熵及耗散结构理论在团队绩效评价中的应用
摘要
目的：在熵和耗散结构理论的基础上，第一，分析团队形成耗散结构的可能性和条件，建立团队绩效评价的动态模型；第二，建立团队绩效评价的熵模型和评价指标，并在护理团队中对该评价模型进行有效性的验证，确保其可行性和合理性，为评估团队绩效提供一种新的动态方法和实用工具。
方法：在文献分析的基础上，探讨团队熵和耗散结构形成的可能性，分析团队形成内熵流和外熵流的原因。在分析原因的基础上建立团队绩效评价的熵模型评价指标和计算方法。将熵模型运用于实际护理团队中，选取某医院护理团队的指标值对团队的绩效进行评价，将评价结果与病人满意指数进行比较。
结果：研究结果支持了研究假设：（1）团队包含内熵流和外熵流，正是内熵流和外熵流的动态变化决定了团队的发展方向；（2）熵模型对团队绩效评价的结果与病人满意指数保持高一致，说明该医院的护理团队有良好的绩效，也说明团队绩效评价的熵模型可以在实际运用中使用，能够预测团队的发展阶段和趋势；（3）正是因为护理团队一直延续传统管理模式形成的稳定结构，使得护理团队的绩效始终处于最优值。
结论：（1）在熵增效应的作用下，团队的内部效率会递减并最终走向无序的状态，如果要让团队始终充满活力，维持在有序的状态，团队就必须扩大开放，积极引入负熵流；（2）团队绩效评价熵模型具有可行性，可以作为团队绩效评价的一种新的动态方法；（3）团队的发展有其自己的发展规律，稳定的管理模式会对团队的绩效产生影响，而盲目对管理模式的改革，很可能会使团队管理趋向混乱。
Objective: Based on the entropy and dissipative structure, we builta model for use in the team performance evaluation. The model was testedand verified in care team to ensure it feasibility and rationality. Ourstudy offered a new dynamic method and a practical tool for teamperformance evaluation.
Methods: Based on the analysis of the literature, we discussed thepossibility of entropy and dissipative structure formation on teams andreasons that caused entropy on teams. Then we built entropy model for usein the team performance evaluation on the reasons and calculation methods.The model was used and some indices were selected in a care team. The resultfrom the model was compared with the patients’ satisfaction.
Results：The results supported the hypotheses:(1) Entropy was existedwithin and outside teams, the dynamic changes of which led to team’sdirection.(2) The results of model was consistent with the patients’satisfaction and it explained the care team for use had good performance,which demonstrated the entropy model for team performance evaluationcould be used in practice and it was able to predict the stage anddevelopment of team.(3) The stable management mode led to the performanceat a highest point.
Conclusion：(1)Because of entropy, the internal efficiency of teamswill decrease and teams go to disorders, teams must be opened to introducethe negative entropy to maintain the order states.(2) The entropy modelis feasible and be used in practice as a dynamic method.(3)The development of teams has their own laws, the performance will be good in stablemanagement mode, blind reforms to the teams only make them into decline.
方法：在文献分析的基础上，探讨团队熵和耗散结构形成的可能性，分析团队形成内熵流和外熵流的原因。在分析原因的基础上建立团队绩效评价的熵模型评价指标和计算方法。将熵模型运用于实际护理团队中，选取某医院护理团队的指标值对团队的绩效进行评价，将评价结果与病人满意指数进行比较。
结果：研究结果支持了研究假设：（1）团队包含内熵流和外熵流，正是内熵流和外熵流的动态变化决定了团队的发展方向；（2）熵模型对团队绩效评价的结果与病人满意指数保持高一致，说明该医院的护理团队有良好的绩效，也说明团队绩效评价的熵模型可以在实际运用中使用，能够预测团队的发展阶段和趋势；（3）正是因为护理团队一直延续传统管理模式形成的稳定结构，使得护理团队的绩效始终处于最优值。
结论：（1）在熵增效应的作用下，团队的内部效率会递减并最终走向无序的状态，如果要让团队始终充满活力，维持在有序的状态，团队就必须扩大开放，积极引入负熵流；（2）团队绩效评价熵模型具有可行性，可以作为团队绩效评价的一种新的动态方法；（3）团队的发展有其自己的发展规律，稳定的管理模式会对团队的绩效产生影响，而盲目对管理模式的改革，很可能会使团队管理趋向混乱。
Objective: Based on the entropy and dissipative structure, we builta model for use in the team performance evaluation. The model was testedand verified in care team to ensure it feasibility and rationality. Ourstudy offered a new dynamic method and a practical tool for teamperformance evaluation.
