组织行为学主要概念中英文对照

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组织行为学【英文版】

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Individual Level in the OB Model
Biographical Characteristics 传记特点 Productivity Absence Motivation 激励 Learning 学习 Individual decision making Turnover Satisfaction
Robbins, Millett, Waters-Marsh, Organisational Behaviour 4e © 2004 Pearson Education Australia
Learning Objectives
1. Define organisational behaviour (OB). 2. Explain the value of the systematic study of OB. 3. Identify the three levels of analysis in this book’s OB model. 4. Explain the need for a contingency approach to the study of OB. 5. Identify the contributions made by major behavioural science disciplines to OB. 6. List the major challenges and opportunities for managers to use OB concepts. 7. Describe why managers require a knowledge of OB.
Dependent variables
1. Productivity 生产率 2. Turnover 流动率 3. Absenteeism 缺勤率

组织行为学词汇

组织行为学(Organizational Behavior) 本部分词汇包括以下内容：1、个体心理与行为2、人际关系与群体行为3、领导行为与领导理论4、激励理论5、组织行为理论6、组织变革与发展affiliated manager关系型管理者affiliation need归属需要action research行为研究action skill行为技巧action training行为培训action learning行为教育activity analysis行为分析activity chart行为图activity learning行为教育activity teaching行为培训attainment test成就性测验attitude scales态度等级authoritarian theory权威领导理论autocratic control专利控制autonomous work group独立工作小组abnormal behavior变态行为behavior contrast行为差异behavior objective行为目标bargaining range谈判范围behaviorism行为主义behavior criterion行为标准behavior determinant关键行为behavior dynamic行为驱动力behavior extrinsic外显行为behavior field行为范围behavior genetics行为遗传学behavior intrinsic内在行为behavior method行为方法behavior molar行为束behavior object行为分子behavior overt行为目标behavior pattern公开行为behavior rating行为模式behavior repertoires行为情节behavior sampling行为抽样behavior segment行为成分behavior shaping行为塑造behavior space行为空间behavior spontaneous自然行为behavior stream行为流behavior therapy行为疗法behavior verbal语言行为behavior disorders行为紊乱collective bargaining集体谈判conformer服从者consultative management咨询型管理dissatisfeters不满意因素expectancy theory期望理论expectancy chart期望图group dynamic集体驱动力group incentive集体激励group problem-solving集体商议group decision-making集体决策Hezzberg`s theory赫茨伯格的双因素理论hygiene保健因素integrated manager整合型管理者individual psychology个体心理学individual response个体反应individual test个别测验individuality graphic笔迹个性indifferent stimulus差异性刺激ink plot test墨迹测验job spoiler破坏工作者maintenance factor保健因素Maslow`s theory of needs马斯洛需求理论motivator激励因素role conflict角色冲突role perception角色知觉satisfiers满意因素shared value共同价值观support leadship支持型领导sub-culture亚文化task-based participation工作参与Aability能力absenteeism旷工、缺勤acceptance theory of authority 权威接受论accommodating肯通融的achievement motivation成就动机achievement need成就需要achievement/power theory成就/权力理论action research行为研究affective component of an attitude态度的情感成分affiliation need亲和需要alarm stage恐慌阶段alienation离异allocative values分配价值arbitrator仲裁者assertive communication style果断的沟通风格assessment center评价中心attitude态度attitude survey态度调查attribution归因attribution theory of leadership领导的归因理论attributional bias归因偏见attributional model归因模型authority 权威、权力autocratic model专制型autonomy自主权avoiding回避Bbehavior modeling行为模型behavior modification行为校正behavioral bias行为偏差behavioral component of an attitude态度的行为成分behavior theories of leadership领导的行为理论behaviorally anchored rating scales行为定位评定量表benevolent autocrat仁慈的独裁者bias-free organization无偏见组织bias-reduction training降低偏见训练biofeedback生物反馈biographical characteristics生物特征board representatives董事会代表body language体态语言boundary roles边界角色boundary spanners跨边界者boundaryless organization无边界组织brainstorming头脑风暴法；脑力激荡bureaucracy科层结构burnout身心崩溃bystander effect旁观者效应Ccafeteria benefits自助餐式福利career职业career anchors职业定位career stage职业阶段career success职业成功centralization集权chain of command指挥链chain-reaction effect连锁反应效应change变革change agent变革代理人channel渠道channel richness渠道丰富化charisma领导魅力；领导者的超凡魅力charismatic leadership具有超凡魅力的领导者chief executive officer(CEO)首席执行官classical conditioning经典条件反射cliques小集团closed-end questions封闭式问题cluster chain群族链clusters群族coalitions联合体coercive power强制权codetermination共同决定cognitive component of an attitude态度的认知成分cognitive conflict认知冲突cognitive decision style model认知决策方式模型cognitive dissonance认知不协调；认知失调cognitive evaluation theory认知评价理论cognitive resource theory认知资源理论cognitive theories of motivation激励的认知理论cohesiveness内聚力；凝聚力collaborating合作collectivism集体主义collegial model学院模型command group指挥小组；命令群体committee委员会communication沟通communication climate沟通气氛communication loop沟通环communication media沟通媒介communication overload沟通超负荷communication process沟通过程communication networks沟通网络comparable worth比较价值competence技能complementary transaction互补的行为交易complete pay program完整的报酬方案compromising妥协conceptual skills概念分析技能conciliator调停者conflict冲突conflict management冲突管理conflict process冲突过程conflict reaction style冲突反应方式conflict resolution冲突的解决conflict stage冲突阶段conformity从众consideration体贴constraint抑制力；限制consultant as negotiator作为谈判者的顾问consultative management顾问管理content theories of motivation激励的内容理论contingency approach to O.B组织行为学的权变趋向；思路contingency model of leadership领导的权变模型contingency organizational design权变的组织设计contrast effects对比效应controlling控制cooptation合并；吞并core dimensions of jobs工作的核心纬度core values核心价值观corrective discipline修正性惩罚cost-benefit analysis成本－收益分析cost-minimization strategy成本削减战略cost-reward comparison成本－报酬比较counseling咨询credibility gap信度差距critical incidents关键事件cross-communication交叉沟通cross-cultural communication跨文化沟通cross-function teams跨部门团队crossed transaction交叉交流cultural distance文化差异cultural diversity文化多样性cultural empathy文化移入cultural separatism文化隔离主义cultural shook文化冲击culture文化custodial m管理模型Ddecentralization分权decisions决策decoding译码；解码defensive behaviors自卫行为deferred judgement延迟的判断delegating style授权方式delegation授权dephi group德尔菲小组dephi technique德尔菲法demands需要departmentalism部门化dependency从属；依赖dependent variables因变量development level发展水平development-oriented leader以发展为导向的领导dialectic decision method辨证的决策方法dictionary technique字典式方法directive counseling指导性咨询discharge解雇；释放discipline惩罚；训导discrimination歧视distinctive competencies区别性技能distributive bargaining分配谈判distributive justice分配公平dominant culture主流文化double-loop learning双环学习downward communication下行沟通downward feedback下行反馈dual-career couples双职工夫妇driving forces推动力dysfunctional conflict功能失常性冲突Eencoding编码encounter group 交朋友小组encounter stage正视阶段enriched sociotechnical work system 丰富化的社会技术工作环境environment环境Equal Employment Opportunity(EEO)平等工作机会Equal Employment OpportunityCommission(EEOC) 平等工作机会委员会equal employment opportunity laws平等工作机会法equity sensitivity公平敏感性equity theory公平理论ERG theory ERG理论esteem needs尊重需要ethical dilemma道德困境ethical imperative道德规范ethical leadership道德领导ethnocentrism种族中心主义exchange theory交换理论exhaustion stage疲惫阶段existence needs生存需要expectancy期望expert manager期望理论expert power专家管理者external locus of control专家权力externals外控者Fface-to-face communication面对面的沟通family-friendly organizations家庭式友好组织feedback反馈feedback loop反馈环feedback-seeking behavior寻求反馈行为Fiedler contingency model费德勒权变模型filtering过滤first-order change第一层次变革fixed-interval reinforcement固定间隔强化fixed-ratio reinforcement固定比率强化formal group正式群体formal network正式网络formalization 正规化formalization stage正规化阶段forming形成four-step decision-making process四步决策过程friendship group友谊群体frustration挫折full-disclosure information systems完全开放的信息系统functional action功能性行为functional conflict功能性冲突functionally illiterate半文盲fundamental attribution error基本的归因错误Ggainshareing收益分享gainshareing plan收益分享计划garbage can model垃圾箱模型gender-biased attribution性别偏见归因genetic testing遗传测试geocentric organization全球性组织goal目标goal displacement改变目标goal setting目标设置goal-setting theory目标设置理论goals of organizational behavior组织行为的目标Good Enough Theory of Promotion晋升的足够好理论graphic rating scales图表评价量表grid OD组织发展方格图group群体group decision support