組織行為學(xué)經(jīng)典案例群體行為與決策

1、群體行為與決策五年前，我開始在Petroco公司的加油站里當(dāng)服務(wù)員。在那里有兩名完全不同白管理者。第一個(gè)是 Maria Theresa ,在我去那家公 司之前已經(jīng)在那里工作了幾個(gè)月了， 直到在五月中旬她被調(diào)離了那里。 第二個(gè)管 理者是Vincent MacMurdo ,在那時(shí)接手一直到我離開那個(gè)加油站。兩位管理者 都有學(xué)士學(xué)位和一些管理經(jīng)驗(yàn)。他們被指派到這個(gè)特殊的加油站是因?yàn)樗麄冊(cè)谝?前工作中的出色表現(xiàn)，因?yàn)楦叩匿N售額使得加油站成為了一個(gè)能讓管理者證明自 己能力的地方。然而，盡管他們兩個(gè)有些相同的管理能力，但這兩個(gè)管理者還是有很大的不同。Maria在不違反規(guī)范的情況下，放棄操作手冊(cè)的規(guī)定。她尋

2、找能夠建立一種 同事間的友誼，而不是把注意力放在各種規(guī)范上。 她希望能夠忽視各種規(guī)定的想 法被許多人欣賞，所以她想要在同事間建立友誼的努力取得了極大的成功。這種建立友誼的感覺通過四個(gè)渠道傳播：在職員之間，在職員和Maria之間， 在職員和顧客之間。而當(dāng)每天工作時(shí)在職員之間，Maria和區(qū)域執(zhí)行官之間的交流是用一種特殊的方法。比如說，在四月的某一天，當(dāng)我的電池跳電而我們修理 時(shí)，我們使其它汽車的電子系統(tǒng)短路了。當(dāng)時(shí)實(shí)在晚上工作人員較少的時(shí)候， 他們放棄了修理。而在白天換班之后，日間工作人員修理了短路，開始打電話和在 違反規(guī)定的情況下去了廢舊汽車場(chǎng)。 最后他們換了一個(gè)耐用的電池，新的電路系 統(tǒng)也被

3、連接好了。第二個(gè)傳播友誼的渠道是在職員和 Maria之間，這個(gè)渠道的成功大多數(shù)要?dú)w 因于Maria對(duì)職員們的關(guān)心。她經(jīng)常在早上很早的時(shí)候到辦公室，帶著咖啡和油 炸圈餅給職員，或者在晚上帶上匹薩給上夜班的員工。當(dāng)Maria需要一個(gè)額外的 人員的時(shí)候，Maria在員工身上的努力就獲得了回報(bào)。一個(gè)事實(shí)可以證明員工的 忠誠(chéng)，當(dāng)Maria急需人手時(shí)，有許多員工自愿在工作 8個(gè)小時(shí)之后在為她工作8 小時(shí)。第三個(gè)傳播友誼的渠道是在員工和顧客之間。也有一個(gè)事實(shí)可以說明這一 點(diǎn)。有一次一對(duì)夫婦的汽車在離加油站1/4英里的地方突然沒有汽油了。他們請(qǐng) 求使用一下加油站里面的付費(fèi)電話。讓顧客用加油站里的付費(fèi)電話是明令

4、禁止 的，因?yàn)閮?nèi)部的安全很重要。然而，我們讓他們用了電話，還把他們的車從1/4 英里外推進(jìn)了加油站。這使得我們獲得了 15美元的小費(fèi)，也贏得了各方面的贊 揚(yáng)。有趣的是，我們的這些行為都違反了 Petroco公司的規(guī)定，規(guī)定指出，禁止 員工在沒有得到上級(jí)允許的情況下離開加油站。最后一個(gè)友誼是通過 Maria、職員和區(qū)域執(zhí)行官之間的特殊關(guān)系表現(xiàn)出來 的。這個(gè)區(qū)域執(zhí)行官時(shí)一個(gè) MBA他致力于加強(qiáng)公司的各種規(guī)章制度。他定期停 車在馬路對(duì)面，對(duì)員工進(jìn)行監(jiān)視。然而，我們總是在他的“突然檢查”到來之前， 知道他要來了。這是有因?yàn)镸aria與其它經(jīng)理之間建立的預(yù)警系統(tǒng)。所以在執(zhí)行 官來的時(shí)候我們總是做好自己的

