Control in Organizations: Individual Adjustment and Organizational Performance
Control in Organizations: Individual Adjustment and Organizational Performance
复制标题
组织中的控制：个体调整与组织绩效
DOI：
--
复制
发表时间：
1962
期刊：
影响因子：
--
通讯作者：
A. Tannenbaum
中科院分区：
文献类型：
--
作者：
A. Tannenbaum
该分析侧重于组织的控制方面。组织的特点是个人互动的有序安排，其中控制是一个重要组成部分。一个主要假设是组织中的控制或影响力总量不是恒定的、固定的数量，而是可能变化的。增加组织中某一群体（例如工人）的影响力并不一定意味着减少其他群体（例如主管和经理）的影响力。一些证据表明，组织层次结构的各个级别所实施的控制的增加与组织效率的提高有关。相对较高水平的总体控制可能反映出整个组织的参与度和相互影响力的增强以及所有成员更大程度的整合。这可能会增强成员的自我参与、认同、动机和工作满意度。我们注意到了工人和管理层加强控制和责任所带来的一些心理成本。阿诺德·坦南鲍姆 (Arnold S. Tannenbaum) 是密歇根大学社会研究所调查研究中心的项目主任。
This analysis focuses upon the control aspects of organizations. Organizations are characterized as orderly arrangements of individual human interactions, in which control is an essential ingredient. A major assumption is that the total amount of control or influence in an organization is not a constant, fixed amount but that it may vary. Increasing the influence of one group (e.g., the workers) in an organization does not necessarily imply decreasing that of others (e.g., supervisors and managers). Some evidence is presented to suggest that increased control exercised by all levels of the organization hierarchy is associated with increased organizational effectiveness. A relatively high level of total control may reflect increased participation and mutual influence throughout the organization and a greater degree of integration of all members. This is likely to result in the enhancement of ego-involvement, identification, motivation, and job satisfaction of members. Some of the psychological costs of increased control and responsibility on the part of workers and management are noted. Arnold S. Tannenbaum is program director, Survey Research Center, Institute for Social Research, University of Michigan.