组织行为学经典案例群体行为与决策VIP

1、:体行为与决策五年前，我开始在Petroco公司的加油站里当效劳员。在那里有两名完全不同的治理者。第一个是MariaTheresa,在我去那家公司之前已经在那里工作了几个月了，直到在五月中旬她被调离了那里。第二个治理者是VincentMacMurdo,在那时接手一直到我离开那个加油站。两位治理者都有学士学位和一些治理体会。他们被指派到那个特殊的加油站是因为他们在以前工作中的超卓表现，因为高的销售额使得加油站成了一个能让治理者证明自己能力的地址。但是，尽管他们两个有些相同的治理能力，但这两个治理者仍是有专门大的不同。Maria在不违背标准的情形下，舍弃操作手册的规定。她寻觅能够成立一种同事间的友

2、谊，而不是把注意力放在各类标准上。她希望能够轻忽各类规定的方式被许多人欣赏，因此她想要在同事间成立友谊的尽力取得了极大的成功。这种成立友谊的感觉通过四个渠道传播：在职员之间，在职员和Maria之间,在职员和顾客之间。而当天天工作时在职员之间，Maria和区域执行官之间的交流是用一种特殊的方式。比如说，在四月的某一天，当我的电池跳电而咱们修理时，咱们使其它汽车的电子系统短路了。那时实在晚上工作人员较少的时候，他们舍弃了修理。而在白天换班以后，日间工作人员修理了短路，开始打和在违背规定的情形下去了废旧汽车场。最后他们换了一个耐用的电池，新的电路系统也被连接好了。第二个传播友谊的渠道是在职员和Mar

3、ia之间，那个渠道的成功大多数要归因于Maria对职员们的关切。她常常在早上很早的时候到办公室，带着咖啡和油炸圈饼给职员，或在晚上带上匹萨给上夜班的员工。当Maria需要一个额外的人员的时候，Maria在员工身上的尽力就取得了回报。一个事实能够证明员工的忠诚，当Maria急需人手时，有许多员工志愿在工作8个小时以后在为她工作8小时。第三个传播友谊的渠道是在员工和顾客之间。也有一个事实能够说明这一点。有一次一对夫妇的汽车在离加油站1/4英里的地址突然没有汽油了。他们请求利用一下加油站里面的付费。让顾客用加油站里的付费是明令禁止的，因为内部的平安很重要。但是，咱们让他们用了，还把他们的车从1/4英

4、里外推动了加油站。这使得咱们取得了15美元的小费，也博得了各方面的赞扬。有趣的是，咱们的这些行为都违背了Petroc。公司的规定，规定指出，禁止员工在没有取得上级许诺的情形下离开加油站。最后一个友谊是通过Maria,职员和区域执行官之间的特殊关系表现出来的。那个区域执行官时一个MBA,他致力于增强公司的各类规章制度。他按期停车在马路对面，对员工进行监视。但是，咱们老是在他的“突然检查”到来之前,明白他要来了。这是有因为Maria与其它领导之间成立的预警系统。因此在执行官来的时候咱们老是做好自己的本分，严格遵循Petroc。公司的规定，而在他走了以后，咱们就变成“常态”。自然，执行官也明白发生了

5、什么事，可是因为Maria老是刷新销售记录，他也再也不追究。为了她能在离家近的地址工作，她离开了原先的加油站。Vincent成了咱们下一任主管。Vincent老是按章办事，而且尽力的成立个人责任制。新官上任就把一个员工开除，就因为他在三天的工作中损失了2美元。当那个被激怒的员工想明白Vincent到底在想什么的时候，Vincent让他去看操作手册。手册上明确规定了如此的员工应该被开除。在Vincent上任的两周里，有3位员工因为如此的错误而被开除。当员工抗议说Maria从未如此做过时，Vincent说他并非是容易说话的Mariao规章制度的执行蔓延到每一个角落，大体上改变了员工原先的做事方式。

