国外组织行为学课件 皮尔森 ch09
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国外组织行为学课件皮尔森ch10
number of links in the communication chain.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 17
Filtering (continued)
Chapter 10/ Slide 2
Learning Objectives (continued)
4. Review the role of verbal and nonverbal communication at work.
5. Discuss gender differences in communication and identify how a failure to recognize these differences can cause communication problems.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 12
Upward Communication
• Information that flows from the bottom of the organization toward the top.
• Transmitting – Purchasing manager sends memo by email.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 7
A Model of the Communication Process and an Example (continued)
2. Discuss barriers to effective manageremployee communication.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 17
Filtering (continued)
Chapter 10/ Slide 2
Learning Objectives (continued)
4. Review the role of verbal and nonverbal communication at work.
5. Discuss gender differences in communication and identify how a failure to recognize these differences can cause communication problems.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 12
Upward Communication
• Information that flows from the bottom of the organization toward the top.
• Transmitting – Purchasing manager sends memo by email.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 7
A Model of the Communication Process and an Example (continued)
2. Discuss barriers to effective manageremployee communication.
组织行为学第一张皮尔森
• Managing organizational behaviour
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 13
Management
• Management is the art of getting things acplished in organizations through others
4. Contrast the classical viewpoint of management with that which the human relations movement advocated
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 2
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 11
How Much Do You Know About Organizational Behaviour
continued
• People are very good at giving sensible reasons why the sቤተ መጻሕፍቲ ባይዱme statement is either true or false
• Social inventions for acplishing mon goals through group effort
• Social inventions: The coordinated presence of people
• The field of organizational behaviour is about understanding people and managing them to work effectively
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 13
Management
• Management is the art of getting things acplished in organizations through others
4. Contrast the classical viewpoint of management with that which the human relations movement advocated
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 2
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 11
How Much Do You Know About Organizational Behaviour
continued
• People are very good at giving sensible reasons why the sቤተ መጻሕፍቲ ባይዱme statement is either true or false
• Social inventions for acplishing mon goals through group effort
• Social inventions: The coordinated presence of people
• The field of organizational behaviour is about understanding people and managing them to work effectively
【组织设计】国外组织行为学课件皮尔森ch02
self-monitoring, and self-esteem.
Copyright © 2011 Pearson Canada Inc.
Chapter 2/ Slide 2
Chapter
2
Learning Objectives (continued)
5. Discuss positive and negative affectivity, proactive personality, general self-efficacy, and core self-evaluations.
6. Define learning and describe what is learned in organizations.
7. Explain operant learning theory and differentiate between positive and negative reinforcements.
• Dimensions and traits that are determined by genetic predisposition and one’s long-term learning history.
• People have a variety of personality characteristics.
Copyright © 2011 Pearson Canada Inc.
Chapter 2/ Slide 5
Personality and Organizational Behaviour
• Personality has a long history in organizational behaviour.
Copyright © 2011 Pearson Canada Inc.
Chapter 2/ Slide 2
Chapter
2
Learning Objectives (continued)
5. Discuss positive and negative affectivity, proactive personality, general self-efficacy, and core self-evaluations.
6. Define learning and describe what is learned in organizations.
7. Explain operant learning theory and differentiate between positive and negative reinforcements.
• Dimensions and traits that are determined by genetic predisposition and one’s long-term learning history.
• People have a variety of personality characteristics.
Copyright © 2011 Pearson Canada Inc.
Chapter 2/ Slide 5
Personality and Organizational Behaviour
• Personality has a long history in organizational behaviour.
国外组织行为学课件皮尔森ch
Copyright © 2011 Pearson Canada Inc.
Chapter 2/ Slide 5
Personality and Organizational Behaviour
• Personality has a long history in organizational behaviour.
• Situations can be described as being either “weak” or “strong”.
• In weak situations, roles are loosely defined, there are few rules and weak reinforcement and punishment contingencies.
– The dispositional approach – The situational approach – The interactionist approach
Copyright © 2011 Pearson Canada Inc.
