home Management Management - Vikhanskiy OS

Management - Vikhanskiy OS

6. Adapting a person to the organizational environment and changing his behavior

One of the main results of the interaction between a person and an organization is that a person analyzing and evaluating the results of his work in an organization, revealing the reasons for successes and failures in interaction with the organizational environment, analyzing the experience and behavior of his colleagues, reflecting on the advice and recommendations of superiors and colleagues, Makes for himself certain conclusions that, in one way or another, affect his behavior, lead to a change in his behavior with the aim of adapting to the organization, in order to achieve better interaction with the organizational environment.

6.1. Teaching behavior in an organization

Obviously, the perception and evaluation of their experience, as well as the process of adaptation to the conditions and requirements of the organizational environment, are in many ways individual. In the same environment, people behave differently. A person as it were has two degrees of freedom in building his behavior in the organization. On the one hand, he has the freedom to choose the forms of behavior: to accept or not accept the existing forms and norms of behavior in the organization; on the other hand, he can accept or not accept the values ​​of the organization, divide or not share its goals and philosophy. Depending on the combination of these fundamental components of behavior, four limiting types of human behavior in the organization can be singled out.

The first type: values ​​and norms of behavior are fully accepted. In this case, a person tries to behave in such a way that his actions do not in any way contradict the interests of the organization. He sincerely tries to be disciplined, to fulfill his role completely in accordance with the norms and behavior adopted in the organization. Therefore, the results of the actions of such a person largely depend on his personal abilities and abilities and on how correctly the content of his role is determined. This type of behavior can be characterized as the behavior of a devoted and disciplined member of the organization.

Bmopo type : a person does not accept the values ​​of the organization, but tries to behave, fully following the norms and forms of behavior adopted in the organization. Such a person can be described as an opportunist. He does everything right and according to the rules, but he can not be considered a reliable member of the organization, since he, although a good and executive, nevertheless can leave the organization at any time or take actions that may contradict the interests of the organization, but conform to it Own interests. For example, such a person will readily participate in a strike in order to achieve a salary increase.

The third type: the person accepts the values ​​of the organization, but does not accept the existing norms of behavior in it. In this case, a person can create many difficulties in the relationship with colleagues and management, he looks like the original. However, if an organization can afford to abandon the established norms of behavior in relation to its individual members and create a state of freedom of choice of behaviors for such members, they can find their place in the organization and benefit it.

The fourth type: the individual does not accept either the norms of behavior or the values ​​of the organization. This is an open rebel, which all the time comes into conflict with the organizational environment and creates conflict situations. It would be wrong to consider that this type of behavior is absolutely unacceptable in an organization and people who behave in this way do not need an organization. However, in most cases, "rebels" generate many problems that significantly complicate the life of the organization and even cause great damage to it (Figure 1.6).

Naturally, the organization is interested in having its members behave in a certain way. A possible approach to solving this problem is the selection of people with certain qualities that can guarantee the behavior desired by the organization for its members. However, it should be recognized that this approach has limited application, because, firstly, it is not always possible to find people with the necessary characteristics; secondly, there is no absolute guarantee that they will behave necessarily in the way that the organization expects, and , Thirdly, the requirements for the behavior of members of the organization from the side of the organizational environment can change over time, coming into conflict with the criteria by which people were selected to the organization.

Fig. 1 6. Matrix of types of inclusion of a person in an organization

The second approach, in principle, does not exclude the first, is that the organization affects a person, forcing him to modify his behavior in the direction necessary for her. This approach is possible and is based on the fact that a person has the ability to learn behavior, change his behavior on the basis of awareness of his previous behavioral experience and the requirements imposed on his behavior on the part of the environment.

Teaching behavior can be defined as a sufficiently time-stable process of changing a person's behavior on the basis of experience that reflects the actions of a person and the reaction of the environment to these actions.

To teach behavior is characterized by the presence of several moments. First, learning can go both on one's own experience, and on the experience of other people. Secondly, learning behavior does not necessarily apply only to actual actual behavior. It may concern potential behavior, i.e. Such behavior that can be carried out by a person, but which is not carried out by him in his practice of behavior. Thirdly, learning behavior is always expressed in a person's change. Even in the case when direct behavior has not changed, a person is already becoming different, as his behavioral potential changes.

There are three types of learning behavior. The first type is associated with human reflex behavior, with what is called in the teachings of I. Pavlov a conditional and unconditioned reflex. If, for example, the boss comes to the subordinates when he is dissatisfied with something, annoyed and intends to reprimand them, then any appearance of a superior can cause fear of subordinates, a desire to avoid this meeting, regardless of why he came to them. That is, the appearance of the chief develops a conditioned reflex of the desire to escape from his eyes.

The second type of learning behavior is based on the fact that a person draws conclusions from the consequences of his previous experience, consciously corrects and changes his behavior. The theoretical description of this type of learning is primarily based on the research of B. Skinner [5], who created the fundamentals of the theory of fixing the behavior that was carried out depending on its consequences. The essence of this theory boils down to the fact that if a person sees that his behavior leads to favorable consequences, then he seeks to repeat this behavior, if the consequences turn out to be negative, then the desire to behave in the same way will be significantly reduced in the same way. That is, human behavior is set by conscious comprehension of the results of the previous behavior.

The third type of learning behavior is learning based on observing behavior. Usually this is the observation of someone else's behavior. Man, regularly watching how people around him behave, automatically begins to adjust their behavior to their own behavior. He adopts their style and manners, skills of performing operations, etc. Often there is a purposeful observation of someone else's behavior in order to learn something useful. With the development of video recording facilities of the object, the possibilities of observation expand, and, in particular, the object of observation expands. Now a person can view the records of his own behavior, which can also significantly affect the behavior correction.

Obviously, all three types of learning behavior should be considered by the leadership of the organization in its attempts to correct and shape the behavior of members of the organization. Without diminishing the importance of each of these types of learning, it should nevertheless be stated that a second type of learning plays an exceptionally important role in the process of purposeful formation of human behavior in an organization.

What does a person in an organization learn, what aspects of his behavior are corrected or change in the process of learning? Firstly, after coming to the organization and continuing to operate in it, a person studies his functional role: what should he do to improve the performance of his work, how to carry out more efficiently the work, how and with whom to communicate in the course of work. At the same time, he learns to put emphasis in his work in terms of what is considered more important in the organization, and what is less important in his work, for which there is a reward, which is part of the assessment of the quality of his work. Secondly, in the organization, a person learns to perform formal procedural actions, such as filling out various forms and forms, filing applications, appointing and holding meetings, transmitting, receiving and executing a response to information received, temporary leaving the workplace, arriving and leaving Work, car parking, wearing a certain type of clothing, etc. Thirdly, a person learns to understand correctly and take his place in the organization. He learns the norms and values ​​existing in the organization, the values ​​and informal groups and relationships that are formed on their basis, learns to behave correctly with colleagues and management, determines for himself who to have close relations with and from whom to stay away, who to trust, on whom to rely and on whom to fear . Fourth, a person learns how to solve their own tasks in the organization, how to achieve their goals. So, for example, he learns how to make a career in an organization. Or how to achieve certain rewards and rewards. A person can learn how to use the capabilities of the organization or the capabilities of its individual members in order to solve their personal tasks that are not related to the activities of the organization. An employee can learn how to avoid complex and risky tasks, and even how, without doing anything, create the appearance that he is working hard.