system群体决策支持系统group demography群体人口统计group dynamics群体动力group order ranking群体排序groupthink群体思维growth need成长需要growth phase成长阶段Hhalo effect晕轮效应hawthorne effect霍桑效应hierarchy of needs theory需要层次理论High Involvement Organizations(HIOs)高参与组织higher-order needs高层次需要homeostasis自动平衡honesty tests诚实测验horizontal cliques水平团体horizontal conflict水平冲突horizontal distribution of authority权利的水平分配hot-stove rule热炉规则human relations人际关系human relations view of conflict冲突的人际关系观点human skills人际技能humanistic values人本主义价值观hygiene factors保健因素Iillegitimate political behavior非法的政治行为imitation strategy模拟战略implicit favorite model隐含、内隐偏好模型implicit personality theory人格理论impression management印象管理incentives刺激；诱因independent variables自变量individual differences个体差异individual ranking个体排序法individualism个人主义individualization使具个人特色；个体化industrial psychology工业心理学industrial subculture工业亚文化informal group非正式群体informal leaders非正式领导informal network非正式网络informal organization非正式组织information-based power信息权information technology信息技术innovation创新；革新institutional power制度化权利institutional team制度化团队institutionalization制度化instrumental values工具性价值观integrative bargaining综合谈判Integrative Decision Method(IDM) 综合决策法integrity正直intellectual ability智能interaction相互作用interacting groups相互作用群体interactionist view of conflict冲突的相互作用观点interest group利益群体intergroup conflict群体间冲突intergroup development群体间发展intermittent reinforcement间断强化internal locus of control内部控制点internals内控者interorganizational conflict组织间冲突interpersonal conflict个人间冲突intersender role conflict发送者之间的角色冲突intragroup conflict群体内冲突intramanagement communication管理集团内沟通intraorganizational conflict组织内冲突intrapersonal conflict个人内部冲突intuitive decision making直觉决策isolates离异者Llabor union工会laboratory training实验室培训laissez-faire leadership放任自流的领导latent conflict潜在冲突lateral communication横向沟通law of diminishing returns边际效益递减规律law of effect效果律Leadership Effectiveness AndDescription(LEAD)领导有效性与说明Leader-Member exchange(LME) theory领导－员工交流理论leader-member relations领导－员工关系leader-participation model领导参与模型leader-position power领导的职位权力leadership领导leadership style领导方式leading领导learning学习learning organization学习组织learning theory学习理论Least-Preferred Co-worker(LPC) questionnaire最难共事者问卷legitimate political合法的政治行为legitimate power合法权利leniency error宽松错误leveling effect水平效应liaisons联络者linking pin连接点locus of control控制点loose rate标准宽松lower-order needs低层次需要MMachiavellianism马基雅维里主义Management By Objectives(MBO)目标管理Management By Walking Around(MBWA)走动式管理managerial grid管理方格图managerial philosophies管理哲学managers管理者；经理manifest conflict显性冲突matrix organization矩阵组织matrix structure矩阵结构Meclelland`s theory of needs麦克利兰的需求理论mechanistic model机械模型mechanistic organizations机械组织meditation调停mediator调停者mentor指导者message信息metamorphosis stage质变阶段middle management communication中层管理委员会models of organizational behavior组织行为模型morale士气；精神Motivating Potential Score(MPS)激励的潜在分数motivation激励；动机motivation-hygiene theory激励－保健理论Motivation/Results(M/R) model激励/成果模型motivational factors激励因素motivational patterns激励类型multinational corporations跨文化管理矩阵multiple choice多项选择multiple management多层管理multiprofessional employees多专业员工mutual interest互利Nnatural work team自然工作组need需要needs theories需求理论negative leadership消极领导negative performance attribution消极绩效归因negative reinforcement负强化neglect忽视；疏忽negotiation谈判；协商network网络neurotic organization机能不健全组织neurotic personalities不健全人格nominal group名义群体Nominal Group Technique(NGT)名义群体法nondirective counseling非指导性咨询nonverbal communication非言语沟通norm常规；规范；定额；平均数norming规范化norms of reciprocity交流规则objective career success客观的职业成功ombudsperson信息搜集员one-way communication单向沟通open-end questions开放式问题open self开放的自我open system开放系统openness开放operant conditioning操作性条件反射optimizing model最优化模型organic organizations有机组织organization组织organizational environment model组织/环境模型Organizational Behavior(OB)组织行为Organizational Behavior Modification(OB Mod)组织行为校正organization-based influence组织影响力organizational culture组织文化organizational citizens组织公民organizational design组织设计organizational development组织发展organizational entry组织进入Organizational Fairness Questionnaire组织公平性调查问卷organizational learning curve for change组织变革的学习曲线organizational politics组织政治organizational socialization组织社会化organizational structure组织结构organizational life cycle组织生命周期organizing组织overparticipation过度参与overt behavior公开行为Ppaired comparison成对比较法paper-and-pencil tests纸笔测验participation参与participative counseling参与式咨询participative leader参与式领导者participative management参与式管理path-goal theory途径－目标理论perceived conflict可觉察的冲突perceived control可觉察的控制perception知觉perceptual biases知觉偏见perceptual error知觉错误performance appraisal绩效评估performance feedback绩效反馈performance monitoring绩效监控performance-outcome expectancies绩效－产出期望performance-satisfaction-effort loop绩效－满意－努力环performing运作personal-based influence个人影响力personal power个人权力personality个性；人格personality-job fit theory个性－工作适应论personality traits人格特质philosophy of O.B.组织行为的哲学physical ability体能physical withdrawal身体退缩piece rate计件工价piece-rate pay plans计件工资计划piecework system计件工作系统planned change有计划的变革polarization两极分化political behavior政治行为political power政治权利politics政治polygraph测谎器positive leadership积极的领导positive reinforcement正强化position power职位权力power权力power distance 权力距离power need权力需要power tactics权力策略prearrival stage提前进入阶段prejudice偏见；成见preventive discipline预防措施problem-solving teams问题解决小组procedural justice程序公正性procedure程序process consultation过程咨询process value analysis过程价值分析production-oriented leader以生产导向的领导productivity生产力profit-sharing plan利润分享计划projection投射protected group被保护群体protege被保护者psychological career success心理的职业成功psychological costs心理成本；精神成本psychological contract心理契约psychological distance心理距离psychological reactions心理反应psychological stress evaluator心理压力测量器psychological support心理支持psychological withdrawal心理退缩punishment power惩罚权Punctuated-Equilibrium model间断－平衡模型Qquality circles质量环qualify of life生活质量Qualify of Work Life(QWL)工作生活质量qualify of work performance工作绩效质量quantity of life生活数量Rrandom cliques随机团体rationality合理化reactive反应的realistic job previews实际的工作预演reference group参照群体reciprocal interdependence互惠的相互依赖reengineering再造工程；重整refreezing重新冻结referent power参照权reinforcement强化reinforcement theory强化理论reinforcement schedule强化程序relatedness need相互关系需要reliability信度research研究；调查resistance to change变革阻力restraining force抑制力retraining再培训reverse cultural shock反向的文化冲击reward power奖励权rights of privacy隐私权risky shift冒险的转变rituals惯例robotics机器人学role角色role ambiguity角色不清role conflict角色冲突role expectations角色期望role identity角色一致role models角色模型role playing角色扮演role pressure角色压力role set角色群role perceptions角色知觉role overload角色超荷Sscalar process分级过程scanlon plan史甘农计划second-order change第二层次的变革selective perception选择性知觉self-actualization自我实现self-appraisal自我评估self-censorship自我调查self-efficacy自我效能self-esteem自尊self-fulfilling prophecy自我实现预言self-leadership自我领导self-managing teams自我管理小组self-monitoring自我监控self-perception theory自我知觉理论self-serving bias利己偏见semantic barriers语义障碍semantics语义学sensitivity training敏感性训练sensor-type personality传感器型个性sequential interdependence顺序的相互依赖sexual harassment性骚扰shaping behavior行为塑造shared value共同价值观similarity error相似形错误simple structure简单结构simulations模拟single-loop learning单环学习situational leadership theory领导的情境理论skill-based pay技能工资skill variety技能多样化social comparison theory社会比较论social cues社会暗示social equilibrium社会平衡social facilitation社会促进social information-processing model社会信息加工模型social leader社会领导者social-learning theory社会学习理论social network社会网络social network analysis社会网络分析Social Readjustment Rating Scale社会再适应评估量表social responsibility社会责任social structure社会结构social support社会支持social system社会系统socialization社会化socioeconomic model of decision making决策的社会经济模型sociogram社会成员关系图sociometry社会测量学sociotechnical systems社会技术系统span of control控制幅度specification分工；规范。

