What are the forms of formal organization in managerial psychology

Content can be divided into two categories: explicit and implicit.

1) The explicit content of organizational culture: The so-called explicit content refers to the content that can be felt by people through intuitive audio-visual organs and conform to the essence of organizational culture in the form of spiritual materialized products and spiritual behaviors. It includes several parts, such as the organization's logo, working environment, rules and regulations, and business management behavior.

Organization logo. It refers to the content that expresses the organizational cultural characteristics of the organization in the form of iconic externalization, and is clearly distinguished from other organizations, including the brand, uniform, emblem, flag, song, trademark, and landmark buildings of the organization.

Working environment. It refers to the places where employees work, produce and rest in the organization, including office buildings, workshops, clubs, libraries, etc.

Regulations. Not all rules and regulations are the content of organizational culture, only those rules and regulations to stimulate the enthusiasm and consciousness of employees are the content of organizational culture, the most important of which is the democratic management system.

Business management behavior. No matter how good the organizational philosophy or values are, if they cannot be effectively implemented, they cannot be accepted by the employees and cannot become the organizational culture.

2) The implicit content of organizational culture: it is the foundation and the most important part of organizational culture. The implicit content of organizational culture includes organizational philosophy, values, ethics, and organizational spirit.

Organizational Philosophy. It is a general view of world things shared by all employees of an organization. Organizational philosophy is the highest level of organizational culture, which dominates and restricts the development direction of other contents of organizational culture.

From the perspective of organizational management history, organizational philosophy has undergone a transformation from "object-centered" to "people-centered".

Values. It is the reflection of people's evaluation of objective things and individuals in their minds, and the general view and fundamental viewpoint on whether objective things and people have value and the magnitude of value, including the meaning and purpose of the organization's existence, the value and role of the organization's rules and regulations, and the relationship between the various behaviors of people in the organization and the interests of the organization, etc.

Ethics. The moral norms of the organization are the moral atmosphere and customs that people consciously abide by in the long-term production and operation activities of the organization, including the boundaries of right and wrong, the standards of good and evil, and the concept of honor and disgrace.

Organizational spirit. It refers to the common psychological stereotype and value orientation of the organizational group. It is a comprehensive embodiment and high generalization of the organization's organizational philosophy, values and moral concepts, reflecting the common pursuit and common understanding of all employees.

The organizational spirit is formed under the influence of organizational philosophy, values and moral norms in the long-term production and operation activities of the employees.

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Definition: An organization is a formal, stable structure, a group of two or more people with specific goals and resources, and maintain a certain structure of authority and responsibility.

Features: 1. Have a clear goal. There is no goal is not an organization and the stool is only a group of people, the goal is the product of the combination of the desire of the organization and the external environment, so the purpose of the organization is not unlimited, but affected and restricted by the environment, the environment includes the material environment and the social and cultural environment, with the goal of the organization to determine the direction.

2. Have the first source of capital. There are five main categories of such resources: people, money, materials, information and time.

3. A certain number of rights and responsibilities are structured. This structure of authority and responsibility is manifested in clear hierarchies, clear assignees for tasks, and reciprocal powers and responsibilities.

The organizational structure is generally divided into four aspects: functional structure, hierarchical structure, departmental structure, and authority structure.

1. Functional structure: refers to the various business tasks and the proportions and relationships required to achieve the organizational goals. The dimensions of consideration include overlapping (overlapping) functions, redundant functions, lack of functions, fragmentation (or insufficient connection) of functions, scattered functions, excessive division of labor, dislocation of functions, and weakening of functions.

2. Hierarchy: refers to the composition of the management level and the number of people managed by the manager (vertical structure). The dimensions of consideration include the similarity of managers' assigned functions, the scope of management, the scope of authorization, the complexity of decision-making, the workload of guidance and control, and the similarity of the professional division of labor among subordinates.

3. Departmental structure: refers to the composition (horizontal structure) of each management department. The main dimension to consider is whether some key departments are missing or optimized.

From the overall type of organization, various departments.

The primary and secondary structures are analyzed.

4. Authority structure: refers to the division of labor and mutual relationship between various levels and departments in terms of power and responsibility. The main consideration is whether the power and responsibility relationship between departments and positions is equal.

Line function system, business unit system, matrix system, committee.

Three main characteristics of the organization:

1.There are clear common goals.

2.An organization is a group of people with complementary abilities and like-minded people3The organization must have a systematic management approach. Organizations exist to overcome the limitations of an individual's abilities.

Teamwork, collaboration, and adaptation reflect the characteristics of the team's initiative in terms of dynamic basis, action process, and continuity mechanism, respectively.

1 Have a clear goal.

2 Possession of resources.

3. Maintain a certain structure of authority and responsibility.

Characteristics of a formal organization:

1) Maintain relative stability, there is a stable order, the mobility of personnel is small, and the structure of rights and responsibilities is clear.

2) Professional division of labor, divided into a number of positions and corresponding responsibilities.

3) Coordination of different levels of concept. Due to the specialized division of labor and divided into a certain structure and level, it is necessary to coordinate the relationship between the same level and the relationship between the upper and lower levels of the work chain, so as to form a three-dimensional coordination level.

4) Have legal leadership authority. The leadership of its supreme leader is determined by statutory rules and regulations, and obedience is mandatory for all members.

