组织决策的影响力分布特征及中英比较

An analysis of organizational influence on decision-making in China and some comparisons with Britain

本研究深入分析了组织内部各层次及外部机构对 1 8项决策的影响力。结果指出 :①我国企业存在着四种高层管理与中层管理的决策分工协作模型 ,即高层主导决策、中层自主决策、共同决策及层次决策模型 ,这说明我国企业中层管理的作用得到了加强 ,他们对决策的影响高于英国企业。②中国企业中 ,工人和基层管理的影响力普遍较小 ,尤其是在短期决策上 ,他们的影响力显著地小于英国企业。③中、英两国企业工会的影响力都很小 ,没有显著差别。但是从阻止力上分析 ,英国企业工会的作用显著地大于中国企业。这说明阻止力是一种独特的影响决策的方式 ,需要进一步的研究。

In an effort to construct a socialist economic market, China has launched a series of management reforms with the aim at a more democratic management system and, in particular, a more decentralized decision making system. For example, in 1992, the Chinese State Council promulgated the “Regulations on Changing Management Systems in the State Industrial Enterprises”, which delegated more power from state to enterprises in such decisions as production, product development, sales, pricing, purchase of materials, use of funds, handling of assets, structural establishment, personal and labor, wages and bonuses, and acquisition and mergence. This research used an instrument developed by the industrial Democracy in Europe International (IDE) research group to explore the influence of organizational levels on 18 types of decisions in China. Based on parallel investigations in China and Britain, a cross cultural comparison was also made to reveal the differences in influence structures as well as in resistance patterns between these two countries. The results show the following: 1) In Chinese enterprises there are four collaborative decision making patterns between top management and middle management: top management domination, middle management determination, collaborative discussion, and hierarchical decision making. These patterns reflect an improved role of Chinese middle management in organizational decision making. T tests further indicate that Chinese middle management has larger influence than British middle management; 2) Chinese foremen and workers seem to have very limited influence on decisions. Particularly, their influence on short term decisions are significantly less than British equivalents; 3) No significant differences in influence scores have been found between Chinese and British representative bodies both of them have very little influence. However, the analysis of resistance to decisions indicates that representative bodies of British enterprises are more powerful.