组织行为学文章英文版

An Examination of the Relationship Among Structure,Trust,and Conﬂict Management Styles in Virtual TeamsXiaojing Liu,Richard J.Magjuka,and Seung-hee Lee I n today’s competitive environment,successful organizations that are able to utilize advanced information technology to establish a dynamic form to adapt to the ever-changing landscape and customer requirements always gain a competitive advantage in global competition (Porter &Lilly,1996).The virtual team has become one of the building blocks of a successful organization.In this article,a virtual team is deﬁned as ‘‘a group of people with complementary competencies executing simul-taneous,collaborative work processes through elec-tronic media without regard to geographic location’’(Chinowsky &Rojas,2003,p.98).Virtual teams can offer a range of beneﬁts toorganizations,among them encouraging constructive dialogue and knowledge,nurturing a community of workers,triggering deeper processing of content through interaction,and offering ﬂexible adaptation to complex tasks (Duarte &Snyder,1999;Conrad &Donaldson,2004;Palloff &Pratt,2005;Lee,Bonk,Magjuka,Su,&Liu,2006).However,a virtual team can also face challenges and issues that must beaddressed for a successful team operation.Fromexisting telework research,Workman,Kahnweiler,and Bommer (2001)summarize three attributes of virtual environments that are barriers to successful virtual collaboration:elevated ambiguity,increased isolation,and a less-structured environment.For example,in virtual environments lack of informal interactions,the constraints of dispersed asynchronous communication context,and limited capabilities of transmittingsocial &2008International Society for Performance ImprovementThe emergence of new technolo-gies has made it increasingly easy for distributed collaboration in both edu-cational and noneducational settings.Although the effectiveness in tradi-tional settings of the dynamics of small group work has been widely researched,there is limited researchthat offers evidence on how teams can work effectively in a virtual environment.The purpose of this study is to examine the relationship among team structure,trust,andconﬂict management style,in addi-tion to their impact on teamwork effectiveness in a virtual environment.An experimental design was used toassess the effects of structure on team performance.Forty-four groups,di-vided into hierarchical and nonhier-archical groups,worked on an online simulation project in an online MBAcourse.The results suggest that team structure is strongly associated with team performance,whereas trust and a collaboration conﬂict manage-ment style contribute to teamworksatisfaction.cues may render an environment that is low in social presence and interactivity.Such an environment can create difﬁculties for effective communication and collaboration (Montoya-Weiss,Massey,&Song,2001).Thus it has been suggested that virtual teams may have to make extra efforts in communication and collaboration for a successful operation.Walther (1996)suggests that in some instances a level of interaction that surpasses face-to-face interaction could occur thanks to strong involvement,intense relationships,and reciprocation.Although the effectiveness of small group work in traditional settings has beenwidely researched,there is still limited researchwith evidence concerning how teams can work effectively in a virtual environment.In particular,there is a lack of research on linking the social,task,and technological dimensions to the entry,process,and outcome variables of the teamwork process (Carabajal,LaPointe,&Gunawardena,2003)in a virtual environment.Existing theory about team-work processes may not be transferable to a virtual setting because introduction of media technology may have changed or altered the dynamics of thegroup process.For example,conﬂict in a virtualteam may persist longer without being noticed (Grifﬁth,Mannix,&Neale,2003),or trust development—which is generally regarded as a prerequisite for developing shared commitment—may be undermined from the lack of a personal human touch (Crossman &Lee-Kelley,2004).The purpose of this study is to add to the existing knowledge about virtual teamwork by examining the roles of team structure,trust,and conﬂict variables in the effectiveness of virtual teamwork.This study intends to answer several research questions:(1)Would there be signiﬁcant differences in team performance or satisfaction if virtual teams were structured differently?(2)Are there any signiﬁcant relationships between trust and virtual team performance or satisfaction?(3)Are there any signiﬁcant relationships between team conﬂict management styles and virtual team performance or satisfaction?Literature ReviewTeam StructureIn this article,team structure refers to the division of a team’s work environment into subtasks assigned to individual members or subteams.Such division can dictate the distribution of information and responsi-bilities of each team member.In teamwork,two types of structures were usually studied to understand their effects on team performance (Moon et al.,2004;Urban,Bowers,Monday,&Morgan,1995).Hierarchical structure refers to those structures in which team members have specialized roles or hold information and capabilities that are unique toExisting theory about teamwork processes may not be transferable to a virtual setting because introduction of media technology may have changed or altered the dynamics of the group process.each other.Such division of roles results in high interdependency among team participants.Nonhierarchical structure refers to those structures in which team members have nonspecialized roles and have fewer interdependencies in accomplishing a common team goal(Urban et al., 1995).In general,team structure deﬁnes the nature and patterns of relationships and the division of work among individuals in groups(Wong &Burton,2000).Studies that examine the relationship between team structure and team performance in organization settings revealed diversiﬁed results. Researchers,for instance,have proposed that a high degree of group division can reinforce individual accountability,and therefore it can prevent participants from slacking off or freeloading,which commonly impairs group performance in a virtual environment(Lin&Hui,1999; Pugh et al.,1963;Lin,Yang,Arya,Huang,&Li,2005).In a study that compared the problem-solving performance in two types of structure,the group with hierarchical structure indicated higher perceptions of intersubjectivity—that is,a‘‘shared collective understanding’’—and deep processing in group learning during the initial weeks of activity.Over time,however,these levels equalized across group structures(Rose,2004). In another study,Joung and Keller(2004)evaluated two types of structure during online group debate.The results suggested that the group with hierarchical structure demonstrated greater use of critical thinking skills and revealed more critical and dynamic interaction patterns than the nonhierarchical group.Nevertheless,some studies also suggested that nonhierarchical structure seemed to have outperformed hierarchical structure(Urban et al.,1995;Bowers,Urban,&Morgan,1992;Kleinman&Serfaty,1989). For example,Urban et al.(1995)studied teams in the context of military training and found that those with nonhierarchical structures were associated with superior performance compared to hierarchical structures when working under a high workload.Team structures were associated with patterns of communication structures.The teams with hierarchical structures tended to rely on question-and-answer sequences to elicit information and resources more than nonhierarchical teams did.This communication pattern of hierarchical teams was less effective than that of nonhierarchical teams,which,because of their similar roles,could communicate more clearly or were able to anticipate each other’s needs rather than waiting on the others to ask for information.The contradictory results of the relationship between structure and performance in the extant literature may have reﬂected the effect of structure under different task environments.Structural contingency theory posits that no structure is better across teams in organizational settings.However,hierarchical structures may work better than nonhierarchical structures in less complex environments,while nonhier-archical structures may work better than hierarchical structures in complex environments(Moon et al.,2004).Research indicates that therules of structural contingency theory are equally applicable in a virtual organization whose members are bounded by a common goal and who ground their work in communications through information technology (Moon et al.,2004;Burns&Stalker,1961).In an unstable or dynamic environment,nonhierarchical,or informal, structure is argued to be an effective way of organizing virtual teams because it allowsﬂexibility for workers to communicate according to the changing demands of the task(Burns&Stalker,1961;Hinds&McGrath, 2006).Virtual environments are generally regarded to be associated with added complexity and uncertainty,though this is not always the case.In their study,Hinds and McGrath(2006)found that in a distributed virtual team environment,dividing tasks in a nonhierarchical,independent way (for example,reducing task interdependences between work sites)reduces the need for frequent communication and therefore minimizes the waiting time and miscommunications that are due to the nature of delayed feedback in virtual communications.In this study,following Hinds and McGrath’s study(2006)and Urban et al.(1995),we hypothesize that in virtual groups that engage in complex problem-solving tasks(such as ill-deﬁned problems with no clear-cut answers),teams with nonhierarchical structures may be able to communicate more efﬁciently(by minimizing waiting time)and more effectively(thanks to their shared knowledge, which allows them to anticipate each other’s needs and explain information more thoroughly).Hypothesis1.Nonhierarchical structures outperform hierarchical structures on their virtual team performance in complex task environments.TrustIn this article,trust is deﬁned as‘‘an emergent state comprising team member intentions to accept vulnerability based on positive expectations of the intentions or behavior of another’’(Rousseau,Sitkin,Burt,& Camerer,1998,p.395).The positive effect of trust on team outcomes is widely documented.For instance,trust can enhance collaboration among team members and reduce the cost of team operations by eliminating extra effort needed to monitor team members(Serva&Fuller,2004).In addition,studies have consistently found that trust can have an inﬂuence on team effectiveness by way of its impact on team processes such as problem solving,decision making,and communication(Kifﬁn-Petersen, 2004).For example,Zand(1972,as cited in Kifﬁn-Petersen,2004)found that teams with high trust demonstrated creative and diversiﬁed patterns of behavior that improved the team’s problem solving.In contrast,low-trust teams showed a defensive pattern of behaviors that interfered with informationﬂow within the team,thus negatively affecting the quality of problem ck of trust has proven to negatively inﬂuence team members’satisfaction with teamwork and their willingness to continue to work with the team(Golembiewski&McConkie,1975).A workrelationship characterized by trust tends to enhance open communication and collaboration,reconcile conﬂict,and increase commitment to a team (Smith&Barclay,1997).Although some claim that working in virtual teams can produce additional challenges owing to the absence of social cues that can transfer interpersonal affections,including trust,research actually suggests that such absence does not necessarily hinder development of trust in virtual teams but may merely prolong the process of trust building(Walther, 1996;Henttonen&Blomqvist,2005).Studies also suggest that trust can play the same important roles in the functioning of virtual teams as in traditional teams(Morris,Marshall,&Kelleyrainer,2002;Henttonen& Blomqvist,2005).A synthesis of existing research suggests that development of trust is associated with continuous interactions and communications and repeated interpersonal exchange(Wilson,Straus,&McEvily,2006;Crossman&Lee-Kelley,2004).As in traditional teams,social communications(greetings, exchanges of personal information)can play an important role in developing trust in virtual teams(Henttonen&Blomqvist,2005). Contemporary theory of‘‘swift trust’’(Jarvenpaa&Leidner,1999)posits that highly active,proactive,and enthusiastic actions can strengthen trust.Compared to nonhierarchical structures,we hypothesize that a hierarchically structured team whose members possess more specialized roles may have to engage in more frequent reciprocal information exchange and take a more active role in seeking information and providing responses to others;this is due to high interdependence among team members(Moon et al.,2004).Such actions may in fact expose team members to more communication and interactions and therefore foster the development of trust.Hypothesis2a.Trust will be positively associated with virtual team performance.Hypothesis2b.Trust will be positively associated with virtual team satisfaction.Hypothesis2c.Hierarchical teams have a higher level of trust than nonhierarchical teams.Conﬂict ManagementConﬂict is an inevitable part of working in teams.In general,conﬂict refers to differences or discrepancies in team members’ideas,opinions,or ways of doing things.Modern organizational theories no longer view conﬂict as a negative sign of organizational issues but tend to regard it as an intrinsic component in organizational dynamics(Medina,Munduate, Dorado,Martı´nez,&Cisneros,2004).A moderate amount of conﬂict is argued to be‘‘essential for attaining and maintaining an optimum level of organizational effectiveness’’(Rahim&Bonoma,1979,p.1325).Whether conﬂict can be used for effective performance relies on strategic conﬂict-handling styles.It has been suggested that how conﬂict is handled is more important to the success of teams than the conﬂict itself (Paul,Seetharaman,Samarah,&Mykytyn,2004).According to Rahim (1992)and Montoya-Weiss et al.