Chapter 2/ Slide 6
The Dispositional Approach
Chapter 2/ Slide 8
The Interactionist Approach
• Organizational behaviour is a function of both dispositions and the situation.
• To predict and understand organizational behaviour, we need to know something about an individual’s personality and the work setting.
《组织行为学》PPT课件226页PPT
一、主要内容
本课程系统地介绍了组织行为学的基本理论、 基本知识和基本方法。内容包括个体心理与行为 的研究，群体心理与行为的研究，有效的激励和 领导机制，组织心理与行为的研究等。
二、课程教学目标
1．使学生能比较全面系统地掌握组织行为学的基 本理论、基本知识和基本方法；
2．提高学生在实践领导工作和管理工作过程中， 对人的心理和行为的预测、引导和控制的能力；
行为规律性的基础上，提高预测、引导、控制 人的行为的能力，以达到组织既定的目标。
四、组织行为学的性质
（一）边缘性 1．多学科相交叉性。 2．多层次相交切性。 1）个体是组织行为学研究的基础和出发点。 2）群体是第二层次。群体的由个体组成的，
个体的人同时又是群体的成员。 3）组织是第三层次。组织是由群体组成的，
案例
A女士是一个咨询公司老板，她的客户中有惠普等一些 大公司，目前的营业额为300万美元，她有20个雇员。 但她感到不满意，因为客户到她的公司来咨询大多仍是 冲着她个人来的。她感到自己没有能够创立一个她曾决 心要建立的充满关爱、不断发展的组织。尽管她在努力， 但她雇的两个副总仍不买帐，公开斗争。
苏东水 著 《管理心理学》 复旦大学出版社 周三多 著 《管理学原理》 复旦大学出版社 黑尔里格尔 等著 《组织行为学》 中国社会科
学出版社 杨锡山 著《西方组织行为学》中国展望出版社
七、考核方式
平时成绩50%（到课情况，课堂训练，提问） 期末笔试50%（开卷）
九、其他说明
《组织行为学》是一门理论与实践紧密结合的应 用性课程，要求学生学会收集案例并运用所学理 论进行分析。
《组织行为学》PPT课件
1、纪律是管理关系的形式。——阿法 纳西耶 夫 2、改革如果不讲纪律，就难以成功。
本课程系统地介绍了组织行为学的基本理论、 基本知识和基本方法。内容包括个体心理与行为 的研究，群体心理与行为的研究，有效的激励和 领导机制，组织心理与行为的研究等。
二、课程教学目标
1．使学生能比较全面系统地掌握组织行为学的基 本理论、基本知识和基本方法；
2．提高学生在实践领导工作和管理工作过程中， 对人的心理和行为的预测、引导和控制的能力；
行为规律性的基础上，提高预测、引导、控制 人的行为的能力，以达到组织既定的目标。
四、组织行为学的性质
（一）边缘性 1．多学科相交叉性。 2．多层次相交切性。 1）个体是组织行为学研究的基础和出发点。 2）群体是第二层次。群体的由个体组成的，
个体的人同时又是群体的成员。 3）组织是第三层次。组织是由群体组成的，
案例
A女士是一个咨询公司老板，她的客户中有惠普等一些 大公司，目前的营业额为300万美元，她有20个雇员。 但她感到不满意，因为客户到她的公司来咨询大多仍是 冲着她个人来的。她感到自己没有能够创立一个她曾决 心要建立的充满关爱、不断发展的组织。尽管她在努力， 但她雇的两个副总仍不买帐，公开斗争。
苏东水 著 《管理心理学》 复旦大学出版社 周三多 著 《管理学原理》 复旦大学出版社 黑尔里格尔 等著 《组织行为学》 中国社会科
学出版社 杨锡山 著《西方组织行为学》中国展望出版社
七、考核方式
平时成绩50%（到课情况，课堂训练，提问） 期末笔试50%（开卷）
九、其他说明
《组织行为学》是一门理论与实践紧密结合的应 用性课程，要求学生学会收集案例并运用所学理 论进行分析。
《组织行为学》PPT课件
1、纪律是管理关系的形式。——阿法 纳西耶 夫 2、改革如果不讲纪律，就难以成功。
国外组织行为学课件皮尔森ch03
perception is occurring
• Each component influences the perceiver’s impression or interpretation of the target.
