非公式組織에 대한 人間關係論的 檢討 = A Study on Informal Organization

다국어 초록 (Multilingual Abstract)

Ⅰ. Introduction
At the beginning of the 19th century, the entrepreneurs were forced by the pressure of liberal capitalism to engage in large-scale competition for markets and in a merciless fight for the accumulation of capital. But at the same time this pressure had fundamentally changed aspects of labour and life of industrial workers, bringing along innumerable labour problems.
During the first industrial revolution, the attitude of the employers towards their workers was characterized by ruthless and usurious exploitation. But by the end of the century they become aware that labour is not inexhaustible, that it is expensive. Moreover, workers get organized in order to defend their value at the labour market and the most elementary guaranties of working conditions. Social legislation became a necessity and has been developed ever since, and the formation of labour groups in enterprises was institutionalized.
Gradually managers and administrators begin to take care of organization, coordination and techniques of production, while the classical entrepreneur had only worked for his profit. The changed situation is marked by a growing autonomy of the problems of the enterprise that may actually be considered as an independant social system. The whole field of organization has become of great importance with the rapid development of mechanization and automation (second industrial revolution). In the science of management the problems of organization take a relatively large part as no enterprise would be able to survive without it.
The structure of organization has a double character; the first being functional and technical, the second being social. This social structure has been gradually developing into an informal and spontaneous organization.
The function of informal organization shall be dealt with and integrated into the system of management in its concern with human relations. It is evident that these can be examined only as far as questions of management are related to them.

Ⅱ. Rationalization and Human Relations Approach

In a certain sense the techniques of management have become measures for solving problems of labour, the source of the surplus value of capital. The history of management consists of a continuous confrontation of capital and labour, and the development of capitalism can be traced back clearly. R.W. Taylor, for instance, who has played a great part in the history of scientific management (as its founder) wanted to rationalize and institutionalize the method of work by propagating his "science". This "science" relied exclusively on the ideal functioning of capital, but was not at all concerned with psychologic, human and sociologic problems of the workers. Therefore American labour groups were vigorously opposed to this movement of scientific has been worked out and has become the central problem of labour management. This step marked the beginning of the modern management science.
It is particularly noteworthy that the human relations approach was based on the discovery that informal organization was existing and functioning and had sprung up spontaneously formal organization background.

Ⅲ. The Necessity to Recognize Informal Organization

Even if status and role are determined very scientifically by formal organiits members gets stronger in direct contact and preferably outside of official forms; 3) informal relations may serve as a protection from or a defense against the requirements of organization.
The development of the capitalist production system at a high level requires doubtlessly a growing indifference towards thoughts, feelings and humanities of workers. But it has been stated that man not only works as homo economicus, but also acts as a social being. It is by this fact that Taylorism has lost its impact. The human relations approach has descerned the positive and the negative elements of informal organization. With this knowledge the establishment of a more rational management system is no longer possible without taking in account the mutual interdependence of formal and informal organization in order to achieve a maximum, benefit of capital.

Ⅳ. Informal Organization and the Logic of Situation

The two kinds of organizations are inseparably interrelated and determined together the social organization, but they obey to logics completely different from each other. Therefore they cannot be examined in the same way, i.e., the logic of sentiments cannot be replaced by the logic of cost or the logic of efficiency. Nevertheless, there is no denying the fact that both, formal and informal organization, function for the same common aim. In order to answer this demand the logics of organization must be made into one, and that ins where the logic of situation theory or of situation understanding takes its origin.
The aim of this logic of situations is the interior comprehension of human activities in management. The theory of human relations gets a new significance in this context as the individual and the social situation are considered at the same time so that the total situation might be more clearly understood. The logic of situations is, by the way, another social technique for management.

목차 (Table of Contents)

• Ⅰ. 序 論
• Ⅱ. 合理化와 人間關係論
• Ⅲ. 非公式組織 認識의 必要性
• Ⅳ. 非公式組織 展開의 論理
• Ⅴ. 非公式組織의 機能
• Ⅵ. 非公式組織과 情況의 論理