(2001),there are various ways to manage conﬂict in a team:avoidance,accommodation,competition,collaboration, and compromise.An avoidance approach to conﬂict management is characterized by evasiveness and failure to directly address conﬂicting viewpoints.An accommodation conﬂict management style reﬂects obligations to others.A competition conﬂict management style is deﬁned as pursuit of one’s own interest without careful regard for others,while a collaboration management style attempts to identify and achieve outcomes for mutual beneﬁt.A compromise management style is characterized byﬁnding mutually accepted solutions through negotiating differences.Past small group research indicates that more cooperative conﬂict management styles are more likely to be associated with positive individual and team outcomes than less cooperative conﬂict management styles(Lin,2003;Paul et al.,2004).The same positive effects were also found in virtual teams.A study that examined a culturally diverse group supported by a groupware system concluded that the groups that lean toward a higher level of collaboration style of conﬂict management perceived higher quality in decision making.Integration of diverse views resulted in integrative decisions and thus improved group agreement (Paul et al.,2004).A competition management style is traditionally viewed as having a negative effect on team performance in that it can result in less social integration and team cohesion(Montoya-Weiss et al.,2001;Cohen &Bailey,1997).Montoya-Weiss et al.(2001)propose that conﬂict theory developed in face-to-face settings may not be fully applicable to asynchronous teams, owing to fundamental differences(communication protocols,reduced social presence,or media richness)in a virtual environment.For example, competition conﬂict management behaviors of a team member may not be conspicuous to other members of the team in an asynchronous virtual environment,and the negative effects may be mitigated in asynchronous virtual teams(Tan,Watson,Clapper,&McLean,1998).In fact,it is possible that competitive behaviors such as aggressive emotions or competitive dominance may not be interpreted as such,but rather be viewed as a means of achieving efﬁciency and effectiveness in a lean,asynchronous commu-nication environment(Montoya-Weiss et al.,2001;Lin,2003).Hypothesis3a.A collaboration conﬂict management style in virtual teams is positively associated with team performance.Hypothesis3b.A collaboration conﬂict management style in virtual teams is positively associated with virtual team satisfaction.Hypothesis3c.A collaboration conﬂict management style in virtual teams is positively associated with trust.Hypothesis3d.A competition conﬂict management style in virtual teams is not associated with virtual team performance.Hypothesis3e.A competition conﬂict management style in virtual teams is not associated with virtual team satisfaction. Research MethodologyResearch SettingThe present study was conducted in an online MBA program at a large midwestern university.The participants were enrolled in a capstone management course.Subjects were separated into project groups of four to six people to work on an online simulation project.Each team was asked to adopt the view of a senior manager responsible for running a business venture,assuming responsibility for a$100million company in the electronic sensor manufacturing industry.The simulations required management teams to evaluate situations and make decisions to stimulate their company’s growth.Teams set a strategy and applied strategic concepts and techniques in forming and implementing a business plan, and they were asked to integrate theﬁrm’s production,marketing,human resources,research and development,ﬁnancial,and pricing plans.The project lasted four weeks.InstrumentsThe22-item questionnaire contained three dimensions:trust,conﬂict management resolution,and teamwork satisfaction.Trust measured subjects’perceptions of trust between themselves and their teammates.Trust scales(10items)were adapted from Jarvenpaa and Leidner(1999)and Mayer,Davis,and Schoorman(1995).Sample items included‘‘I really wish I had a good way to oversee the work of other team members on the project’’and‘‘Overall,the people in my group are very trustworthy.’’Cronbach’s alpha for the trust dimension was.851.Conﬂict management resolution measured scores on two types of strategy used by a subject when working in a team:competition conﬂict management(ﬁve items)and collaboration conﬂict management(three items).Scales of conﬂict management solutions were adapted from previous research(Montoya-Weiss et al.,2001;Paul et al.,2004).Theﬁve items of the collaboration approach to conﬂict management measured the degree of team members’attempts to identify and achieve outcomes that integrated the interests of all parties involved.A sample item for the collaboration conﬂict management approach scale is‘‘Team members seek a resolution that will be good for all of us.’’Subjects were asked to rate on a5-point scale(15strongly agree,55strongly disagree)the degree to which team members agreed with theﬁve statements.For the competition approach to conﬂict management,there are three items measuring the degree to which the conﬂict was a win-lose situation and how each team member might pursue his or her own interest withoutregard for others(such as‘‘Team members treat conﬂict as a win-lose contest’’).The coefﬁcient alphas for the collaboration and competition scales were.826and.806,respectively.Both variables were used as continuous variables in this article.Aggregating individual scores of conﬂict management styles to the team level is logically justiﬁed because the question items were designed to measure the characteristics of the work team(Alper,Tjosvold,&Law, 2000).In addition,the James,Demaree,and Wolf TWG(J)procedure (1984)was used to estimate the interrater reliability of members within each team for the variables of competition and collaboration management conﬂict styles.The median TWG(J)for the two variables across the44 teams were.96,and.90respectively.Both are above.70,which is considered the indicator of sufﬁcient agreement within a group.These test results indicated that the ratings of group members are reasonably homogeneous and can be aggregated to the group level.Teamwork satisfaction included four items that measured subjects’degree of satisfaction with the teamwork process(‘‘Looking back on the whole course,I am satisﬁed with our teamwork project’’),team output(‘‘I think I learned many meaningful lessons throughout team projects’’), overall value(‘‘Overall,I believe that the whole teamwork process of our team is valuable to driving us toward team goals’’),and team decision-making quality(‘‘Overall,I believe that our team came up with the best solution as we expected’’).Team performance was measured by theﬁnal proﬁt score from team simulations.This score presented an objective measure of team performance,reﬂecting the ability of the team to use knowledge and skills learned from the curriculum to make judicious decisions for their simulated industry.Two kinds of team structure were used in the study:hierarchical and nonhierarchical.Teams that used hierarchical structure divided the individual work on the basis of the functionality of the company. Each member was responsible for one specialized area of the company, such as research and development,marketing,product development,ﬁnance,and so forth.Under this structure,each team member had a specialized role and needed to coordinate closely with other divisions to make a decision associated with a product.In a nonhier-archical structure,each team member was responsible for one product.Each member had to assume responsibility for all areas associated with that product.Under this structure,team members could make relatively independent decisions without consulting others but had to coordinate with others on the strategic goals of the company.Teams were randomly assigned to the two types of structure.Each team was asked to follow the instruction protocol of the structure assigned.The members of hierarchical teams were required to take specialized functional roles while those of nonhierarchical teams were asked to take a broader range of similar roles that covered several areas of a product.A dummy variable was used to code the structure;1referred tohierarchical structure,and0was used to refer to nonhierarchical structure.Data CollectionData were collected from all208members of44teams.Six teams’datawere later dropped from the study because the team did not followinstructions closely in structuring their teams.Seventeen teams usedhierarchical structure,while21used nonhierarchical structure.The22-item questionnaire that measured trust,conﬂict management resolution,and teamwork satisfaction was administrated during the midterm of thecourse.The return rate of the questionnaires was about95%.FindingsTable1shows correlations of all the variables measured ormanipulated in this experiment.As indicated in the table,team structurewas negatively correlated with team performance(r5À.323,p o.05).The nonhierarchical structure was associated with higher team performance.The trust level of the group was positively correlated with the collaboration conﬂict management style(r5.754,p o.01)and negativelyassociated with the competition conﬂict management style(r5À.561,p o.01).In addition,the level of trust had a positive relationship withteam satisfaction(r5.561,p o.01).The competition management stylewas negatively correlated with the collaboration management style(r5À.581,p o.01).In ourﬁrst hypothesis(H1),we proposed that a nonhierarchicalstructure would outperform a hierarchical structure in a virtual workingteam;the data supported this hypothesis.Table2contains the ANOVAresults that measured whether groups differed signiﬁcantly in their performance and other variables measured.The results revealed that the1M123451.Structure.5512.Trust 4.11.01713.Collaboration conﬂict4.28.129.754(ÃÃ)1management1.72.081À.561(ÃÃ)À.581(ÃÃ)1petition conﬂictmanagement5.Team performance$9,339À.323(Ã).216.195.00116.Team satisfaction 4.15À.057.561(ÃÃ).664(ÃÃ)À.310(Ã).493(ÃÃ)Ãp o0.05.ÃÃp o0.01.nonhierarchically structured groups had signiﬁcantly better performance than hierarchical groups (F 53.88,p o 0.05),thus supporting H1.Hierarchical regression analyses (Table 2)were conducted to examine the effect of structure,trust,and conﬂict management variables on team performance,as well as satisfaction with teamwork.The results demonstrated a statistically signiﬁcant effect of structure on team performance.The team structure variable accounted for an appreciable amount of total variance (R 25.105).However,structure did not have a signiﬁcant effect on overall team satisfaction.Our second hypothesis (H2a and H2b)focused on the relationship between trust and team effectiveness:performance and satisfaction.Table 3shows that there is no direct effect of trust on team performance.Although this result did not support H2a,it did show a statistically signiﬁcant effect of trust on team satisfaction (R 25.394),and trust accounted for a considerable amount of variance,thus supporting hypothesis H2b.From the correlation analysis (Table 1),a higher level of trust was associated with a collaboration conﬂict management style.This suggested that teams with a high level of trust and whose members placed high conﬁdence in their teammates’abilities and behaviors tended to lean toward a more collaborative approach to solving conﬂicts.Table 2suggests that the two groups did not differ signiﬁcantly in terms of trust level,conﬂict management styles,or team satisfaction.Therefore,H2c was not supported.Table 3indicated a signiﬁcant effect of the collaboration conﬂict management style on team satisfaction (R 25.227)but no signiﬁcant effect on team performance.Thus H3a was refuted,and H3b was supported.According to Table 1correlation results,the trust level of the group was positively correlated with its collaboration conﬂict manage-ment style (r 5.754,p o .01).This result supported by H3c.Table 3showed that the competition conﬂict management style had no signiﬁcant effect on either team performance or satisfaction,supporting H3d and H3e.Although a correlation analysis showed negative2Mean (SD )Dependent VariableHierarchical Group Nonhierarchical Group F ,df Signiﬁcance Level Trust4.134 4.142.011,1.917Collaboration conﬂict management4.268 4.351.661,1.440Competition conﬂict management1.646 1.69.237,1.629Team performance$10,971$7,498 4.204,1.048ÃTeam satisfaction4.15 4.12.115,1.736Ãp o 0.05.relationships between a competition conﬂict management style and team satisfaction,the regression analysis did not show a signiﬁcant effect. Discussion and ConclusionThere are several importantﬁndings of this study worthy of further discussion and investigation.StructureThe results of this study indicated a signiﬁcant effect of team structure on team performance.In the present study,the teams with a non-hierarchical structure outperformed those with a hierarchical structure,a ﬁnding consistent with Urban et al.(1995).Interpretation of thisﬁnding should not exclude considerations of the task environment.The teams worked in an asynchronous online environment,which is commonly believed to bring a higher degree of vagueness,complexity,and lack of structure(Workman,Kahnweiler,&Bommer,2001)into virtual team-work process than face-to-face settings.These attributes may increase the degree of difﬁculty of communication in virtual teamwork.For hierarchically structured teams,each person held a specialized role,and extensive communication was needed for team members to make decisions and maintain routine operations of the team in order to achieve the goal of accomplishing a complex task such as running a simulated industry.Effective communication may be disrupted by possible misunderstandings and disputes stemming from a lack of visual cues in asynchronous virtual teaming environments.Thus it was possible that team members had to spend extra resources on maintenance of the team’s daily communications that may not add to team performance.However, in nonhierarchical teams,each person had a higher degree of autonomy 3Team Performance Team SatisfactionR2b R2b Structure.105ÃÀ.042Ã.003À.149 Trust.046.030.394ÃÃ.105 Collaboration conﬂict management.049.431.227ÃÃ.709ÃÃCompetition conﬂict management.057.282.000À.009 R2Total.257.624F 2.837Ã13.742**df4,334,33Ãp o0.05.ÃÃp o0.01.。