6、以前一个工作团队有四个员工组成，一个人对一个加油管负责，还有一个是机动的。在这种安排下，那个机动的员工能够自由的去帮忙需要帮忙的员工，而且空闲的员工也能够帮忙忙碌的员工。所有的能够帮忙的工作确实是抽汽油、擦玻璃窗，核实汽油和收钱,然后在第一时刻把受到的钱交给负责那根管道的那个员工。Vincent决意打破了这种系统，他以为若是那个帮忙的人把钱藏了起来，那么被帮忙的人就会因为他人的过失而被开除。但是，他的那个指示没有被采纳，员工们仍然相信彼此。最后，Vincent下了一个规定：谁若是替他人收钱就会被开除。在如此的系统下，每一个员工愈来愈坚守自己的职位，专注于打扫而不是帮忙他人了。在这种情形下，个人

7、责任制成立起来了。但是，要紧的改变是在员工、治理者和区域执行官的关系上。一个显而易见的阻碍是区域的执行官比以前加倍频繁的出此刻员工周围，而且他要来的消息也没有再预先传到过员工的耳朵里。因此，他的监督行动开始有了回报，这使得他加倍多的实施监监工作。这致使的结果是，员工没有更多的时刻来关注顾客。比如说，我被强令不准往启动的汽车里面加汽油，这激怒了许多人。当顾客告知我他们的车无法在启动时，我就必需越过他们，而且回答说，这违背了公司的规定。有一次，当一个顾客无法发动他的汽车时，Vince不仅拒绝让他利用，而且让他自己叫了拖车。强调不仅是员工对Maria成立的体系的破坏有必然的反映，这一点很重要。顾客也

8、有所反映，第一是抱怨，第二就不在来光顾了。到了那个时候，奇怪的情形发生了。比如说，在我拒绝往一个顾客的无铅汽油桶里加汽油时.,他突然发动了汽车，从我身旁开走了。然后，类似的情形乂发生了，一个女职员因为一个顾客“没有看到她”而受伤了。以后，员工受伤的情形不时常发生，还有女职员偷了几百美元后走了。另外，在Vince抵达加油站的两个月以后，几个重大的糟糕的商业事件发生了。第一，加油站的销售量大幅度下降。第二，尽管Vince严格的执行Petroco公司的规定，可是错误仍是儿回发生。第三，区域执行官对Vince说，员工对顾客的效劳远在公司的标准之下。面对这愈来愈多的问题和员工显而易见的故意，Vince和

9、区域执行官最后决定，开除所有拥护Maria体系的员工。随着一个一个的员工被开除，只剩下两个原先的员工了。这时，Vince也在寻觅一个助手来帮忙他来为每一个员工制定表格，他要从咱们俩个当选，因为咱们毕竟是资历最深的员工。另一个留下来的员工是一个高中毕业生，他也不喜爱Vince,也不喜爱为他工作。我的去向也很简单：若是录用了我，我就不用离开公司，若是没选我，我也要离开。毫无心外的，我最后被开除。因此Maria体系终于终止了。问题讨论一、你如何描述Maria和Vince的治理风格，和他们不同的人际关系？什么缘故？二、请说明Maria和Vince两个不同的治理时期，加油站里员工行为改变的缘故。3、若是

10、你是Petroco公司的高级治理人员，了解了所有的情形，你会做出什么反映？你会改变对加油站治理政策的吗？Lecture5GroupBehaviorandDecisionMakingTheCreationandDestructionoftheorderofMariaTheresaCharlesVruledoveranempireinwhichthesundidnotset.ThiscreatedfantasticcommunicationsproblemsfortheofficialsoftheCrownintheremoteoverseaspossessions.Theyweresuppose

11、dtocarryoutfaithfullytheimperialordersreachingthemfromMadrid,butoftentheycouldnot,becausethedirectiveswereissuedincrassignoranceofthelocalsituationorarrivedweeksifnotmonthsafterbeingdecreed,bywhichtimetheywerelargelyobsolete.InCentralAmericathisdilemmaledtoaverypragmaticsolution:"seobedeceperon

