公司内部管理案例分析 [2]
论文作者:www.51lunwen.org论文属性:案例分析 Case Study登出时间:2016-04-02编辑:anne点击率:14472
论文字数:3320论文编号:org201604022035364087语种:英语 English地区:挪威价格:免费论文
关键词:内部管理组织变革组织内部管理
摘要:鉴于词和人类认识的局限性,这既是不必要的,不可能详细的权利,义务写下来到正规的合同,但只有像工资,福利和工作时间等一些最显著的条款将被提取。
ogical contract is that it can well adapt to the modern management style, which treat people more humanly than merely tools to motivate their subjective initiatives (Alvesson & Willmott 2012). In the past, people were deployed into specific positions to finish a defined job. For example, in the classic streamline production mode, each worker just needs to stay in the position to perform the tedious and repeated procedures, like screwing up the handles. For these employees, all they need to do is to follow the order without subjective initiatives. However, as the automatic technology advanced in recent year, today more and more repeated and routine jobs are performed by robots or computer programs. Correspondingly, companies hire people to do tasks which require creativity and subjective initiatives, like sales or product design. For these jobs, there might be no defined rules or instruction for the employees, but the employees need to find out the best solution for the company by themselves. The psychological contract can make the employee more result oriented but not rule oriented, so that the objectives for organisation development can be better realized (Conway & Briner 2005). On the other side, the uprising concept of equality in modern society also called for an equal position of working relationship in the organisation (Burrows & Robison 2007). Under such environment, the management needs to perform more soft skills rather than direct orders to make the employees perform their duty. By that circumstance, the psychological contract can act as an important role within the interaction processes.
The third significance of psychological contract is that it can affect the long term development expectation for both employees and organisations (Conway & Briner 2005). Each written contract has specific time limit and applied scope, e.g. the three year contract for department manager. Once the people get promote or change the job, their visible contracts will also change. But the psychological contract between employers and employees can last years without time limited. For any individual, his psychological contract can apply in any work position to direct his working behaviour, so the psychological contract’s influence power can last quite a long time. Those who have good psychological contract with organisations will have more positive altitude for his work, and thus make themselves get developed in the long term. It’s understandable that the more people realize a long term development, the more chance the organisation can also realize long term development, too.
In conclusion, the psychological contract represents the informal and unwritten understands between employer and employee. Its unique characters as invisible, dynamic and psychologically accepted by people within organisations can significantly affect the management and engagement of people within organisations in various aspects. That is, people rely more on psychological contract to direct their behaviour in the organisation. The management needs to utilize psychological contract to motivate employees’ subjective initiatives. And the psychological contract can affect the long term development for both individuals and organisation.
Question 4. Critically evaluate what the term 'resistance to change' means and how it relates to concepts of power? Illustrate your answer with relevant theory and examp
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