(完整word版)名组织行为学名词解释

组织行为学名词解释第一章绪论组织（organization）是由一定的人群构成，通过专业化分工协作来实现组织目标的开放性社会技术系统。

组织行为（organizational behavior）组织内部的个人和群体所产生的行为，以及组织与外部环境之间的交互作用和自身的运行状态。

组织环境（organizational environment）任何组织的生存与发展依赖于特定的客观物质基础和社会条件，存在于组织之外并对组织产生一定影响作用的外部环境和现象就构成了组织环境。

利益相关者（party interested）组织与环境的相互作用具体表现为组织环境中的各种要素、其他组织与个人的相互作用，这些与组织直接作用的其他组织和各人称为利益相关者。

是组织外部环境中受组织决策和行动影响的任何相关者。

技术技能（technical skill）技术技能包括专门知识和技能水平。

是指管理者对业务领域相关专业知识和方法的掌握程度。

人际技能（interpersonal skill）是指与人共事、理解别人、激励别人的能力。

概念技能（conception skill）管理者必须具备心智能力去分析和诊断复杂的情况。

是指管理者面对纷繁复杂的环境，通过分析、判断、抽象和概括，洞察事物，分辨各种因素的作用，认清主要矛盾，抓住问题实质，形成正确的概念，从而做出正确的判断。

组织行为学（organization behavior）是研究一定组织体系中人的心理和行为表现及其规律，提高管理人员预测、引导和控制人的行为的能力，以实现组织目标的能力。

需要（need）是个体对生理和社会客观需求在人脑中的反映。

它是指客观刺激作用于人的大脑所引起的个体缺乏某种东西时产生的一种心理状态。

动机（motivation）是一种驱使人们进行活动，从而满足需要、达到目标的内部动力。

对个体而言，动机往往是一以愿望、兴趣、意图、信念、理想等形式表现出来的是激励人们行动的主要因素，是推动人们行为的直接原因。

组织行为学名词解释(中文首字母版)

总是不断的驱动自己要在最短的时间里干最多的事情 ,并在必要的情况下，对妨碍自己的其他人进行攻击.,工作环境这些因素，当这些因素充分时，员工便没有了不满意感。

包括工资和其他项目，以及非现金的各种员工福利。

,认为行为是其结果的函数.愉快的条件，目的在于控制和促进改正不良品德行为，称为惩罚。

取销维持莫伊行为的所有强化物的方法称为忽视。

一种民族文化属性，强调未来，节俭和持久。

人们向来固守着某项政策，尽管有明显证据表明该决策是错误的。

又称为得寸进尺效应 ,是指一个一旦接受了他人的一个微不足道的请求，为了避免认知上的不协调，或者想给他人先后一致的现象，就更有可能接受更大的需求，这种现象宛如登门坎时一级一级的往上，这样就更容易登上高处。

他往往受到最近接触的其他人的影响。

,并按此评估一件事的可能性。

.指的是他人对于群体或者群体成员的位置或者层次进行的一种社会界定。

德尔菲法又名专家意见法，是依据系统的程序,采用匿名发表意见的方式，团队成员之间不得互相讨论，不发生横向联系，只能与调查人员发生关系，以反复的填写问卷，以集结问卷填写人的共识及搜集各方意见，可用来构造团队沟通流程，应对复杂任务难题的管理技术不同工作领域的员工组成，他们走到了一起的目的就是完成某项任务.包括三类核心需要：存在需要，关系需要，成长需要。

(也被称作反社会行为或者工作场所的无礼行为) ,是指违反重要的组织规则，从而危胁组织和个人健康的主动性行为。

自我价值的重要程度。

,他们认为个人权力高于一切。

,通过增加员工完成任务的数量和变化性，从而使工作本身更具多样化.指工作的纵向发展,他增加了员工对于工作在规则，执行和评估方面的控制程度。

群体成员共同接受的一些行为标准。

进行决策，匡助每一个成员更好的承担起自己的责任。

团队队员努力地结果导致团队绩效远远大于个体绩效之和.个体对那些并不产生反应的刺激做出回应。

如果呈现某事物，导致行为者愉快并使行动者特定行为表现频率增加，称为积极强化。

组织行为学-英文高级版

Seven Categories in the Malcolm Baldrige National Quality Award Examination
Each Perspective has produced motivational & leadership theories theories.
Psychology the science of human behavior
Sociology the science of society Engineering the applied science of energy & matter
Success will require: • positive response to the competition in the international marketplace • responsiveness to ethnic, religious, and gender diversity in the workforce
Technology
Outputs: Products Services
Formal vs. Informal Organization
Formal Organization - the part of the organization that has legitimacy and official recognition Informal Organization - the unofficial part of the organization
Social Surface
U.S. Gross Domestic Product
Total $9.3 Trillion

领导力、组织行为学、SWOT英文翻译

领导力、组织行为学、SWOT英文翻译领导力（Leadership）就是指在管辖的范围内充分的利用人力和客观条件在以最小的成本办成所需的事提高整个团体的办事效率。

Leadership is the accomplishment of a goal at minimum cost by making the best use of human resources and objective conditions in one’s jurisdiction, which improves the efficiency of a team.组织行为学（Organizational Behavioural Science ）所谓组织行为学是研究在组织中以及组织与环境相互作用中，人们从事工作的心理活动和行为的反应规律性的科学。

组织行为学综合运用了心理学、社会学、文化人类学、生理学、生物学，还有经济学、政治学等学科有关人的行为的知识与理论，来研究一定组织中的人的行为规律。

近年来出版了很多与组织行为学有关并以此命名的书籍。

Organizational Behavioural Science is an academic discipline concerned with researching the reaction regularity of people's psychology and behaviour in an organisation or in the interaction between organisation and environment. Many academic disciplines related to human behaviour (including psychology, sociology, cultural anthropology, physiology, biology, economics and politics) are synthetically used in organizational behavioural science to research the reaction regularity in a certain organisation. In recent years, many publications related to organizational behavioural science appeared.SWOT是一种分析方法，用来确定企业本身的竞争优势，竞争劣势，机会和威胁，从而将公司的战略与公司内部资源、外部环境有机结合。

