组织行为学经典案例群体行为与决策

PMariaTheresa，在我去那家公VincentMacMurdoMM在理他日，统。M当人员，81414P最过MaAPtoVVin2VtV在t有3误V的Mar。一，第VnntVin这。MVi到，PeViViMaMa体VinceMr和VnPtco?Lecture5GroupBehaviorandDecisionMakingTheCreationandDestructionoftheorderofMariaTheresaCharlesVruledoveranempireinwhichthesundidnotset.ThiscreatedfantasticcommunicationsproblemsfortheofficialsoftheCrownintheremoteoverseaspossessions.TheyweresupposedtocarryoutfaithfullytheimperialordersreachingthemfromMadrid,butoftentheycouldnot,becausethedirectiveswereissuedincrassignoranceofthelocalsituationorarrivedweeksifnotmonthsafterbeingdecreed,bywhichtimetheywerelargelyobsolete.InCentralAmericathisdilemmaledtoaverypragmaticsolution:”seobedeceperonosecumple”(Oneobeysbutdnotcomply).Thankstothisrecipe,theCentralAmericanpossessionsflourished,notbecausebutinspiteoftheimperialordersfromtheEscorial.TwocenturieslaterthisexpedientwasawardedofficialrecognitionunderthereignofEmpressMariaTheresathroughtheestablishmentoftheOrderofMariaTheresa.Withrefreshingabsurdityitwasreservedexclusivelyforofficerswhoturnedthetideofbattlebytakingmattersintotheirownhandsandactivelydisobeyingorders.PaulWatzlawick(TheInventedReality)FivesummersagoIbeganworkasagasstationattendantforPetroco,alargepetroleumrefinerwithgasstationslocatedprimarilyintheNortheastandNorthCentralUnitedStates.Beginningworkduringmid-July,Iworkedinbothpart-timeandfull-timecapacitiesuntilJuneofthefollowingsummer.Duringthistimethereweretwodifferentmanagers.Thefirst,MariaTheresa,hadworkedthereforseveralmonthspriortomyarrival,andlasteduntilsherequestedatransferinmid-May.Thesecondmanager,VincentMacMurdo,tookoveratthattimeandcontinuedafterIhadleft.Bothofthesemanagersheldabachelor'sdegreeandhadhadsomepreviousmanagerialexperience.Theyhadbeenassignedtothisparticularstationbecausetheyhaddoneanespeciallygoodjobontheirprevioushobassignments,andbecausethehighvolumeofbusinessmadethestationsomethingofaprovinggroundformanagersontherisewithinthecompany.However,despitesharingacertainmanagerialcompetence,thetwomanagerswereasdifferentasdayandmight.Maria,forherpart,deliberatelyoperatedinways,whichcircumventedtheregulations,laiddownintheoperationsmanuals.Insteadoffocusingontheletterofthelawandenforcingorthodoxy,shesoughtinsteadtoforgeasenseofcomraderyandfriendship.Herwillingnesstobendordisregardtheruleswasgreatlyappreciated,bybothothers,andmyselfandasaresultherattempttoforgeasenseofcomraderywaslargelysuccessful.Thissenseofcomraderywasexpressedthroughfourchannels:amongthecrewmembers,betweenthecrewandMariaTheresa,betweenthecrewandthecustomers,andinapeculiarway,betweenthecrew,Mariaandthedistrictmanager,Theexpressionofthecrew'csomradermanifesteditselfduringeveryworkday,duringwhichonecrewmemberalwayshelpedoutanother,whetherbyjumpingbattery,doingalittleautorepair,orjustrunningovertotheGoldenArchesforcoffee.Forexample,duringoneJanuarydaymybatterydiedofnaturalcausesandwhenweattemptedtojumpit,weshortedtheothercar'electricalsleysstemrc.rWewhereanightatthatstagehavegivenup,thedaycrewinsteadralliedandrepairedtheshortandbeganmakingphonecallsandillegaltripstothejunkyard.Theresultsweresoon1)ausedbutserviceablebatteryand2)thenecessaryelectricalpartsandwired.Intime,thefavorswerereturned.Thesecondchannelofcomradety-betweenthecrewandMaria-existedandprosperedlargelyduetoMaria'rseadilyapparentconcernfoethecrew.Shewouldoftenshowupearlyinthemorningwithcoffeeanddonutsforthemorningcreworlateintheeveningwithpizzafortheeveningcrew.Herextraeffortsonthecrew 'behalfwerereciprocatedwheneverMarianeededanextrabodybecauseacrewmembercouldnotmakehis/herallottedshift.Anindicationoftheloyalty,whichwefeltforMaria,isgivenbythefactthatcrewmemberswouldfrequentlyvolunteertoworkanothereighthourshiftifMariawasgoingtobeshort.