Copyright © 2011 Pearson Canada Inc.
Chapter 3/ Slide 6
Chapter 3/ Slide 3
Learning Object来自ves (continued)
8. Define trust perceptions and perceived organizational support and describe organizational support theory.
5. Discuss various biases in attribution.
Copyright © 2011 Pearson Canada Inc.
Chapter 3/ Slide 2
Learning Objectives (continued)
6. Discuss the concepts of workforce diversity and valuing diversity.
9. Discuss person perception and perceptual biases in human resources.
Copyright © 2011 Pearson Canada Inc.
Chapter 3/ Slide 4
What Is Perception?
• The process of interpreting the messages of our senses to provide order and meaning to the environment.
• Each component influences the perceiver’s impression or interpretation of the target.
Copyright © 2011 Pearson Canada Inc.
Chapter 3/ Slide 6
Chapter 3/ Slide 3
Learning Object来自ves (continued)
8. Define trust perceptions and perceived organizational support and describe organizational support theory.
5. Discuss various biases in attribution.
Copyright © 2011 Pearson Canada Inc.
Chapter 3/ Slide 2
Learning Objectives (continued)
6. Discuss the concepts of workforce diversity and valuing diversity.
9. Discuss person perception and perceptual biases in human resources.
Copyright © 2011 Pearson Canada Inc.
Chapter 3/ Slide 4
What Is Perception?
• The process of interpreting the messages of our senses to provide order and meaning to the environment.
组织行为学第一张皮尔森
Learning Objectives (continued)
5. Describe the contemporary contingency approach to management.
6. Explain what managers do – their roles, activities, agendas for action, and thought processes.
What Is Organizational Behaviour?
• The attitudes and behaviours of individuals and groups in organizations.
• How organizations can be structured more effectively.
attitudes and behaviour as well as the competitiveness and effectiveness of organizations.
How Much Do You Know About Organizational Behaviour?
• Consider whether the following statements are true or false:
• How events in the external environment affect organizations.
Why Study Organizational Behaviour?
• Organizational behaviour is interesting. It is about people and human nature.
国外组织行为学课件皮尔森ch10
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 4
What is Communication?
• The process by which information is exchanged between a sender and a receiver.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 11
Downward Communication
• Information that flows from the top of the organization toward the bottom.
Chapter 10
Communication
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 1
Learning Objectives
1. Define communication and explain why communication by the strict chain of command is often ineffective.
Chapter 10/ Slide 16
Filtering
• The tendency for a message to be watered down or stopped during transmission.
• Both upward and downward filtering can occur. • The potential for filtering increases with the
国外组织行为学课件皮尔森ch10
6. Discuss challenges relating to cross-cultural communication and identify useful strategies to deter miscommunication.
Copyright © 2011 Pearson Canada Inc.
2. Discuss barriers to effective manageremployee communication.
3. Explain the organizational grapevine and discuss its main features.
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 13
Horizontal Communication
• Information that flows between departments or functional units, usually as a means of coordinating effort.
• Interpersonal communication involves the exchange of information between people.
• The simplest prototype for interpersonal communication is a one-on-one exchange between two individuals.
Chapter 10/ Slide 2
Learning Objectives (continued)
Copyright © 2011 Pearson Canada Inc.
2. Discuss barriers to effective manageremployee communication.
3. Explain the organizational grapevine and discuss its main features.
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Chapter 10/ Slide 13
Horizontal Communication
• Information that flows between departments or functional units, usually as a means of coordinating effort.
• Interpersonal communication involves the exchange of information between people.
• The simplest prototype for interpersonal communication is a one-on-one exchange between two individuals.
Chapter 10/ Slide 2
Learning Objectives (continued)
优选国外组织行为学课件皮尔森
self-monitoring, and self-esteem.
Chapter
2
Learning Objectives (continued)
5. Discuss positive and negative affectivity, proactive personality, general self-efficacy, and core self-evaluations.
11.Describe organizational learning practices.
What Is Personality?