5、本分， 嚴(yán)格遵循Petroco公司的規(guī)定，而在他走 了之后，我們就變成“常態(tài)”。自然，執(zhí)行官也知道發(fā)生了什么事，但是因?yàn)镸aria 總是刷新銷售記錄，他也不再追究。為了她能在離家近的地方工作，她離開了原來的加油站。Vincent成為了我們下一任主管。Vincent總是按章辦事，并且努力的建立個(gè)人責(zé)任制。新官上任就把一個(gè)員 工開除了，就因?yàn)樗谌斓墓ぷ髦袚p失了 2美元。當(dāng)那個(gè)被激怒的員工想知道 Vincent到底在想什么的時(shí)候，Vincent讓他去看操作手冊(cè)。手冊(cè)上明確規(guī)定了 這樣的員工應(yīng)該被開除。在Vincent上任的兩周里，有3位員工因?yàn)檫@樣的錯(cuò)誤 而被開除。當(dāng)員工抗議說 Maria從未這

6、樣做過時(shí)，Vincent說他并不是容易說話 的 Maria。規(guī)章制度的執(zhí)行蔓延到每一個(gè)角落，基本上改變了員工原來的做事方式。以前一個(gè)工作團(tuán)隊(duì)有四個(gè)員工組成， 一個(gè)人對(duì)一個(gè)加油管負(fù)責(zé)，還有一個(gè)是機(jī)動(dòng) 的。在這種安排下，這個(gè)機(jī)動(dòng)的員工可以自由的去幫助需要幫助的員工， 而且空 閑的員工也可以幫助繁忙的員工。所有的可以幫忙的工作就是抽汽油、擦玻璃窗， 核實(shí)汽油和收錢，然后在第一時(shí)間把受到的錢交給負(fù)責(zé)那根管道的那個(gè)員工。Vincent決意打破了這種系統(tǒng)，他認(rèn)為如果那個(gè)幫助的人把錢藏了起來，那 么被幫助的人就會(huì)因?yàn)閯e人的過失而被開除。然而，他的這個(gè)指示沒有被采納， 員工們?nèi)匀幌嘈疟舜?。最后，Vincent

7、下了一個(gè)規(guī)定：誰要是替別人收錢就會(huì)被 開除。在這樣的系統(tǒng)下，每一個(gè)員工越來越堅(jiān)守自己的崗位，專注于打掃而不是幫助他人了。在這種情況下，個(gè)人責(zé)任制建立起來了。一個(gè)顯而易見然而，主要的改變是在員工、管理者和區(qū)域執(zhí)行官的關(guān)系上的影響是區(qū)域的執(zhí)行官比以前更加頻繁的出現(xiàn)在員工周圍， 而且他要來的消息也 沒有再預(yù)先傳到過員工的耳朵里。 因此，他的監(jiān)督行動(dòng)開始有了回報(bào)，這使得他 更加多的實(shí)施監(jiān)督工作。這導(dǎo)致的結(jié)果是，員工沒有更多的時(shí)間來關(guān)注顧客。比如說，我被強(qiáng)令不準(zhǔn)往啟動(dòng)的汽車?yán)锩婕悠?，這激怒了許多人。當(dāng)顧客告訴我他們的車無法在啟動(dòng) 時(shí)，我就必須越過他們，并且回答說，這違反了公司的規(guī)定。有一次，當(dāng)一個(gè)顧

