工中最常见的行为类型。
The third model of organisational behaviour is an eccentric. People accept the organisation’s goals, but do not accept existing traditions and norms of behaviour. In this case, a person can generate a lot of difficulties in relationships with colleagues and leaders. He looks like “rara avis” in the team. However, if the leadership of the organisation finds the courage to abandon well-established rules of conduct for individual employees and give them freedom to choose behaviour patterns that they can find their place in the organisation and bring it the significant benefit. This type of the model includes a lot of talented and creative people, who can generate new ideas and original solutions.
第三种组织行为模式是古怪的。人们接受组织的目标，但不接受现有的传统和行为规范。在这种情况下，一个人在与同事和领导者的关系中会遇到很多困难。他在队里看起来像个“拉拉”。然而，如果组织的领导层有勇气放弃既定的员工行为规则，让他们自由选择行为模式，他们就可以在组织中找到自己的位置，并为组织带来重大利益。这种类型的模式包括许多有才华和创造力的人，他们可以产生新的想法和原创的解决方案。
The fourth model is a rebel. The individual does not accept any ethics or values of the organisation. This is an open rebel, who always comes into conflict with the organisational environment and creates a conflict. The “rebels” by their behaviour create a lot of problems that significantly load the organisation’s life with obstacles, and even cause it harm. However, it would be wrong to assume that this type of organisational behaviour is absolutely unacceptable, and people who behave in this way, do not need the organisation. In spite of all inconveniences they create, there are a lot of talented individuals among them, whose presence bring the great benefit to the organisation. For example, there is a special program “Free employee” in IBM. Leaders select employees from the notorious “rebels” (it is around 50 employees in IBM). Then, these workers receive full freedom of actions for five years with one aim – always shake the system of the organisation from top to bottom.
第四种模式是反叛者。个人不接受组织的任何道德或价值观。这是一个公开的反叛者，他总是与组织环境发生冲突并制造冲突。“反叛者”的行为造成了许多问题，给组织的生活带来了巨大的障碍，甚至造成了伤害。然而，如果认为这种组织行为是绝对不可接受的，那么这种行为的人就不需要组织，这是错误的。尽管他们制造了种种不便，但他们中有很多才华横溢的人，他们的存在给组织带来了巨大的利益。例如，IBM有一个特殊的程序“免费员工”。领导者从臭名昭著的“反叛者”中挑选员工（IBM大约有50名员工）。然后，这些工人在五年内享有完全的行动自由，目标只有一个——始终从上到下动摇组织的体系。
Motivation in organisations 组织中的动机
The motivation of internal or external forces towards a person, which provoke enthusiasm and resistance to chase a certain course of actions. According to Baron and Greenberg “Although motivation is a broad and complex concept, organisational scientists have agreed on its basic characteristics. Drawing from various social sciences, we define motivation as the set of processes that arouse, direct, and maintain human behaviour toward attaining some goal” (Baron and Greenberg (2008) page 248).
内部或外部力量对一个人的动机，激发了追求某一行动的热情和阻力。根据Baron和Greenberg的观点，“尽管动机是一个广泛而复杂的概念，但组织科学家已经就其基本特征达成了一致。根据各种社会科学，我们将动机定义为唤起、指导和维持人类行为以实现某个目标的一组过程”。
Ian Brooks in his book “Organisational Behaviour: Individuals, Groups and Organisation” noted that “All organisations exist in a complex and usually dynamic environment. The “business” environment comprises an array of forces which both influence an organisation and are framed by the organisation. These forces may be categorised. One such typology is the PEST model, where the environment is thought to comprise political, economic, social and technological forces. If we add legal, ecological and competitive processes to this we have included most aspects of the external environment. It can be argued that organisations behave in response to environmental forces and, in turn, their behaviour, or strategy, influences their environment.” (Brooks (2006) page 3).
伊恩·布鲁克斯在其著作《组织行为：个人、团体和组织》中指出，“所有组织都存在于一个复杂且通常是动态的环境中。”“商业”环境包括一系列力量，这些力量既影响组织，又受组织的影响。这些力量可以进行分类。其中一种类型是PEST模型，其中环境被认为包括政治、经济、社会和技术力量。如果我们再加上法律、生态和竞争程序，我们已经包括了外部环境的大部分方面。可以说，组织的行为是对环境力量的反应，反过来，他们的行为或战略会影响他们的环境。”
In addition, the human factor plays a crucial role in the organisation. One of the main problems of organizational behaviour is the problem of execution. The practice of human resource manageme