• The relatively stable set of psychological characteristics that influences the way an individual interacts with his or her environment and how he or she feels, thinks, and behaves.
• Individuals possess stable traits or characteristics that influence their attitudes and behaviours.
• Individuals are predisposed to behave in certain ways.
• Dimensions and traits that are determined by genetic predisposition and one’s long-term learning history.
• People have a variety of personality characteristics.
Chapter
2
Learning Objectives (continued)
5. Discuss positive and negative affectivity, proactive personality, general self-efficacy, and core self-evaluations.
11.Describe organizational learning practices.
What Is Personality?
• The relatively stable set of psychological characteristics that influences the way an individual interacts with his or her environment and how he or she feels, thinks, and behaves.
• Individuals possess stable traits or characteristics that influence their attitudes and behaviours.
• Individuals are predisposed to behave in certain ways.
• Dimensions and traits that are determined by genetic predisposition and one’s long-term learning history.
• People have a variety of personality characteristics.
国外组织行为学课件皮尔森详解演示文稿
• To predict and understand organizational behaviour, we need to know something about an individual’s personality and the work setting.
6. Define learning and describe what is learned in organizations.
7. Explain operant learning theory and differentiate between positive and negative reinforcements.
国外组织行为学课件皮尔森详解演示文稿
优选国外组织行为学课件皮尔森
Chapter
2
Learning Objectives
1. Define personality and discuss its general role in influencing organizational behaviour.
The Situational Approach
• Characteristics of the organizational setting such as rewards and punishment influence people’s feelings, attitudes and behaviour.
• Individuals possess stable traits or characteristics that influence their attitudes and behaviours.
• Individuals are predisposed to behave in certain ways.
6. Define learning and describe what is learned in organizations.
7. Explain operant learning theory and differentiate between positive and negative reinforcements.
国外组织行为学课件皮尔森详解演示文稿
优选国外组织行为学课件皮尔森
Chapter
2
Learning Objectives
1. Define personality and discuss its general role in influencing organizational behaviour.
The Situational Approach
• Characteristics of the organizational setting such as rewards and punishment influence people’s feelings, attitudes and behaviour.
• Individuals possess stable traits or characteristics that influence their attitudes and behaviours.
• Individuals are predisposed to behave in certain ways.
组织行为学第一张皮尔森
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 6
What Is Organizational Behaviour
• The attitudes and behaviours of individuals and groups in organizations
• How organizations can be structured more effectively
• How events in the external environment affect organizations
Copyright © 2011 Pearson Canada Inc
2. Explain the concept of organizational behaviour and describe the goals of the field
3. Define management and describe what managers do to accomplish goals
Learning Objectives continued
5. Describe the contemporary contingency approach to management
6. Explain what managers do – their roles; activities; agendas for action; and thought processes
Copyright © 2011 Pearson Canada Inc
Chapter 1 / Slide 8
Why Study Organizational Behaviour continued
国外组织行为学课件皮尔森ch09
6. Describe and evaluate Leader-MemberExchange Theory.
国外组织行为学课件皮尔森ch09
Learning Objectives
7. Discuss the merits of transactional and transformational leadership.
国外组织行为学课件皮尔森ch09
The Consequences of Consideration and Structure
• Consideration and initiating structure both contribute positively to employees’ motivation, job satisfaction, and leader effectiveness.
• Initiating structure is slightly more strongly related to leader job performance and group performance.
• The relative importance of consideration and initiating structure varies according to the nature of the leadership situation.
8. Define and discuss ethical and authentic leadership.
9. Explain the role that culture plays in leadership effectiveness and describe global leadership.
国外组织行为学课件皮尔森ch09
Learning Objectives
7. Discuss the merits of transactional and transformational leadership.
国外组织行为学课件皮尔森ch09
The Consequences of Consideration and Structure
• Consideration and initiating structure both contribute positively to employees’ motivation, job satisfaction, and leader effectiveness.
• Initiating structure is slightly more strongly related to leader job performance and group performance.
• The relative importance of consideration and initiating structure varies according to the nature of the leadership situation.