12、osecumple”(Oneobeysbutdoesnotcomply).Thankstothisrecipe,theCentralAmericanpossessionsflourished,notbecausebutinspiteoftheimperialordersfromtheEscorial.TwocenturieslaterthisexpedientwasawardedofficialrecognitionunderthereignofEmpressMariaTheresathroughtheestablishmentoftheOrderofMariaTheresa.Withrefr

13、eshingabsurdityitwasreservedexclusivelyforofficerswhoturnedthetideofbattlebytakingmattersintotheirownhandsandactivelydisobeyingorders.PaulWatzlawick(TheInventedReality)FivesummersagoIbeganworkasagasstationattendantforPetroco,alargepetroleumrefinerwithgasstationslocatedprimarilyintheNortheastandNorth

14、CentralUnitedStates.Beginningworkduringmid-July,Iworkedinbothpart-timeandfull-timecapacitiesuntilJuneofthefollowingsummer.Duringthistimethereweretwodifferentmanagers.Thefirst,MariaTheresa,hadworkedthereforseveralmonthspriortomyarrival,andlasteduntilsherequestedatransferinmid-May.Thesecondmanager,Vin

15、centMacMurdo,tookoveratthattimeandcontinuedafterIhadleft.Bothofthesemanagersheldabachelor*sdegreeandhadhadsomepreviousmanagerialexperience.Theyhadbeenassignedtothisparticularstationbecausetheyhaddoneanespeciallygoodjobontheirprevioushobassignments,andbecausethehighvolumeofbusinessmadethestationsomet

16、hingofaprovinggroundformanagersontherisewithinthecompany.However,despitesharingacertainmanagerialcompetence,thetwomanagerswereasdifferentasdayandmight.Maria,forherpart,deliberatelyoperatedinways,whichcircumventedtheregulations,laiddownintheoperationsmanuals.Insteadoffocusingontheletterofthelawandenf

17、orcingorthodoxy,shesoughtinsteadtoforgeasenseofcomraderyandfriendship.Herwillingnesstobendordisregardtheruleswasgreatlyappreciated,bybothothers,andmyselfandasaresultherattempttoforgeasenseofcomraderywaslargelysuccessful.Thissenseofcomraderywasexpressedthroughfourchannels:amongthecrewmembers,betweent

18、hecrewandMariaTheresa,betweenthecrewandthecustomers,andinapeculiarway,betweenthecrew,Mariaandthedistrictmanager,Theexpressionofthecrew*scomradermanifesteditselfduringeveryworkday,duringwhichonecrewmemberalwayshelpedoutanother,whetherby,jumping”adeadbattery,doingalittleautorepair,orjustrunningovertot

19、heGoldenArchesforcoffee.Forexample,duringoneJanuarydaymybatterydiedofnaturalcausesandwhenweattemptedtojumpit,weshortedtheothercarselectricalsystem.Wherealessercrewnightatthatstagehavegivenup,thedaycrewinsteadralliedandrepairedtheshortandbeganmakingphonecallsandillegaltripstothejunkyard.Theresultswer

20、esoon1)ausedbutserviceablebatteryand2)thenecessaryelectricalpartsandwired.Intime,thefavorswerereturned.Thesecondchannelofcomradety-betweenthecrewandMaria-existedandprosperedlargelyduetoMariasreadilyapparentconcernfoethecrew.Shewouldoftenshowupearlyinthemorningwithcoffeeanddonutsforthemorningcreworla

21、teintheeveningwithpizzafortheeveningcrew.Herextraeffortsonthecrew1sbehalfwerereciprocatedwheneverMarianeededanextrabodybecauseacrewmembercouldnotmakehis/herallottedshift.Anindicationoftheloyalty,whichwefeltforMaria,isgivenbythefactthatcrewmemberswouldfrequentlyvolunteertoworkanothereighthourshiftifM