Methods: Based on the analysis of the literature, we discussed thepossibility of entropy and dissipative structure formation on teams andreasons that caused entropy on teams. Then we built entropy model for usein the team performance evaluation on the reasons and calculation methods.The model was used and some indices were selected in a care team. The resultfrom the model was compared with the patients’ satisfaction.
Results：The results supported the hypotheses:(1) Entropy was existedwithin and outside teams, the dynamic changes of which led to team’sdirection.(2) The results of model was consistent with the patients’satisfaction and it explained the care team for use had good performance,which demonstrated the entropy model for team performance evaluationcould be used in practice and it was able to predict the stage anddevelopment of team.(3) The stable management mode led to the performanceat a highest point.
Conclusion：(1)Because of entropy, the internal efficiency of teamswill decrease and teams go to disorders, teams must be opened to introducethe negative entropy to maintain the order states.(2) The entropy modelis feasible and be used in practice as a dynamic method.(3)The development of teams has their own laws, the performance will be good in stablemanagement mode, blind reforms to the teams only make them into decline.
引文
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[3]Shannon CE. A mathematical theory of communication[J]. Bell System TechnicalJournal1948,27：379-423.
[4]Frenken K, et al. Variety and niche creation in aircraft, helicopters,motorcycles and microcomputers[J]. Research Policy，1999，28(5):469-488.
[5]Bushuyev SD, et al. Entropy measurement as a project control tool [J].International Journal of Project Management，1999，17(6),343–350.
[6]Calinescu A, et al. Applying and assessing two methods for measuring complexityin manufacturing[J]. Journal of the Operational Research Society，1998，49：723–733.
[7]Deshmukh AV, et al. Complexity in manufacturing systems, Part1: Analysis ofstatic complexity [J]. IIE Transactions，1998，30(4):35–44.
[8]Karp A，et al. Improving shop floor control: An entropy model approach [J].International Journal of Production Research,1992，30(4):923–938.
[9]Holland CP, et al. A stage maturity model for enterprise resource planning systemsuse[J].SIGMIS Database,2001,32(2):34-45.
[10]Sivadasan S,et al. Advances on measuring the operational complexity ofsupplier-customer systems[J]. European Journal of Operational Research2006,171(1):208-226.
[11]任佩瑜,张莉,宋勇.基于复杂性科学的管理熵、管理耗散结构理论及其在企业组织与决策中的作用[J].管理世界,2001,6:142-147.
[12]任佩瑜,余伟萍,杨安华.基于管理熵的中国上市公司生命周期与能力策略研究[J].中国工业经济,2004,10:76-82.
[13]吴玲,任佩瑜,陈维政,贺红梅.管理系统中的熵理论及利益相关者框架下企业综合绩效的熵值评估法[J].软科学,2004,18(1):36-43.
[14]Witt U. Self-organization and economics--what is new?[J] Structural Change andEconomic Dynamics,1997,8(4):489-507.
[15]Gersick CJ. Revolutionary change theories: A multilevel exploration of thepunctuated equilibrium paradigm[J].The Academy of Management Review,1991,16(1):10-36.
[16] Thiétart RA, et al. Chaos Theory and Organization[J].Organization Science,1995,6(1):19-31.
[17]Jantsch E. The Self-organizing Universe: Scientific and Human Implication ofthe Emerging Paradigm of Evolution[DB/OL].1980, George Braziller, New York. Fromhttp://forum.prisonplanet.com/index.php?topic=195997.0
[18]Gemmill G, et al. A dissipative structure model of organization transformation[J]. Human Relations,1985,38(8):751-766.
[19]Smith C, et al. Change in the small group: A dissipative structureperspective[J].Human Relations,1991,44(7):697-716.
[20]Liefer R. Understanding Organizational Transformation Using a DissipativeStructure Model[J]. Human Relations,1989,42:899–916.
[21]Carayannis EG.Organizational transformation and strategic learning in high risk,high complexity environments[J].Technovation,1998,19(2):87-103.
[22]MacIntosh R, et al. Conditioned emergence: a dissipative structures approachto transformation[J].Strategic Management Journal,1999,20(4):297-316.
[23]秦磊,毛道维.基于管理熵管理耗散结构的企业家活动配置研究[J].统计与决策，2010，1:166-169.
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