8、客無法發(fā)動(dòng)他的汽車時(shí)，Vince不僅拒絕讓他使用電話，而且讓他自己叫了拖車。強(qiáng)調(diào)不僅是員工對(duì)Maria建立的體系的破壞有一定的反應(yīng)，這一點(diǎn)很重要。 顧客也有所反應(yīng)，首先是抱怨，其次就不在來光顧了。到了這個(gè)時(shí)候，奇怪的事 情發(fā)生了。比如說，在我拒絕往一個(gè)顧客的無鉛汽油桶里加汽油時(shí)，他突然發(fā)動(dòng)了汽車，從我身邊開走了。然后，類似的事情又發(fā)生了，一個(gè)女職員因?yàn)橐粋€(gè)顧 客“沒有看到她”而受傷了。之后，員工受傷的事情時(shí)時(shí)常發(fā)生，還有女職員偷 了幾百美元后走了 0另外，在Vince到達(dá)加油站的兩個(gè)月之后，幾個(gè)重大的糟糕的商業(yè)事件發(fā)生 了。首先，加油站的銷售量大幅度下降。其次，盡管 Vince嚴(yán)格的執(zhí)行Pet

9、roco 公司的規(guī)定，但是錯(cuò)誤還是頻頻發(fā)生。第三，區(qū)域執(zhí)行官對(duì)Vince說，員工對(duì)顧客的服務(wù)遠(yuǎn)在公司的標(biāo)準(zhǔn)之下。面對(duì)這越來越多的問題和員工顯而易見的敵意， Vince和區(qū)域執(zhí)行官最后決定，開除所有擁護(hù) Maria體系的員工。隨著一個(gè)一個(gè) 的員工被開除，只剩下兩個(gè)原來的員工了。這時(shí)，Vince也在尋找一個(gè)助手來幫助他來為每個(gè)員工制定表格，他要從我 們倆個(gè)中選，因?yàn)槲覀儺吘故琴Y歷最深的員工。另一個(gè)留下來的員工是一個(gè)高中 畢業(yè)生，他也不喜歡Vince ,也不喜歡為他工作。我的去向也很簡(jiǎn)單：如果任命 了我，我就不用離開公司，如果沒選我，我也要離開。毫無意外的，我最后被開除了。所以Maria體系終于結(jié)束

10、了。問題討論1、你如何描述Maria和Vince的管理風(fēng)格，以及他們不同的人際關(guān)系？ 為什么？ 2、請(qǐng)說明Maria和Vince兩個(gè)不同的管理時(shí)期，加油站里員工行為改變的原因。3、如果你是Petroco公司的高級(jí)管理人員，了解了所有的情況，你會(huì)做出什么反應(yīng)？你會(huì)改變對(duì)加油站管理政策的嗎 ？Lecture 5 Group Behavior and Decision MakingThe Creation and Destruction of the order of Maria TheresaCharles V ruled over an empire in which the sun did n

11、ot set. This created fantastic communications problems for the officials of the Crown in the remote overseas possessions. They were supposed to carry out faithfully the imperial orders reaching them from Madrid, but often they could not, becausethe directives were issued in crass ignorance of the lo

12、cal situation or arrived weeks if not months after being decreed, by which time they were largely obsolete. In Central America this dilemma led to a very pragmatic solution:" se obedece pero no se cumple ” (One obeys but(not comply). Thanks to this recipe, the Central American possessions flour

13、ished, not because but in spite of the imperial orders from the Escorial. Two centuries later this expedient was awarded official recognition under the reign of Empress Maria Theresa through the establishment of the Order of Maria Theresa. With refreshing absurdity it was reserved exclusively for of

14、ficers who turned the tide of battle by taking matters into their own hands and actively disobeying orders.Paul Watzlawick(The Invented Reality)Five summers ago I began work as a gas station attendant for Petroco, a large petroleum refiner with gas stations located primarily in the Northeast and Nor

15、th Central United States. Beginning work during mid-July, I worked in both part-time and full-time capacities until June of the following summer.During this time there were two different managers. The first, Maria Theresa, had worked there for several months prior to my arrival, and lasted until she