8. Define and discuss ethical and authentic leadership.
9. Explain the role that culture plays in leadership effectiveness and describe global leadership.
组织行为学第一张皮尔森
• The attitudes and behaviours of individuals and groups in organizations.
• How organizations can be structured more effectively.
• How events in the external environment affect organizations.
1. Effective leaders tend to possess identical personality traits.
2. Nearly all workers prefer stimulating, challenging jobs.
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Learning Objectives
(continued) 5. Describe the contemporary contingency
approach to management. 6. Explain what managers do – their roles,
• Attempts to prescribe the “correct” way to manage an organization and achieve its goals:
– Classical view and bureacuracy – Human relations view
Copyright © 2011 Pearson Canada Inc.
(continued)
• Goal Accomplishment: Organizational survival and adaptation to change are important goals.
• How organizations can be structured more effectively.
• How events in the external environment affect organizations.
1. Effective leaders tend to possess identical personality traits.
2. Nearly all workers prefer stimulating, challenging jobs.
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Learning Objectives
(continued) 5. Describe the contemporary contingency
approach to management. 6. Explain what managers do – their roles,
• Attempts to prescribe the “correct” way to manage an organization and achieve its goals:
– Classical view and bureacuracy – Human relations view
Copyright © 2011 Pearson Canada Inc.
(continued)
• Goal Accomplishment: Organizational survival and adaptation to change are important goals.
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6. Describe and evaluate Leader-MemberExchange Theory.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 3
Learning Objectives
7. Discuss the merits of transactional and transformational leadership. 8. Define and discuss ethical and authentic leadership. 9. Explain the role that culture plays in leadership effectiveness and describe global leadership. 10.Describe gender differences in leadership and explain why women are underrepresented in leadership roles in organizations.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 16
The Consequences of Consideration and Structure
• Consideration and initiating structure both contribute positively to employees’ motivation, job satisfaction, and leader effectiveness.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 8
Research on Leadership Traits
• The search for leadership traits began during World War I.
• Traits are individual characteristics such as physical attributes, intellectual ability, and personality. • Some traits are associated with leadership.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 9
Traits Associated with Leadership Effectiveness
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 10
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 5
Strategic Leadership
• Leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization. • Strategic leaders are open and honest in their interactions with the organization’s stakeholders and they focus on the future.
– Consideration
– Initiating structure
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 14
Consideration
• The extent to which a leader is approachable and shows personal concern and respect for employees. • The considerate leader is seen as friendly and egalitarian, expresses appreciation and support, and is protective of group welfare.
Chapter 9
Leadership
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 1
Learning Objectives
1. Define leadership and discuss the role of formal and strategic leadership. 2. Explain and critically evaluate the trait approach to leadership. 3. Explain the concepts of leader consideration, initiating structure, reward, and punishment behaviour and their consequences.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 12
Limitations of the Trait Approach (continued)
• Some traits are associated with leadership success. • Traits alone are not sufficient for successful leadership. • Traits are only a precondition for certain actions that a leader must take in order to be successful.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 13
The Behaviour of Leaders
• The most involved, systematic study of leadership was begun at Ohio State University in the 1940s. • Employees described their superiors along a number of behavioural dimensions. • The results revealed two basic kinds of behaviour:
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 6
Formal Leadership
• Individuals with titles such as manager, executive, supervisor, and department head occupy formal or assigned leadership roles. • They are expected to influence others, and they are given specific authority to direct employees. • Individuals might also emerge to occupy informal leadership roles. They do not have formal authority.
Research on Leadership Traits (continued)
• Three of the “Big Five” dimensions of personality (agreeableness, extraversion, openness to experience) are related to leadership behaviours.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 4
What Is Leadership?
• The influence that particular individuals exert on the goal achievement of others in an organizational context. • Effective leadership exerts influence in a way that achieves organizational goals.
Copyright © 2011 Pearson Canada Inc.
Chapucture
• The degree to which a leader concentrates on group goal attainment. • The structuring leader clearly defines and organizes his or her role and the roles of followers, stresses standard procedures, schedules the work to be done, and assigns employees to particular tasks.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 2