22、ariawasgoingtobeshort.(Theextentofthiswillingsacrificecanperhapsonlybeappreciatedbythosehavingspent16hoursstandingonconcrete!)Thethirdchannelofcomradery,betweencrewmembersandcustomers,isperhapsbestillustratedbythetimeacouple*scarranoutofgasandsputteredtoastopabout1/4milefromthestation.Whentheyaskedt

23、oborrowthetelephonewerefusedpermission-lettingacustomerusethepayphoneinsidethestationwasexpresslyforbidden,sincethesafewasinside.1However,aswedidso,wealsoofferedtopushtheircarthe1/4mileuphilltothestation.Inwhatwassoontobeanoftrepeatedstory,theresultwasthatweweregenerouslyrewardedforoureffortswitha$t

24、ipandastandingovationfromtheseveralcarswaitingpatientlyintheparkinglot.ThecoupdegracecamewhenthemanageroftheneighboringMcDonals*ssentoveracomplimentaryroundofcokesasasignofapproval.Interestingly,suchbehaviorwascompletelyagainstPetrocorules,whichforbadeemployeestoleavethestationwithoutmanagerialappro

25、val.Maria-whowasnotthereatthetime-gushedwithsuperlativeswhensheeventuallyheardthestory.ThefinalexpressionofcomraderycameaboutthroughthepeculiarrelationshipbetweenMaria,thecrewandthedistrictmanager.Thedistrictmanagerwasawellgroomeddevotedtoenforcingtherulesandregulations.Onewayhedidsowastoperiodicall

26、yspyonthecrewmembersbyparkingintheshoppingcenteracrosstheroad.However,wealwaysknewhewascomingbeforeheuunexpectedlyarrived*becauseofMaria"searlywarningsystemthatshehadestablishedwithothermanagers.WhileMr.Bondwasinourmidstwewerealwaysonmodelbehavior,followingPetrocoguidelinestotheletter;afterhele

27、ftthestationwereturnedtounormal.”naturally,thedistrictmanagerknewsomethingwasgoingon,butbecauseMariaconsistentlysetnewall-time-sales-records.Whilesimultaneouslymaintainingaverageushortages,“heneverinvestigatedthoroughly.Thecrew,havingalowtoleranceofspies,wasnotabouttoinformhimotherwise.*Duringthemon

28、thofApril,MariabegancontemplatingamovetoasmallerstationclosertoherhomeinConnecticut.Althoughourparticularstationofferedhergreaterprestige,shehadbeguntomissthecommunityofherfamilyandfriends.Whenanopportunitytomovearoseinmid-May,Mariainitiallyrefused,tothecrew'sdelight.Eventually,however,sherecons

29、ideredandacceptedtheopportunitytomanageclosertohome.WewereanaggrievedcrewwhichgreetedVincentMacMurdo.Vince,forhispart,operatedbythebookinano-nonsenseattempttoestablishdisciplineandorder.WhereMariafosteredcomradery,Vincedeliberatelyattemptedtofosterindividualaccountability.Thatanewmanagerhadarrivedwa

30、squicklydrivenhometothecrewwhenacrewmemberwasfiredforbeing$2shortfor3days'work.WhenaniratecrewmemberdemandedtoknowwhatthehellVincethoughthewasdoing,Vincerespondedbyreadingfromtheoperationsmanual.Quothhe,“Anemployeeshallbefiredifs/heis$10shortforthemonth;orisS5shortfortheweek;orisSIshortfor2days;

31、oris$.75shortfor1day.uDuringthefirsttwoweeksofVince*stenure,3peoplewerefiredforcomingupshort.WhenthecrewprotestedthatMariahadneverdoneitthatway,VincerespondedbysayinghewasnotMaria-thecrewreadilyagreed!Theimplementationofruleandorderextendedwellpasttheareaofshortages,fundamentallyalteringthewayinwhic