16、 requested a transfer in mid-May. The second manager, Vincent MacMurdo, took over at that time and continued after I had left. Both of these managers held a bachelor ' s degree and had had some previous managerial experience. They had been assigned to thisparticular station because they had done

17、 an especially good job on their previous hob assignments, and because the high volume of business made the station something of a proving ground for managers on the rise within the company. However, despite sharing a certain managerial competence, the two managers were as different as day and might

18、.Maria, for her part, deliberately operated in ways, which circumvented the regulations, laid down in the operations manuals. Instead of focusing on the letter of the law and enforcing orthodoxy, she sought instead to forge a sense of comradery and friendship. Her willingness to bend or disregard th

19、e rules was greatly appreciated, by both others, and myself and as a result her attempt to forge a sense of comradery was largely successful.This sense of comradery was expressed through four channels: among the crew members, between the crew and Maria Theresa, between the crew and the customers, an

20、d in a peculiar way, between the crew, Maria and the district manager, The expression of the crew' comrader manifested itself during every work day, during which one crew member always helped out another, whether by “jumping a dead battery, doing a little auto repair, or just running over to the

21、 Golden Arches for coffee. For example, during one January day my battery died of natural causes and when we attempted to jump it, we shorted the other car' s electrical systemcWwere anight at that stage have given up, the day crew instead rallied and repaired the short and began making phone ca

22、lls and illegal trips to the junkyard. The results were soon 1) a used but serviceable battery and 2) the necessary electrical parts and wired. In time, the favors were returned.The second channel of comradety-between the crew and Maria-existed and prospered largely due to Maria ' readily appare

23、nt concern foe the crew. She would often show up early in the morning with coffee and donuts for the morning crew or late in the evening with pizza for the evening crew. Her extra efforts on the crew' sbehalf were reciprocated whenever Maria needed an extra body because a crewmember could not ma

24、ke his/her allotted shift. An indication of the loyalty, which we felt for Maria, is given by the fact that crewmembers would frequently volunteerto work another eight hour shift if Maria was going to be short. (The extent of this willing sacrifice can perhaps only be appreciated by those having spe

25、nt 16 hours standing on concrete!)The third channel of comradery, between crew members and customers, is perhaps best 川ustrated by the time a couple' s car ran out of gas and sputtered to a stop about1/4 mile from the station. When they asked to borrow the telephone we refused permission-letting

26、 a customer use the pay phone inside the station was expressly forbidden, since the safe was inside.1 However, as we did so, we also offered to push their car the 1/4 mile uphill to the station. In what was soon to be an oft repeated story, the result was that we were generously rewarded for our eff

27、orts with a $15.00 tip and a standing ovation from the several cars waiting patiently in the parking lot. The coup de grace came when the manager of the neighboring McDonals ' sent over a complimentary round of cokes as a sign of approval. Interestingly, such behavior was completely against Petr

28、oco rules, which forbade employees to leave the station without managerial approval. Maria-who was not there at the time-gushed with superlatives when she eventually heard the story.The final expression of comradery came about through the peculiar relationship between Maria, the crew and the distric

29、t manager.The district manager was a well groomed M.B.A, devoted to enforcing the rules and regulations. One way he did so was to periodically spy on the crew members by parking in the shopping center across the road. However, we always knew he was coming before he“ unexpectedly arrivedbecause of Ma

30、ria ' s early warning system thafedhestablished with other managers. While Mr. Bond was in our midst we were always on model behavior, following Petroco guidelines to the letter; after he left the station we returned to “normal. ” naturally, the district manager knew something was going on, but

31、becauseMaria consistently set new all-time-sales-records. While simultaneously maintaining average “shortages,he'never investigated thoroughly. The crew, having a low tolerance ofspies, was not about to inform him otherwise.During the month of April, Maria began contemplating a move to a smaller

