的個(gè)人活動(dòng)，通過(guò)創(chuàng)造共同目標(biāo)的潛力，通過(guò)其成員參與其過(guò)程的意愿和有效的溝通聯(lián)系在一起。

偶然性理論

這是一類(lèi)行為理論，聲稱(chēng)沒(méi)有最好的方法來(lái)組織一個(gè)公司、做出決策或領(lǐng)導(dǎo)一個(gè)公司。相反，最佳行動(dòng)方案取決于內(nèi)部和外部情況。它也被稱(chēng)為情景理論。

管理職能：

規(guī)劃：這是管理過(guò)程中的第一個(gè)工具功能。成功和失敗的管理者的區(qū)別在于計(jì)劃過(guò)程。規(guī)劃是通過(guò)目標(biāo)和決策對(duì)實(shí)現(xiàn)組織目標(biāo)需要做什么進(jìn)行邏輯思考。

組織：經(jīng)理必須了解他們的下屬，并且他們能夠安排公司最有價(jià)值的資源，即員工。這是通過(guò)對(duì)該部門(mén)人員的適當(dāng)管理、資源的獲取、培訓(xùn)的建立以及富有成效和創(chuàng)造性的團(tuán)隊(duì)中工作組的組織來(lái)實(shí)現(xiàn)的。

領(lǐng)導(dǎo)：組織的成功取決于領(lǐng)導(dǎo)的素質(zhì)。杰米艾倫說(shuō)：“領(lǐng)導(dǎo)者可以是管理者，但管理者不一定是領(lǐng)導(dǎo)者。”。領(lǐng)導(dǎo)力是一個(gè)人對(duì)另一個(gè)人的影響力，以鼓勵(lì)旨在實(shí)現(xiàn)公司目標(biāo)的行動(dòng)。

控制：確保計(jì)劃正確、準(zhǔn)確地實(shí)施的過(guò)程。正如杰米·艾倫所說(shuō)，控制是職能管理活動(dòng)鏈中的最后一環(huán)，使管理周期完整循環(huán)。

管理角色：

根據(jù)Henry Mintzberg的說(shuō)法，這里簡(jiǎn)要介紹了十個(gè)管理角色：

圖頭：經(jīng)理作為組織負(fù)責(zé)人履行儀式和象征性職責(zé)。

領(lǐng)導(dǎo)：營(yíng)造合適的工作氛圍，激勵(lì)和發(fā)展下屬。

責(zé)任：開(kāi)發(fā)和維護(hù)一個(gè)外部聯(lián)系人網(wǎng)絡(luò)，以收集信息。

MONITOR：收集與公司相關(guān)的內(nèi)部和外部信息。

分發(fā)者：將現(xiàn)實(shí)而重要的信息傳遞給下屬。

發(fā)言人：與外部人士就績(jī)效和政策進(jìn)行溝通。

業(yè)主：設(shè)計(jì)并啟動(dòng)公司變更。

VIOLATIONS處理程序：處理意外事件和操作故障。

RESOURCES分配器：管理并允許使用組織資源。

談判員：參與與其他個(gè)人和組織的談判活動(dòng)。

管理權(quán)限：

管理權(quán)限是指授權(quán)管理者對(duì)其下屬的個(gè)人行使指揮和控制權(quán)的職位，以實(shí)現(xiàn)組織中指定的角色。最初，總體權(quán)力是由經(jīng)理親自集中授予的。然而，一個(gè)人很難有效地執(zhí)行和監(jiān)督每一項(xiàng)任務(wù)。因此，具有適當(dāng)權(quán)力的各種職能向下下放到相關(guān)的低級(jí)別，以獲得更好的產(chǎn)出。該實(shí)踐還為“組織樹(shù)”提供了基礎(chǔ)，規(guī)定了縱向和橫向?qū)哟谓Y(jié)構(gòu)中的各種權(quán)力和責(zé)任。

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