Research Paper代寫范例：Organization Theories and Concepts
Research Paper代寫范例-組織理論與概念。本文是一篇本站提供的research paper代寫參考范文，主要內容是講述人口因素取決于某人的教育程度、背景、年齡、國籍、種族、性別等。組織更喜歡那些具有良好社會經濟背景等，受過教育的人和年輕人，因為他們能夠更好地執行任務。具有良好知識和溝通技能的年輕而充滿活力的專業人員是完美的，并且總是受到組織的高度需求。對人口因素的研究很重要，因為它有助于管理者為工作選擇合格的候選人。下面就一起來看一下這篇research paper代寫范例的具體內容。
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認為，影響人類行為模式差異的關鍵因素是人口統計學因素、感知、能力和技能、個性和態度，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、國籍、種族、性別等。組織更喜歡那些具有良好社會經濟背景等，受過教育的人和年輕人，因為他們能夠更好地執行任務。具有良好知識和溝通技能的年輕而充滿活力的專業人員是完美的，并且總是受到組織的高度需求。對人口因素的研究很重要，因為它有助于管理者為工作選擇合格的候選人。
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人做某事的身體能力。技能可以定義為一個人能夠完美地完成工作的能力。個人行為和表現在很大程度上受到技能和能力水平的影響。如果一個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。
經理在選擇和分配具有特定工作的個人方面發揮著非常重要的作用。
3.感知：感知是個體達到感知意識或理解信息的過程。“感知”來自拉丁語percepio，percipio，意思是“接受和收集”
影響個人認知的因素有很多。對感知的研究對管理者來說起著至關重要的作用，因為他們知道如何為工作創造有利的氛圍，讓員工以更好的方式感知他們。如果員工以積極和恰當的方式看待這一點，他們可能會給出更好的結果。
4.態度：根據心理學家的說法，態度可以定義為對某些人、物體或情況做出積極或消極反應的傾向。家庭、文化、社會和組織因素等因素影響態度的形成。如果員工有積極的態度，他們可以為組織做得更好。它有助于業務增長和發展
5.個性：個性來自希臘語“persona”，意思是“面具”，它被定義為研究個性特征和獨特的個性特征，它們之間的關系，以及一個人如何對其他人和情況做出反應和適應。影響個人個性的因素有很多，即家庭、遺傳、社會、文化和環境。事實上，人們對組織環境的反應方式各不相同。人格也可以被稱為人類最困難的方面，它在很大程度上影響著他們的行為。研究表明，對個性特征的研究提供了一個了解人們的機會。這有助于他們正確地引導自己的努力，并激勵他們完成組織目標。每個組織都要求員工有某種類型的行為，這種行為可以通過監控、培訓、教育、曝光等方式來檢測。
P4的任務
組織理論是指對組織功能和績效現象的研究&對在組織中工作的個人和群體的行為的研究。研究組織的主要理論如下：-
經典理論：
通過提高工人的效率可以提高效率和生產力。F.W.Taylor被認為是科學管理之父。據他說，人就像機器，機器保養得好，生產也就越健康，人就能工作得更多。他認為每一份工作都有一種最好的方法。他介紹了任務標準化、分工、工作分析和時間測量。他提出了公平日工資的概念。
據他說，生產是通過團隊合作而不是沖突來提高的。目標是產出最大化，而不是限制。最好的工作方式需要合適的工具、動力和公平的工資。
官僚主義理論：通過徹底協調許多個人的工作來執行大規模行政任務的組織。德國社會學家馬克斯·韋伯提出了官僚主義的概念。
突出特點
一個人被稱為擁有權力或權威，如果在社會框架內，他的意志可以強加給他人，而不受構建人類群體的阻力，那么他就成為了被稱為“權威”或統治的權力的一個特殊例子。
系統論：組織是一個系統，其中兩個或兩個以上的人協調的個人活動，通過創造共同目標的潛力，通過其成員參與其過程的意愿和有效的溝通聯系在一起。
偶然性理論
這是一類行為理論，聲稱沒有最好的方法來組織一個公司、做出決策或領導一個公司。相反，最佳行動方案取決于內部和外部情況。它也被稱為情景理論。
管理職能：
規劃：這是管理過程中的第一個工具功能。成功和失敗的管理者的區別在于計劃過程。規劃是通過目標和決策對實現組織目標需要做什么進行邏輯思考。
組織：經理必須了解他們的下屬，并且他們能夠安排公司最有價值的資源，即員工。這是通過對該部門人員的適當管理、資源的獲取、培訓的建立以及富有成效和創造性的團隊中工作組的組織來實現的。
領導：組織的成功取決于領導的素質。杰米艾倫說：“領導者可以是管理者，但管理者不一定是領導者。”。領導力是一個人對另一個人的影響力，以鼓勵旨在實現公司目標的行動。
控制：確保計劃正確、準確地實施的過程。正如杰米·艾倫所說，控制是職能管理活動鏈中的最后一環，使管理周期完整循環。
管理角色：
根據Henry Mintzberg的說法，這里簡要介紹了十個管理角色：
圖頭：經理作為組織負責人履行儀式和象征性職責。
領導：營造合適的工作氛圍，激勵和發展下屬。
責任：開發和維護一個外部聯系人網絡，以收集信息。
MONITOR：收集與公司相關的內部和外部信息。
分發者：將現實而重要的信息傳遞給下屬。
發言人：與外部人士就績效和政策進行溝通。
業主：設計并啟動公司變更。
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：參與與其他個人和組織的談判活動。
管理權限：
管理權限是指授權管理者對其下屬的個人行使指揮和控制權的職位，以實現組織中指定的角色。最初，總體權力是由經理親自集中授予的。然而，一個人很難有效地執行和監督每一項任務。因此，具有適當權力的各種職能向下下放到相關的低級別，以獲得更好的產出。該實踐還為“組織樹”提供了基礎，規定了縱向和橫向層次結構中的各種權力和責任。
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