32、 station closer to her home in Connecticut. Although our particular station offered her greater prestige, she had begun to miss the community of her family and friends. When an opportunity to move arose in mid- May, Maria initially refused, to the crew' s delight.Eventually, however, she reconsi

33、dered and accepted the opportunity to manage closer to home. We were an aggrieved crew which greeted Vincent MacMurdo.Vince, for his part, operated by the book in a no-nonsenseattempt to establish discipline and order. Where Maria fostered comradery, Vince deliberately attempted to foster individual

34、 accountability. That a new manager had arrived was quickly driven home to the crew when a crewmember was fred for being $2 short for 3 days' work.When an irate crewmember demanded to know what the hell Vince thought he was doing, Vince responded by reading from the operations manual. Quoth he,

35、" An employee shall be fired if s/he is $10 short for the month; or is $5 short for the week;or is $1 short for 2 days; or is $.75 short for 1 day.“ During the first two weeks ofVince ' s tenure, 3 people were fired for coming up short. When the crew protested that Maria had never done it t

36、hat way, Vince responded by saying he was not Maria-the crew readily agreed!The implementation of rule and order extended well past the area of shortages, fundamentally altering the way in which the crew operated. Previously the work crew had consisted of four attendants, one responsible for each in

37、land of gas pumps (three in all), and one floating assistant.Under this arrangement, the assistant was free to help wherever needed and the other attendants, if they were free, also helped out. Those helping out would pump gas, wipe windows, check oil and collect the money for the person being helpe

38、d, and would then give the money to the person assigned to the island at the earliest convenience.Vince deliberately destroyed the system, arguing that if the “helpersdecided to pocket the money, then the person being helped would be fired for someone else ' s theft. However, his initial instruc

39、tions to cease and desist were ignored, as the crewmembers insisted on trusting one another. Eventually, however, Vince laid down the law: anyone collecting money for anyone else would be fired. When a newemployee was actually fired for collecting money, the“helper " system ceased. In ilplace a

40、 system emerged where each attendant strayed less and less from his/her island, attending to cleaning and sweeping instead of “helping. H this way, individual accountability was implemented.However, the main change was in the relationship between the manager, crew and district manager. Where Maria h

41、ad worked with, but around, the Petroco 'rules, Vince adopted them as his own. An immediately noticeable effect was that the district manager was around much more than formerly, and most importantly, his pending arrival was not announced to the crew. Thus, his spying missions, began to pay off,

42、which only encouraged him to make even more spying missions, as he was beginning to uncover, the sins he had long suspected.One result of this was a reversal of the crew' long standing concern to help customers. For instance, I began to rigorously enforce the injunction about not pumping gas int

43、o running cars (which infuriated people). Although they might plead that their battery was dying, I held the company line. When they told me that if their car did not start, then I would have to jump them, I responded that it was against company policy. One time when a customer could not get his car

44、 started, Vince not only refused to let him use the phone, but called a tow truck himself.It is important to emphasize that it was not only the crew who reacted to the destruction of the order of Maria Theresa. Customers also reacted, at first by complaining, and the by never returning. About this t

45、ime strange things began to happen. For example, one night after I refused to pump regular gas into an unleaded tank, the driver of the van I had been arguing with suddenly gunned his engine-and narrowly missed me as (leaped out of the way. Then, even as the story was making the rounds, a woman crew

46、member was tun over and injured by a customer who"didn ' tsee her. ”“Accidenth3se just continued to happen, first, several crew memberswere hurt moving boxes of pump parts ' second, another employee suffered an injury that kept her out of work several months, and third, another crew mem

47、ber was suddenly out on workman ' s cosapion after getting hit by a car door. Then when the bottom had apparently been reached, a woman crewmember simultaneously quitand stole several hundred dollars while leaving. * * *The Saturday Night MassacreIn addition to this accident spree, during Vince ' f笆st two months at the station, several major, negative business events occurred. First, the sales volume of the station sharply declined. Second, despite Vince rigorous application of Petroco ' s shortage policy, shortages reached mew heights, And third, the district manager r