(完整word版)组织行为学主要概念中英文对照

组织行为学主要概念中英文对照ability 能力absenteeism 缺勤率achievement motivation 成就动机achievement need成就需要achievement/power theory 成就/权力理论affective component of an attitude 态度的情感成分affiliation need 亲和需要arbitrator 仲裁者attitude 态度attribution 归因attributional bias 归因偏见attributional model 归因模型authority 权威、权力behavioral component of an attitude 态度的行为成分behavior theories of leadership 领导的行为理论boundaryless organization 无边界组织brainstorming 头脑风暴法bureaucracy 官僚结构centralization 集权chain of command 指挥链change 变革change agent 变革代理人channel 渠道,通道channel richness 通道丰富性charisma 领导魅力；领导者的超凡魅力charismatic leadership 具有超凡魅力的领导者chief executive officer(CEO) 首席执行官classical conditioning 经典条件反射coercive power 强制权cognitive component of an attitude 态度的认知成分cognitive conflict 认知冲突cognitive dissonance 认知不协调；认知失调cognitive evaluation theory 认知评价理论cohesiveness 内聚力；凝聚力collaborating 合作collectivism 集体主义collegial model 学院模型command group 命令群体communication 沟通communication media 沟通媒介communication process 沟通过程communication networks 沟通网络compromising 妥协conceptual skills 概念分析技能conciliator 调停者conflict 冲突conflict management 冲突管理conflict process 冲突过程conformity 从众content theories of motivation 内容型激励理论contingency model of leadership 领导的权变模型contrast effects 对比效应core dimensions of jobs 工作的核心纬度core values 核心价值观counseling 咨询cross-cultural communication 跨文化沟通cross-function teams 跨职能团队culture 文化decentralization 分权decisions 决策decoding 译码；解码delegation 授权Delphi technique 德尔菲法departmentalism 部门化dependent variables 因变量distributive bargaining 分配谈判distributive justice 分配公平downward communication 下行沟通dysfunctional conflict 功能失常性冲突employee stock ownership plans（ESOPs）员工持股计划encoding 编码environment 环境equity theory 公平理论ERG theory ERG理论esteem needs 尊重需要existence needs 生存需要expectancy 期望expectancy theory 期望理论expert power 专家权力face-to-face communication 面对面的沟通Fiedler contingency model 费德勒权变模型formal group 正式群体formalization 正规化formalization stage 正规化阶段forming 形成functional conflict 功能正常性冲突fundamental attribution error 基本归因错误Gain sharing plan 收益分享计划goal setting 目标设置goal-setting theory 目标设置理论group 群体groupthink 群体思维growth need 成长需要halo effect 晕轮效应Hawthorne experiment 霍桑效应hierarchy of needs theory 需要层次理论higher-order needs 高层次需要horizontal conflict 横向冲突human relations 人际关系human skills 人际技能hygiene factors 保健因素illegitimate political behavior 非法的政治行为incentives 刺激；诱因independent variables 自变量individual differences 个体差异individualism 个人主义informal group 非正式群体informal leaders 非正式领导informal network 非正式网络informal organization 非正式组织information-based power 信息权information technology 信息技术instrumental values 工具性价值观integrative bargaining 整合谈判intergroup conflict 群体间冲突internal locus of control 内部控制点internals 内控者interorganizational conflict 组织间冲突interpersonal conflict 人际冲突intragroup conflict 群体内冲突intraorganizational conflict 组织内冲突intrapersonal conflict 个人内部冲突intuitive decision making 直觉决策lateral communication 横向沟通Leader-Member exchange(LMX) theory 领导－员工交换理论leader-participation model 领导参与模型leadership 领导leadership style 领导方式leading 领导learning 学习learning organization 学习型组织learning theory 学习理论Least-Preferred Co-worker(LPC) questionnaire 最难共事者问卷legitimate political behavior 合法的政治行为legitimate power 合法权利locus of control 控制点lower-order needs 低层次需要Maslow`s theory of needs 马斯洛需求理论Machiavellianism 马基雅维里主义maintenance factor 保健因素Management By Objectives(MBO) 目标管理Management By Walking Around(MBWA) 走动式管理managerial grid 管理方格图managers 管理者；经理matrix organization 矩阵组织matrix structure 矩阵结构Meclelland`s theory of needs 麦克利兰的需求理论mechanistic organizations 机械组织meditation 调停mediator 调停者models of organizational behavior 组织行为模型Motivating Potential Score(MPS) 激励的潜在分数Motivation 激励；动机motivation-hygiene theory 激励－保健理论motivational factors 激励因素motivational patterns 激励类型Need 需要needs theories 需要理论negative reinforcement 负强化neglect 忽略；疏忽negotiation 谈判；协商network 网络nominal group 名义群体Nominal Group Technique(NGT) 名义群体法nonverbal communication 非言语沟通norm 常规；规范；定额；平均数norming 规范化operant conditioning 操作性条件反射organic organizations 有机组织organization 组织Organizational Behavior(OB) 组织行为organizational culture 组织文化organizational citizens 组织公民organizational design 组织设计organizational development 组织发展organizational politics 组织政治organizational socialization 组织社会化organizational structure 组织结构organizational life cycle 组织生命周期organizing 组织Participation 参与participative counseling 参与式咨询participative leader 参与式领导者participative management 参与式管理path-goal theory 途径－目标理论perception 知觉perceptual biases 知觉偏见perceptual error 知觉错误performance-outcome expectancies 绩效－产出期望performance-satisfaction-effort loop 绩效－满意－努力环personal-based influence 个人影响力personal power 个人权力personality 个性；人格personality-job fit theory 个性－工作匹配理论personality traits 人格特质piece rate 计件工资piece-rate pay plans 计件工资计划piecework system 计件工作系统planned change 有计划的变革polarization 极化political behavior 政治行为political power 政治权利politics 政治positive reinforcement 正强化position power 职位权力power 权力power distance 权力距离power need 权力需要power tactics 权力战术，权术prejudice 偏见；成见problem-solving teams 问题解决小组procedural justice 程序公正性procedure 程序process consultation 过程咨询production-oriented leader 以生产导向的领导productivity 生产力profit-sharing plan 利润分享计划projection 投射psychological success 心理成功psychological costs 心理成本psychological contract 心理契约psychological distance 心理距离punishment power 惩罚性权力quality circles 质量圈qualify of life 生活质量Qualify of Work Life(QWL) 工作生活质量quantity of life 生活数量rationality 理性realistic job previews 实际工作预览reference group 参照群体reciprocal interdependence 互惠的相互依赖reengineering 工程再造refreezing 重新冻结referent power 参照性权力reinforcement 强化reinforcement theory 强化理论reinforcement schedule 强化程序relatedness need 相互关系需要reliability 信度resistance to change 变革阻力reward power 奖励权role 角色selective perception 选择性知觉self-actualization 自我实现self-efficacy 自我效能self-esteem 自尊self-managing teams 自我管理小组self-serving bias 自我服务偏见sensitivity training 敏感性训练shared value 共同价值观situational leadership theory 领导的情境理论skill-based pay 技能工资skill variety 技能多样化social comparison theory 社会比较论social-learning theory 社会学习理论Social Readjustment Rating Scale 社会再适应评估量表Socialization 社会化span of control 控制幅度specification 专业化stereotyping 刻板印象storming 风暴阶段stress 压力stressors 施压源substitutes for leadership 领导的替代物survey feedback 调查反馈synergy 协同作用task significance 任务重要性task structure 任务结构task team 任务小组；任务团队task uncertainty 任务不确定性team building 团队建设technical skills 技术技能technology 技术total quality management(TQM) 全面质量管理traits theories of leadership 领导特质理论transactional leaders 交易型领导turnover 离职率two-factor model of motivation 双因素激励理论type A personality A型人格type B personality B型人格uncertain avoidance 不确定性规避unity of command 统一指挥upward feedback 上行反馈upward communication 上行沟通valence 效价validity 效度value system 价值观体系values 价值观variable-pay programs 可变报酬计划vertical conflict 纵向冲突work force diversity 劳动力多元化work group 工作群体work specialization 工作专业化written communication 书面沟通。

附录-组织行为学专业术语对照表

附录组织行为学专业术语对照表组织行为学专业术语对照表Aability cellular organization能力蜂窝组织action learning centralization行动学习集权化action research centrality行动研究中心性adaptive culture ceremonies适应性文化典礼affiliate network chain of command亲合网络命令链agency theory change agent代理理论变革代理人assessment centers charismatic leadership评价中心领袖魅力的领导attitudes cognitive component of an attitude 态度态度的认知成分attribution process cognitive learning归因过程认知学习attribution theory coalition归因理论联盟autonomy codetermination自主性共同决定B coercive powerbehavior modification 强制性权利行为改变cognitive dissonancebehavior theories 认知失调行为理论cohesivenessbenchmarking 凝聚力基准communication“Big Five" personality dimensions沟通“大五”人格维度communication networksbody language 沟通网络身体语言communication processboundless career 沟通过程无边界生涯competencebrainstorming 胜任头脑风暴compromisingbureaucracy 妥协官僚机构conflictC冲突career conflict management职业冲突管理conscientiousness divisional structure觉悟性事业部制constructive controversy dominant culture建设性的争议主导文化contingency leadership theory dysfunctional conflict领导权变理论功能失调冲突continuous reinforcement E持续性强化economic rationality model contingent work 经济理性模型权变工作emotioncontrast effects 情绪对比效应emotional intelligencecounter power 情商对应权力emotional stabilitycore values 情绪稳定核心价值emotional dissonancecreativity 情绪失调创造力emotional laborcross-functional teams 情绪劳动者多功能型团队empathyculture difference 同情文化差异empowermentD授权decision making encoding决策解码decision rationality employment stock ownership plan 决策理性员工持股计划decision role equity theory决策角色公平理论decoding exchange leadership theories解码领导的交换理论delegating style ethics授权风格伦理学Delphi technique external validity德菲尔技术外部效度departmentalization existence needs部门化生存需要diversity expectancy theory多元化期望理论discrepancy theory extroversion差异理论外向性divergent thinking introversion发散思维内向性F H feedback halo effect反馈晕轮效应Fiedler's contingency model Hawthorne effect费德勒的权变模型霍桑效应field survey heterogeneous teams现场调查异质团队Five-Factors Model (FEM) horizontal organization 五因素模型扁平化组织fixed interval schedule homogeneous teams固定间距日程安排同质群体force field analysis human capital力场分析人力资本formal network hygiene factors正式组织保健因素frustration-regression process hypotheses挫折－倒退过程假设functional structure I 职能性结构implicit learning functional conflict 隐性学习职能冲突impression management fundamental attribution error 印象管理基本归因错误incentiveG诱因gain sharing plan incremental change收益分享计划增量性变革general adaptation syndrome informal networks一般适应综合症非正式沟通网络goal conflict information richness目标冲突信息丰富性goal setting information overload目标设定信息超载goal setting theory initiating structure目标设定理论结构维度grapevine instrumental values谣言工具价值观group intellectual capital群体智力资本group polarization Inter-group mirroring 群体极化群际镜显group think interacting group群体思维互动群体growth needs interest group成长需要利益群体interpersonal communication leadership substitutes人际沟通领导替代interpersonal roles learning人际角色学习intrinsic motivation legitimate power内部激励合法权力intuition locus of control直觉控制点J loyaltyjargon 忠诚度行话Mjob design MBO工作设计目标管理job enlargement matrix structure工作扩大化矩阵结构job enrichment MIS工作丰富化管理信息系统job evaluation managerial communication model 工作评价管理沟通模型job feedback mechanistic structure工作反馈机械结构job involvement media richness工作参与媒体丰富性job rotation metal models工作轮换心理模型job satisfaction moral development工作满意道德发展job specification moral intensity工作规范道德强度job specialization motivation工作专门化激励K Nknowledge management need 需要知识管理needs hierarchy theoryL需要层次理论laboratory management negative reinforcement 实验室实验负强化law of effect neglect效果律忽略leader negotiation领导谈判Leader Grid negotiation skills领导方格谈判技巧net working perceptual defense网络知觉防卫networking structure perceptual grouping网络结构知觉性组合nonverbal communication expectancy非语言沟通期望norms personality规范人格O persuasive communicationopen system 说服性沟通开放系统positive reinforcementoperant conditioning 正强化操作条件反射positivismorganization 实证主义组织powerorganic structure 权力有机结构power distanceorganizational behavior 权力距离组织行为学prejudiceorganizational citizenship behavior 偏见组织的公民行为primacy effectorganizational commitment 首因效应组织承诺procedural fairness organizational culture 程序公平性组织文化process lossesorganizational design 过程损耗组织设计process theories of motivation organizational socialization 过程激励理论组织社会化profit sharingorganizational strategy 利润分享组织战略projection biasorganizational structure 投射偏差组织结构psychological contractP心理契约parallel learning structure punishment平行学习结构惩罚participating style Q参与风格qualityparticipative management 质量参与式管理quality circlespath-goal leadership theory 质量圈路径目标理论quality of lifeperception 生活质量知觉R rationality self-leadership理性自我领导recognition self-monitoring认可自我监控reengineering sensitivity training 工程再造敏感性训练realistic job previews sexual harassment现实的职务预览性骚扰reality shock shaping现实冲击塑造recency effect skill variety近因效应技能多样性referent power social identity theory 参照性力量社会身份理论refreezing social learning theory 再冻结社会学习理论relatedness needs social loafing关系需要社会惰化representative sampling social responsibility 代表性抽样社会责任感reward power social technical design 奖赏权力社会技术设计rituals span of control仪式控制幅度role stereotyping角色刻板印象role ambiguity stress角色模糊压力role conflict stressor角色冲突压力因素role perceptions substitutability角色知觉可替代性S synergyscientific management 协同作用科学管理subculturescientific method 亚文化科学方法T security motive tacit knowledge安全动机隐性知识selective perception task group选择性知觉任务型群体self-efficacy task structure自我功效性任务结构task interdependence U任务互依性uncertainty avoidancetask performance 不确定性回避任务绩效unfreezingtask significance 解冻任务重要性utilitarianismteam building 功利主义团队建设upward communicationteam cohesiveness 上行沟通团队凝聚力Vteam effectiveness valence团队有效性效价team structure variable interval schedule团队结构可变间隔日程安排terminal values virtual teams终极价值观虚拟团队transactional leadership W交易型领导win-win orientationtransformational leadership 双赢取向改造型领导360-degree feedbacktrust 360度反馈信任参考文献［1］胡宇辰，叶清，庄凯组织行为学［M］北京：经济管理出版社，2002.［2］刘正周，段万春组织行为学［M］昆明：云南科技出版社，2002.［3］龚敏组织行为学［M］上海：上海财经大学出版社，2002.［4］丁茂生管理心理学［M］北京：中国科学技术大学出版社，2001.［5］郭毅等组织行为学［M］北京：高等教育出版社，2001.［6］余凯成，陈维政，张丽化组织行为学·人力资源管理案例与练习［M］大连：大连理工大学出版社，2001. ［7］孙成志组织行为学［M］北京：中国广播电视大学出版社，2001.［8］张德组织行为学［M］北京：高等教育出版社，1999.［9］李剑锋中国人民大学工商管理MBA案例——组织行为学卷［M］北京：中国人民大学出版社，1999. ［10］夏洛尔EQ自测［M］北京：中国城市出版社，1998.［11］斯蒂芬·P·罗宾斯组织行为学［M］第七版北京：中国人民大学出版社，1997.［12］段万春跨世纪领导形象设计，经济问题探索［M］1997.［13］卢盛忠，余凯成，徐昶，钱冰鸿组织行为学——理论与实践［M］杭州：浙江教育出版社，1993. ［14］唐·赫尔雷格尔，小约翰·瓦·斯洛克姆［美］组织行为学［M］北京：中国社会科学出版社，1989. ［15］吴玉管理行为的调查与量度［M］北京：中国经济出版社，1987.［16］任宝崇组织管理心理学［M］北京：华夏出版社，1987.［17］杨锡山西方组织行为学［M］北京：中国展望出版社，1986.［18］孙彤组织行为学［M］北京：中国物资出版社，1986.。