5) Establish a relatively stable system of rules and regulations, and determine and publish a lot of job division, code of conduct, reward and punishment measures, operation mechanism, product scope, and scope of action to each member with clear provisions, requiring them to abide by them.

6) Substitution of positions.

A. Social B. Inheritance C. Innovation D. Integration.

1. Collectivity;

2. Objective;

3. Collaboration.

The characteristics of the organization are: (1) It has a clear goal. 2 Possession of resources. 3) A certain structure of rights and responsibilities.

1. Linear function system. The organizational form of sub-departments is divided into departments according to functions and specialties within the organization.

Advantages: centralized command, fast decision-making, easy implementation; The division of labor is detailed and the responsibilities are clear; Give full play to the expertise of experts in functional departments; It is easy to maintain organizational discipline and ensure organizational order.

Disadvantages: It is not easy to unify the goals between different line departments.

1. It is easy to produce contradictions and incoordination; It is not easy to train managers who are familiar with the overall situation; There are many rules and regulations in the division of labor.

2. Divisional system. Organizations are organized into departments according to geographical areas and business attributes.

Advantages: It not only maintains the flexibility and adaptability of management, but also gives full play to the initiative and enthusiasm of the business department; The top is freed from the day-to-day to do more important things; overcoming organizational rigidity and bureaucracy; Contribute to the development of top management.

Disadvantages: Serious self-centeredness, unable to effectively use all the resources of the organization; an increase in overlapping costs for management; High requirements for the level of management personnel; Sensitive to centralized and decentralized relationships.

3. Simulated decentralization. It is not a real sense of the right and independent organizational units, but according to the nature of the business or geographical area, the composition of relatively independent "organizational units" each "organizational unit" independent operation accounting, with each other to "internal **" transfer accounting, simulating market operation.

Advantages: decentralization, hierarchical management responsibility, highlighting the focus of management; Each management level is flexible and suitable for changing market conditions; Optimize the allocation of resources for each organizational unit.

Disadvantages: It is not easy for each leader to understand the comprehensive information of the organization, and there are problems in communication and decision-making.

4. Project team. A temporary organizational unit established to organize a group of relevant personnel in order to complete a specific task. The organization is divided into units and managed by task projects, and the project manager has full and management authority.

Advantages: adaptable, mobile and flexible; Receptive to new ideas and approaches; Clear responsibility, high motivation and strong sense of task.

Disadvantages: lack of stability; Members have no sense of belonging; Influenced by the overall project maturity of the organization.

5. Matrix system. It is an organizational form between functional and project-based organizations, which can be divided into three organizational forms: weak matrix, balanced matrix and strong matrix according to the authority of the project unit (project manager) in the organization.

Advantages: easy to coordinate across departments; Easy to make full use of organizational resources; It not only has the advantages of professionalism of functional organization, but also has relatively flexible and independent management authority of the project system and the business division system, and is highly adaptable, sensitive to the market and quick to respond.

Disadvantages: complex structure and difficult management; A member has two superiors; Conflicts between project managers and functional managers; It is easy to produce the self-centeredness between departmental interests.

6. Committee system. A form of organization in which a committee of multiple people is organized to manage the organization. Organizational decisions are made by the committee.

Disadvantages: slow decision-making, easy to rip off; When one person has absolute influence, it is easy to influence the committee's decision-making and cause losses to the organization.

The early white emperor city (Li Bai) was surrendered to the city at night and heard the flute (Li Yi).

Organizational management psychology is mainly composed of individual psychology, group psychology and organizational psychology.

Organizational management psychology studies the human factor aspects of the organizational management of a group – a business or a school. It deals with the psychological qualities of the leader and the led, as well as the coordination of the relationship between the two. Organizational management psychology is a branch of industrial psychology that applies the knowledge of psychology to analyze, explain, and guide individual and group behaviors in management activities.

Organizational management psychology is mainly composed of individual psychology, group psychology and organizational psychology.

On the one hand, it includes the leader's grasp of the psychological activities of the leader, such as the understanding of the professional ability and skills of the producer, which is used to evaluate and select talents; Knowledge of producers' motivations, emotions and needs to their performance and impact on their work; Coordinate the relationship with producers and give full play to their enthusiasm for production and work.

On the other hand, it also includes the study of the characteristics of the mental activity of leaders. For example, the understanding of leadership ability, leadership style, and leadership psychological quality is used to evaluate leadership behavior and select leaders. Organizational management psychology can be used not only to balance industrial production and enterprise management, but also to public institutions such as schools, hospitals, and cultural and sports institutions.

A field of study in the psychology of organizational management

Because the name of behavioral science is too broad, some people include behavioral research in medicine, animal behavior research, etc., and cannot highlight the work related to production management. Therefore, many units and experts later adopted the name of organizational behavior or organizational psychology, which refers to the study of individual and group behavior in a certain organization. In China, the name of organizational management psychology is often used.

Organizational management psychology mainly studies the individual characteristics of people related to organizational behavior, such as motivation, ability, and aptitude. the characteristics of human groups, such as the classification of groups, the interaction between people and organizations, etc.; Characteristics of leadership behaviors, such as leadership style, leadership evaluation and training, etc.; Organizational Theory and Organizational Change, such as Organizational Model, Organizational Change and Organizational Development Research, etc.; The study of the quality of work life focuses on mobilizing the enthusiasm of employees and improving productivity from the aspects of improving the working environment and enriching and expanding work.