32、hthecrewoperated.Previouslytheworkcrewhadconsistedoffourattendants,oneresponsibleforeachinlandofgaspumps(threeinall),andonefloatingassistant.Underthisarrangement,theassistantwasfreetohelpwhereverneededandtheotherattendants,iftheywerefree,alsohelpedout.Thosehelpingoutwouldpumpgas,wipewindows,checkoil

33、andcollectthemoneyforthepersonbeinghelped,andwouldthengivethemoneytothepersonassignedtotheislandattheearliestconvenience.Vincedeliberatelydestroyedthesystem,arguingthatifthe“helpers"decidedtopocketthemoney,thenthepersonbeinghelpedwouldbefiredforsomeoneelse'stheft.However,hisinitialinstructi

34、onstoceaseanddesistwereignored,asthecrewmembersinsistedontrustingoneanother.Eventually,however,Vincelaiddownthelaw：anyonecollectingmoneyforanyoneelsewouldbefired.Whenanewemployeewasactuallyfiredforcollectingmoney,theuhelperMsystemceased.Initsplaceasystememergedwhereeachattendantstrayedlessandlessfro

35、mhis/her“own"island,attendingtocleaningandsweepinginsteadof“helping."Inthisway,individualaccountabilitywasimplemented.However,themainchangewasintherelationshipbetweenthemanager,crewanddistrictmanager.WhereMariahadworkedwith,butaround,thePetroco*srules,Vinceadoptedthemashisown.Animmediately

36、noticeableeffectwasthatthedistrictmanagerwasaroundmuchmorethanformerly,andmostimportantly,hispendingarrivalwasnotannouncedtothecrew.Thus,hisspyingmissions,begantopayoff,whichonlyencouragedhimtomakeevenmorespyingmissions,ashewasbeginningtouncover,thesinshehadlongsuspected.Oneresultofthiswasareversalo

37、fthecrew*slongstandingconcerntohelpcustomers.Forinstance,Ibegantorigorouslyenforcetheinjunctionaboutnotpumpinggasintorunningcars(whichinfuriatedpeople).Althoughtheymightpleadthattheirbatterywasdying,Iheldthecompanyline.Whentheytoldmethatiftheircardidnotstart,thenIwouldhavetojumpthem,Irespondedthatit

38、wasagainstcompanypolicy.Onetimewhenacustomercouldnotgethiscarstarted,Vincenotonlyrefusedtolethimusethephone,butcalledatowtruckhimself.ItisimportanttoemphasizethatitwasnotonlythecrewwhoreactedtothedestructionoftheorderofMariaTheresa.Customersalsoreacted,atfirstbycomplaining,andthebyneverreturning.Abo

39、utthistimestrangethingsbegantohappen.Forexample,onenightafterIrefusedtopumpregulargasintoanunleadedtank,thedriverofthevanIhadbeenarguingwithsuddenlygunnedhisengine-andnarrowlymissedmeas(leapedoutoftheway.Then,evenasthestorywasmakingtherounds,awomancrewmemberwastunoverandinjuredbyacustomerwho"di

40、dn'tseeher.”“Accidents”likethesejustcontinuedtohappen,first,severalcrewmemberswerehurtmovingboxesofpumpparts'second,anotheremployeesufferedaninjurythatkeptheroutofworkseveralmonths,andthird,anothercrewmemberwassuddenlyoutonworkmanscompensationaftergettinghitbyacardoor.Thenwhenthebottomhadapp

41、arentlybeenreached,awomancrewmembersimultaneouslyquitandstoleseveralhundreddollarswhileleaving.*TheSaturdayNightMassacreInadditiontothisaccidentspree,duringVince'sfirsttwomonthsatthestation,severalmajor,negativebusinesseventsoccurred.First,thesalesvolumeofthestationsharplydeclined.Second,despiteVince'srigorousapplicationofPetroco*sshortagepolicy,shortagesrea