《组织行为学》英汉双语教学课程复习资料

《组织行为学》英汉双语教学课程复习资料组织行为学复习大纲题型说明一、名词解释job satisfaction self-efficacy leadership emotion expression norm organizational commitment group cohesiveness attitude motivation social loafing conflict organizational culturejob satisfaction：一般意义上的工作满意度，通常是指某个人在组织内进行工作的过程中，对工作本身及其有关方面（包括工作环境、工作状态、工作方式、工作压力、挑战性、工作中的人际关系等等）有良性感受的心理状态。

比较流行和广泛使用的是美国著名人力资源管理公司Monster提出的六条价值标准：成功、独立、认同、支持、工作条件、人际关系。

综合性定义对工作满意度作一般性的解释，认为工作满意度是一个单一的概念，是对工作本身及有关环境所持的一种态度或看法，是对其工作角色的整体情感反应，不涉及工作满意度的面向、形成的原因与过程self-efficacy ：自我效能（self-efficacy）指人对自己是否能够成功地进行某一成就行为的主观判断，它与自我能力感是同义的。

一般来说，成功经验会增强自我效能，反复的失败会降低自我效能。

自我效能(self-efficacy)：指一个人在特定情景中从事某种行为并取得预期结果的能力，它在很大程度上指个体自己对自我有关能力的感觉。

自我效能也是指人们对自己实现特定领域行为目标所需能力的信心或信念，简单来说就是个体对自己能够取得成功的信念，即“我能行”。

“自我效能”由美国斯坦福大学(Stanford University)心理学家阿尔伯特·班杜拉(Albert Bandura)在20世纪70年代首次提出，20世纪末已经成为教育界的一个关键理念，正在被广泛应用于医疗保健、管理、运动以及诸如发展中国家的艾滋病(AIDS)等看起来极为棘手的社会问题等领域。

组织行为学译文

第一章组织行为学概述TAKEAWAYS重点掌握1. 1Organization behavior is a field of study devoted to understanding and explaining the attitudes and groups in organizations. More simply, it focuses on why individuals and groups in organizations act the way they do.1。

1组织行为学的研究领域是一个致力于理解和解释的态度和组织的组合。

通俗地讲，它着重于个人和组织原因群体行为的方式做。

1.2 The two primary outcomes in organizational behavior are job performance and organizational commitment.1.2组织行为中的两个主要成果是工作绩效与组织承诺。

1.3 A number of factors affect performance and commitment, including individual (job satisfaction; stress; motivation; trust, justice, and ethics; learning and decision making), individual characteristics (personality, cultural values, and ability), group mechanisms (teams, leadership), and organizational mechanisms (organizational structure, organizational cultural)1.3许多因素会影响性能，包括个人承诺，（工作满意度;压力;动机，信任，正义，道德，学习和决策），个人特征（个性，文化价值和能力），组机制（队，领导），和组织机制（组织结构，组织文化）。

组织行为学双语讲义_总2

四、瑞文标准推理测验（SPM）的构成
E组
12题
由易到难
D组 C组 B组系列关系图形整合
整合、互换抽象推理
1题
A组
比较、推理图形组合
类同、比较、图形组合
知觉辨别力图形比较图形想象
瑞文推理测验的优点：测验对象不受文化、种族、语言等条件限制，适用的年龄范围也很广：5岁半-70岁的人，既可采取团体测验的方式也可个别施测。

思考题

你认为严肃的工作氛围与轻松快乐的工作气氛相比，哪种气氛能够达到较高的工作效率？为什么？有效的领导在决策前是否应该征求下属的意见？
10
chapter01
补充内容：个体差异
chapter01
11
自尊测试：你的自尊水平如何？
指导语：请坦率回答下列问题，对于每个陈述，写出最符合你情况的数字：1=绝大多数情况如此； 2=常常如此；3=有时如此；4=偶尔如此；5=几乎从不如此。 1. 你是否常觉得自己无力做好每一件事 2. 你在同龄人中讲话时，是否常感到害怕和焦虑 3. 在社交场合，你能否很好地展示自己 4. 你是否常常觉得自己可以把所有事情做好
chapter01
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5. 与陌生人交谈时，你是否感到很自然 6. 你是否觉得很难为情 7. 你否觉得自己是个成功者 8. 你是否总受害羞的干扰 9. 你是否总觉得自己不如你所认识的其他人 10. 你是否总觉得自己无足轻重
chapter01
13

11. 你是否总对未来的工作抱有信心 12. 在陌生人之中，你是否常常很肯定自己 13. 你是否有这样的信心，总有一天人们会尊重和仰慕你 14. 你是否常常对自己的能力很有信心 15. 你是否总对与别人相处的友好关系表示担忧

组织行为学英文版

What can be done to eliminate the differences/ enhance performance / satisfaction
Changing behaviour
Ability
An individual’s capacity to perform the various tase Stamina
7
Biographical Characteristics
Objective and easily obtained personal characteristics Age
Older workers bring experience; judgment; a strong work ethic; and commitment to quality
three major theories of learning Define shaping; and show how it can be used in OB Show how culture affects our understanding of
intellectual abilities; biographical characteristics; and learning
2 Chapter
Foundations of Individual Behavior
1
Chapter Learning Objectives
After studying this chapter; you should be able to:
Contrast the two types of ability Define intellectual ability and demonstrate its

组织行为学名词解释

目录名词解释 (2)[organization behavior] 组织行为学 (2)OB model (2)[productive] 生产率 (2)[absenteeism] 缺勤 (2)[turnover] 流动率 (2)[organizational citizenship behavior] 组织公民行为 (2)[job satisfaction] 工作满意度 (2)Management function (2)[planning] 计划 (2)[organization] 组织 (2)[leading] 领导 (2)[controlling] 控制 (2)Management role (3)[interpersonal] 人际关系 (3)[informational] 信息传递 (3)[decisional] 决策 (3)Management skill (3)[technical skill] 技术技能 (3)[human skill] 人际技能 (3)[conceptual skill] 概念技能 (3)[personality] 个性 (3)Feature (3)[different] 倾向性 (3)[holistic] 整体性 (3)[stable] 稳定性 (3)[unique] 独特性和共性 (3)[personality traits] 个性特质 (3)Temperament theory (3)[temperament] 气质理论 (3)[five factors model] 五大人格理论 (4)[career personality type] 职业性向理论 (4)[MBTI] (4)Personality attributes influence OB (4)[locus of control] 控制点 (4)[Machiavellianism] 马基雅维利主义 (4)[self-esteem] 自尊 (4)[self-monitor] 自我监控 (4)[risk-taking] 冒险 (4)[A型人格] (4)[perception] 知觉 (4)组织行为学题型名词解释[organization behavior] 组织行为学组织行为学是采用系统分析的方法，研究一定组织中成员的心理和行为规律，从而提高管理人员预测、控制、引导组织成员的能力，以完成组织既定目标的科学。