(Theextentofthiswillingsacrificecanperhapsonlybeappreciatedbythosehavingspent16hoursstandingonconcrete!)Thethirdchannelofcomradery,betweencrewmembersandcustomers,isperhapsbestillustratedbythetimeacouple 'carranoutofgasandsputteredtoastopabout1/4milefromthestation.Whentheyaskedtoborrowthetelephonewerefusedpermission-lettingacustomerusethepayphoneinsidethestationwasexpresslyforbidden,sincethesafewasinside.1However,aswedidso,wealsoofferedtopushtheircarthe1/4mileuphilltothestation.Inwhatwassoontobeanoftrepeatedstory,theresultwasthatweweregenerouslyrewardedforoureffortswitha$15.00tipandastandingovationfromtheseveralcarswaitingpatientlyintheparkinglot.ThecoupdegracecamewhenthemanageroftheneighboringMcDonals'ssentoveracomplimentaryroundofcokesasasignofapproval.Interestingly,suchbehaviorwascompletelyagainstPetrocorules,whichforbadeemployeestoleavethestationwithoutmanagerialapproval.Maria-whowasnotthereatthetime-gushedwithsuperlativeswhensheeventuallyheardthestory.ThefinalexpressionofcomraderycameaboutthroughthepeculiarrelationshipbetweenMaria,thecrewandthedistrictmanager.ThedistrictmanagerwasawellgroomedM.B.A,devotedtoenforcingtherulesandregulations.Onewayhedidsowastoperiodicallyspyonthecrewmembersbyparkingintheshoppingcenteracrosstheroad.However,wealwaysknewhewascomingbeforehe unexpectedlyarrivedbecauseofMaria'searlywarningsystemthhatasdheestablishedwithothermanagers.WhileMr.Bondwasinourmidstwewerealwaysonmodelbehavior,followingPetrocoguidelinestotheletter;afterheleftthestationwereturnedto“normal.”naturally,thedistrictmanagerknewsomethingwasgoingon,butbecauseMariaconsistentlysetnewall-time-sales-records.Whilesimultaneouslymaintainingaverageshortages,heneverinvestigatedthoroughly.Thecrew,havingalowtoleranceofspies,wasnotabouttoinformhimotherwise.DuringthemonthofApril,MariabegancontemplatingamovetoasmallerstationclosertoherhomeinConnecticut.Althoughourparticularstationofferedhergreaterprestige,shehadbeguntomissthecommunityofherfamilyandfriends.Whenanopportunitytomovearoseinmid-May,Mariainitiallyrefused,tothecrew'sdelight.Eventually,however,shereconsideredandacceptedtheopportunitytomanageclosertohome.WewereanaggrievedcrewwhichgreetedVincentMacMurdo.Vince,forhispart,operatedbythebookinano-nonsenseattempttoestablishdisciplineandorder.WhereMariafosteredcomradery,Vincedeliberatelyattemptedtofosterindividualaccountability.Thatanewmanagerhadarrivedwasquicklydrivenhometothecrewwhenacrewmemberwasifredforbeing$2shortfor3days'work.WhenaniratecrewmemberdemandedtoknowwhatthehellVincethoughthewasdoing,Vincerespondedbyreadingfromtheoperationsmanual.Quothhe,”Anemployeeshallbefiredifs/heis$10shortforthemonth;oris$5shortfortheweek;oris$1shortfor2days;oris$.75shortfor1day. DuringthefirsttwoweeksofVince'tenure,3peoplewerefiredforcomingupshort.WhenthecrewprotestedthatMariahadneverdoneitthatway,VincerespondedbysayinghewasnotMaria-thecrewreadilyagreed!Theimplementationofruleandorderextendedwellpasttheareaofshortages,fundamentallyalteringthewayinwhichthecrewoperated.Previouslytheworkcrewhadconsistedoffourattendants,oneresponsibleforeachinlandofgaspumps(threeinall),andonefloatingassistant.Underthisarrangement,theassistantwasfreetohelpwhereverneededandtheotherattendants,iftheywerefree,alsohelpedout.Thosehelpingoutwouldpumpgas,wipewindows,checkoilandcollectthemoneyforthepersonbeinghelped,andwouldthengivethemoneytothepersonassignedtotheislandattheearliestconvenience.Vincedeliberatelydestroyedthesystem,arguingthatifthe“helpersdecidedtopocketthemoney,thenthepersonbeinghelpedwouldbefiredforsomeoneelse'stheft.However,hisinitialinstructionstoceaseanddesistwereignored,asthecrewmembersinsistedontrustingoneanother.Eventually,however,Vincelaiddownthelaw:anyonecollectingmoneyforanyoneelsewouldbefired.Whenanewemployeewasactuallyfiredforcollectingmoney,the helper”systemceased.Initplaceasystememergedwhereeachattendantstrayedlessandlessfromhis/her island,attendingtocleaningandsweepinginsteadofhelping.In”thisway,individualaccountabilitywasimplemented.However,themainchangewasintherelationshipbetweenthemanager,crewanddistrictmanager.WhereMariahadworkedwith,butaround,thePetroco'rusles,Vinceadoptedthemashisown.Animmediatelynoticeableeffectwasthatthedistrictmanagerwasaroundmuchmorethanformerly,andmostimportantly,hispendingarrivalwasnotannouncedtothecrew.Thus,hisspyingmissions,begantopayoff,whichonlyencouragedhimtomakeevenmorespyingmissions,ashewasbeginningtouncover,thesinshehadlongsuspected.Oneresultofthiswasareversalofthecrew'standingconcerntohelpcustomers.Forinstance,Ibegantorigorouslyenforcetheinjunctionaboutnotpumpinggasintorunningcars(whichinfuriatedpeople).Althoughtheymightpleadthattheirbatterywasdying,Iheldthecompanyline.Whentheytoldmethatiftheircardidnotstart,thenIwouldhavetojumpthem,Irespondedthatitwasagainstcompanypolicy.Onetimewhenacustomercouldnotgethiscarstarted,Vincenotonlyrefusedtolethimusethephone,butcalledatowtruckhimself.ItisimportanttoemphasizethatitwasnotonlythecrewwhoreactedtothedestructionoftheorderofMariaTheresa.Customersalsoreacted,atfirstbycomplaining,andthebyneverreturning.Aboutthistimestrangethingsbegantohappen.Forexample,onenightafterIrefusedtopumpregulargasintoanunleadedtank,thedriverofthevanIhadbeenarguingwithsuddenlygunnedhisengine-andnarrowlymissedmeas(leapedoutoftheway.Then,evenasthestorywasmakingtherounds,awomancrewmemberwastunoverandinjuredbyacustomerwho “'tseeher.”Accidleiknetsthesejustcontinuedtohappen,first,severalcrewmemberswerehurtmovingboxesofpumpparts'second,anotheremployeesufferedaninjurythatkeptheroutofworkseveralmonths,andthird,anothercrewmemberwassuddenlyoutonworkman'cosmaptieonaftergettinghitbyacardoor.Thenwhenthebottomhadapparentlybeenreached,awomancrewmembersimultaneouslyquitandstoleseveralhundreddollarswhileleaving.TheSaturdayNightMassacreInadditiontothisaccidentspree,duringVince'fsirsttwomonthsatthestation,severalmajor,negativebusinesseventsoccurred.First,thesalesvolumeofthestationsharplydeclined.Second,despiteVincerigorous'apsplicationofPetroco'sshortagepolicy,shortagesreachedmewheights,Andthird,thedistrictmanagerreportedtoVincethatcrewservicetocustomerswaswellbelowpetroco'sstandards.Confrontedwiththeseblossomingproblems.Confrontedwiththeseblossomingproblemsandobviouscrewhostility(onecrewmemberhehadfiredhadprom