[Management Behavior] Chapter 10: Loyalty and Integration into the Organization. How can individual loyalty be cultivated?

Roughly speaking

1. Chapter 10 of Management Action. Individual loyalty that will overwhelmingly enhance the organization's utility.
2. Introducing the mechanisms in which individuals become integrated into an organization.
3. It's okay to integrate it, but there are also side effects.

Chapter 10: Stories about Loyalty and Integration into Organizations

This time, chapter 10. Click here for the table of contents for all articles.

• Introduction and Chapter 1: Anatomy of the tissue
• Chapter 2: Existing management theory is merely trying to solve it by extracting the same aspects of the organization
• Chapter 3 Is that true? Do you have an opinion?
• Chapter 4: Six limits of human rationality seen in Prohibition.
• Chapter 5: Psychology of Business Decisions. Should I solve the problem with intuition or with thought?
• Chapter 6: Organizational equilibrium. How can you coordinate the life goals of a conscious employee with an ordinary individual and rapidly grow your organization?
• Chapter 7: The role of authority and how to move people well. Persuasion? suggestion? instruction?
• Chapter 8 Communication and Training
• Chapter 9: Standards for efficiency
• Chapter 10: Loyalty and Integration into Organizations. How can individual loyalty be cultivated?
• Chapter 11 (End) Tissue Anatomy.

This time, we will consider individual loyalty. When maximizing the utility of an organization, one tends to think about efficiency aimed at reducing costs, but in fact, increasing individual loyalty can lead to more efficiency. It is more beneficial to implement measures so that individuals can clearly grasp and implement the organization's goals.

There are two subtle tensions between individuals and organizations, Bernard, a business manager known for his role as a manager. points out.

1. Decide whether individuals will invest their efforts into the organization.
2. The organization makes decisions and encourages individuals to become integrated into the organization, thereby subordinating their decisions.

Of these, psychological states 1 are discussed mainly from the individual's perspective in Chapter 6. This time, from the perspective of an organization's manager, we will introduce how to successfully utilize individual loyalty in the organization and the disadvantages of integration into the organization.

Mechanisms in which individuals become integrated into an organization

According to Simon, the following mechanisms are used to integrate individuals into an organization:

1. Personal interest in an organization can encourage oneself to become integrated into the organization. For example, fame, pride, friendship and pay can be incentives.
2. Private management psychology will be transferred. For example, individual feelings expand and they start to cherish employees in their department like their own children, or start to have love for the group.
3. The focus of attention is limited. The fixation of focus through integration into the organization encourages problems to be automatically solved in the framework. Often, they become unable to flatly consider other possibilities.

The efficiency criteria in Chapter 9 state that an organization's purpose should be measured by the degree of achievement and efficiency of the objective, but integration into the organization can be both a poison or a drug. Transfer of personal management psychology and limiting focus on attention are often prone to act as toxic. This often hearing problem occurs, such as whether my child is cute and not being able to solve problems or the way they solve problems is no longer user-first. Let's dig deeper in the next section.

The disadvantages of integration into an organization

The disadvantages of organizational integration can be summarized as follows:

1. At high-level organizational goals, efficiency is often difficult to measure, and no matter how fully integrated into the organization, it will depend on the individual's abilities.
2. They only refer to related information about the issues that the organization gives them, overlooks other factors, or reverses priorities.
3. No matter how much integration is carried out with the organization, communication imperfections cannot be wiped out.
4. Integration into organizations can turn into integration into factional integration, causing conflicts between groups.

No matter how much benefits it offers, you will notice that there are many impacts to consider, even if it encourages integration into an organization. And both are hard to prevent. There are some things that are difficult to recognize.

Why is it so difficult for humans to handle? The cause is that humans have a social nature that rewards them with a sense of belonging to a group. Human sociality comes from the ability to think more altruistically than competition. As a rule of thumb, we understand that it is advantageous for conserving species over perfect competitive states, i.e., natural selection. However, no matter how much they feel about belonging to the group, if the group cannot understand each other, conflicts will arise. What makes humans so troublesome, unlike other species of animals, is that even though they are prettably in the same organization and the same direction, they have a complex social nature that allows individual groups to conflict behind the scenes.

As an organization's manager, it is necessary to do steady work to quietly detect and eliminate side effects, while encouraging the organization's integration. There is also the idea of ​​making use of factions. A characteristic of large companies is that certain decisions are made smoothly thanks to factual factions.

Aside (Gonjicchi memo)

Notes are written for each chapter using iPad Pro and Apple Pencil. This time it's not an e-book, but it has around 550 pages, making it inconvenient to carry around. If you make a note of it on your tablet, you can do it on your smartphone when you review it later.