组织行为学双语课堂背诵要点

1、Organization:组织Consciously coordinated social unit 有意识有条理的组织Composed of two or more people 至少有两个或以上的人组成Functions on a continuous basis to achieve a common goal持续运作实现共同目标Characterized by formal roles that define and shape the behavior of its members以正式的角色定义和塑造其成员的行为2、Organizational behavior studies the influence that individuals, groups, and organizational structure have on behavior within organizations.组织行为学研究个人，团体的影响，以及组织结构对组织内部行为。

3、Behavioral science: Psychology 心理学，Social Psychology 社会心理学，Sociology 社会学，Anthropology 人类学（单选）4、Myers-Briggs Type Indicator(MBIT):Extraverted versus introverted.外向与内向相对Sensing versus intuitive.感觉与直觉相对Thinking versus perceiving.思考与情感相对Judging versus perceiving.判断与知觉相对5、The big five personality model 大五人格Extraversion 外向性Agreeableness 宜人性Conscientiousness 尽责性Emotional stability 情感稳定性Openness to experience 经验的开放性6、Values represent basic convictions that “a specific mode of conduct or end –state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.价值观代表基本的、稳定的信念系统，这个系统指“个人或者社会偏向某种具体的行为模式或者生存的终极目标，而不是队里的或者相反的行为模式或生存的终极目标。

领导力、组织行为学、SWOT英文翻译

近年来出版了很多与组织行为学有关并以此命名的书籍。

(完整word版)组织行为学主要概念中英文对照

组织行为学主要看法中英文比较ability 能力absenteeism 少勤率achievement motivation 成就动机achievement need成就需要achievement/power theory 成就 /权益理论affective component of an attitude 态度的感情成分affiliation need 亲和需要arbitrator 仲裁者attitude 态度attribution 归因attributional bias 归因成见attributional model 归因模型authority 声威、权益behavioral component of an attitude 态度的行为成分 behavior theories of leadership 领导的行为理论boundaryless organization 无界线组织brainstorming 脑筋风暴法bureaucracy 官僚结构centralization 集权chain of command 指挥链change 改革change agent 改革代理人channel 渠道 ,通道channel richness 通道丰富性charisma 领导魅力；领导者的超凡魅力charismatic leadership 拥有超凡魅力的领导者chief executive officer(CEO) 首席执行官classical conditioning 经典条件反射coercive power 逼迫权cognitive component of an attitude 态度的认知成分cognitive conflict 认知矛盾cognitive dissonance 认知不协调；认知失调cognitive evaluation theory 认知议论理论cohesiveness 内聚力；凝聚力collaborating 合作collectivism 集体主义collegial model 学院模型command group 命令集体communication 沟通communication media 沟通媒介communication process 沟通过程communication networks 沟通网络compromising 妥协conceptual skills 看法解析技术conciliator 调停者conflict 矛盾conflict management 矛盾管理conflict process 矛盾过程conformity 从众content theories of motivation 内容型激励理论contingency model of leadership 领导的权变模型contrast effects 对照效应core dimensions of jobs 工作的核心纬度core values 核心价值观counseling 咨询cross-cultural communication 跨文化沟通cross-function teams 跨职能团队culture 文化decentralization 分权decisions 决策decoding 译码；解码delegation 授权Delphi technique 德尔菲法departmentalism 部门化dependent variables 因变量distributive bargaining 分配谈判distributive justice 分配公正downward communication 下行沟通dysfunctional conflict 功能失态性矛盾employee stock ownership plans〔 ESOPs〕员工持股方案encoding 编码environment 环境equity theory 公正理论ERG theory ERG 理论esteem needs敬爱需要existence needs生计需要expectancy 希望expectancy theory 希望理论expert power 专家权益face-to-face communication 当面的沟通Fiedler contingency model 费德勒权变模型formal group 正式集体formalization 正规化formalization stage 正规化阶段forming 形成functional conflict功能正常性矛盾fundamental attribution error 根本归因错误Gain sharing plan 收益分享方案goal setting 目标设置goal-setting theory 目标设置理论group 集体groupthink 集体思想growth need 成长需要halo effect 晕轮效应Hawthorne experiment 霍桑效应hierarchy of needs theory 需要层次理论higher-order needs 高层次需要horizontal conflict 横向矛盾human relations 人际关系human skills 人际技术hygiene factors 保健因素illegitimate political behavior非法的政治行为incentives 刺激；诱因independent variables 自变量individual differences 个体差异individualism 个人主义informal group 非正式集体informal leaders 非正式领导informal network 非正式网络informal organization 非正式组织information-based power 信息权information technology 信息技术instrumental values 工具性价值观integrative bargaining 整合谈判intergroup conflict 集体间矛盾internal locus of control 内部控制点internals 内控者interorganizational conflict 组织间矛盾interpersonal conflict 人际矛盾intragroup conflict 集体内矛盾intraorganizational conflict 组织内矛盾intrapersonal conflict 个人内部矛盾intuitive decision making 直觉决策lateral communication 横向沟通 Leader-Member exchange(LMX) theory 领导－员工交换理论 leader-participation model 领导参加模型 leadership 领导leadership style 领导方式leading 领导learning 学习learning organization 学习型组织learning theory 学习理论Least-Preferred Co-worker(LPC) questionnaire 最难共事者问卷legitimate political behavior 合法的政治行为legitimate power 合法权益locus of control 控制点lower-order needs 低层次需要Maslow`s theory of needs 马斯洛需求理论Machiavellianism 马基雅维里主义maintenance factor 保健因素Management By Objectives(MBO) 目标管理Management By Walking Around(MBWA) 走动式管理managerial grid 管理方格图managers 管理者；经理matrix organization 矩阵组织matrix structure 矩阵结构Meclelland`s theory of needs 麦克利兰的需求理论mechanistic organizations 机械组织meditation 调停mediator 调停者models of organizational behavior 组织行为模型Motivating Potential Score(MPS) 激励的潜藏分数Motivation激励；动机motivation-hygiene theory 激励－保健理论motivational factors 激励因素motivational patterns 激励种类Need 需要needs theories 需要理论negative reinforcement 负增强neglect 忽略；粗心negotiation 谈判；协商network 网络nominal group 名义集体Nominal Group Technique(NGT) 名义集体法nonverbal communication 非语言沟通norm 老例；标准；定额；平均数norming标准化operant conditioning 操作性条件反射organic organizations 有机组织organization 组织Organizational Behavior(OB) 组织行为organizational culture 组织文化organizational citizens 组织公民organizational design 组织设计organizational development 组织睁开organizational politics 组织政治organizational socialization 组织社会化organizational structure 组织结构organizational life cycle 组织生命周期organizing 组织Participation 参加participative counseling 参加式咨询participative leader 参加式领导者participative management 参加式管理path-goal theory 路子－目标理论perception 知觉perceptual biases 知觉成见perceptual error 知觉错误performance-outcome expectancies绩效－产出希望performance-satisfaction-effort loop 绩效－满意－努力环personal-based influence 个人影响力personal power 个人权益personality 个性；人格personality-job fit theory 个性－工作般配理论personality traits 人格特质piece rate 计件薪水piece-rate pay plans 计件薪水方案piecework system 计件工作系统planned change 有方案的改革polarization 极化political behavior 政治行为political power 政治权益politics 政治positive reinforcement 正增强position power 职位权益power 权益power distance 权益距离power need 权益需要power tactics 权益战术，机谋prejudice 成见；成见problem-solving teams 问题解决小组procedural justice 程序公正性procedure 程序process consultation 过程咨询production-oriented leader 以生产导向的领导productivity 生产力profit-sharing plan 收益分享方案projection 投射psychological success 心理成功psychological costs 心理本钱psychological contract 心理契约psychological distance 心理距离punishment power 处分性权益quality circles 质量圈qualify of life生活质量Qualify of Work Life(QWL)工作生活质量quantity of life 生活数量rationality 理性realistic job previews 实质工作预览reference group 参照集体reciprocal interdependence 互惠的相互依赖reengineering 工程再造refreezing 重新冻结referent power 参照性权益reinforcement 增强reinforcement theory 增强理论reinforcement schedule 增强程序relatedness need互有关系需要reliability信度resistance to change改革阻力reward power 奖励权role 角色selective perception 选择性知觉self-actualization 自我实现self-efficacy 自我效能self-esteem 自尊self-managing teams 自我管理小组self-serving bias 自我效劳成见sensitivity training 敏感性训练shared value 共同价值观situational leadership theory 领导的情境理论skill-based pay 技术薪水skill variety 技术多样化social comparison theory 社会比较论social-learning theory 社会学习理论Social Readjustment Rating Scale社会再适应评预计表Socialization 社会化span of control 控制幅度specification 专业化stereotyping 刻板印象storming 风暴阶段stress 压力stressors 施压源substitutes for leadership 领导的取代物survey feedback 检查反应synergy 共同作用task significance 任务重要性task structure 任务结构task team 任务小组；任务团队task uncertainty 任务不确定性team building 团队建设technical skills 技术技术technology 技术total quality management(TQM) 全面质量管理traits theories of leadership 领导特质理论transactional leaders 交易型领导turnover 离职率two-factor model of motivation 双因素激励理论type A personality A 型人格type B personality B 型人格uncertain avoidance 不确定性闪避unity of command 一致指挥upward feedback 上行反应upward communication 上行沟通valence 效价validity 效度value system 价值观系统values 价值观variable-pay programs 可变酬金方案vertical conflict 纵向矛盾work force diversity 劳动力多元化work group 工作集体work specialization 工作专业化written communication 书面沟通。

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组织行为学主要概念中英文对照

组织行为学【英文版】

组织行为学词汇

组织行为学文章 英文版

(完整word版)名组织行为学名词解释

组织行为学名词解释(中文首字母版)

组织行为学-英文高级版

领导力、组织行为学、SWOT英文翻译

(完整word版)组织行为学主要概念中英文对照

附录-组织行为学专业术语对照表

《组织行为学》英汉双语教学课程复习资料

组织行为学译文

组织行为学双语讲义_总2

组织行为学英文版

组织行为学名词解释

组织行为学双语课堂背诵要点

领导力、组织行为学、SWOT英文翻译

(完整word版)组织行为学主要概念中英文对照

组织行为学文章英文版