组织行为学精要第十版Chapter 2 Personality Traits and Work Values
罗宾斯_组织行为学(第十版)_课后习题答案详解
第1章什么是组织行为学1.l 复习笔记一、管理者做什么管理者通过别人来完成工作，他们做出决策、分配资源、指导别人的活动从而实现工作目标。
1. 管理者的职能20世纪初，法国工业家亨利·法约尔(Henri Fayol)提出，所有的管理者都发挥五种职能：计划、组织、指挥、协调和控制。
今天这些职能简化为四种：计划、组织、领导和控制。
(1)计划计划活动就是要设定或明确组织的目标，制定实现组织目标的途径或方案。
(2)组织为了实现计划活动所预定的目标，实施计划活动制定的行动方案。
(3)领导管理者就运用各种适当的方法，去影响组织的成员，努力营造起一种使组织中的成员能够全心全意、士气高昂地为实现组织目标而努力奋斗的氛围，以便使管理的领导职能得到更大的发挥。
(4)控制为了确保组织目标的顺利实现，组织的管理者从头到尾地对组织各项活动的进展情况进行检查，一旦发现或预见问题后就要及时采取措施予以纠正，以保证组织活动按计划进行。
2. 管理者的角色20世纪60年代末，麻省理工学院（MIT)的研究生亨利·明茨伯格对5位高层经理进行了一项精心研究，明茨伯格得出结论：管理者扮演着10种不同的但又互相关联的角色。
这10种角色可以归纳为三大类：人际角色、信息传递者角色以及决策角色。
(1)人际关系方面的角色人际关系角色指所有的管理者都要履行礼仪性和象征性角色。
(2)信息传递方面的角色信息角色是指所有的管理者在某种程度上，都从外部的组织或机构接受和收集信息。
(3)决策制定方面的角色在决策角色中，管理者处理信息并得出结论。
亨利·明茨伯格界定的10种管理角色如表1.1所示。
3. 管理者的技能罗伯特·卡茨(Robert Katz)提出了三种基本的管理技能：技术技能、人际技能和概念技能。
(1)技术技能技术技能，指为了完成或理解一个组织的特定工作所必需的技能，也就是业务方面的技能。
(2)人际技能人际技能，指与组织单位中上下左右的人打交道的能力。
组织行为学 目录(罗)
目录第一章绪论…………………………………………………第一节组织行为学的基本概念……………………………………第二节组织行为学的演进和发展…………………………………第三节组织行为学的研究方法……………………………………本章小结……………………………………………………………第二章个体心理现象与个体行为……………………………………第一节个体心理现象………………………………………………第二节个性倾向性与行为…………………………………………第三节个性心理特征与行为………………………………………本章小结……………………………………………………………第三章组织承诺和组织公民行为……………………………………第一节组织承诺与个体行为………………………………………第二节组织公民行为与个体行为…………………………………本章小结……………………………………………………………第四章人性理论……………………………………………………第一节人性理论概述……………………………………………第二节西方的人性理论……………………………………………第三节我国人性理论………………………………………………本章小结………………………………………………………………第五章群体心理、群体行为与群体绩效………………………………第一节群体概述……………………………………………………第二节非正式群体…………………………………………………第三节群体行为的一般规律……………………………………第四节影响群体心理、行为和绩效的主要因素…………………第五节群体决策……………………………………………………本章小结……………………………………………………………第六章组织中的人际关系…………………………………………第一节人际关系概述…………………………………………第二节人际关系的理论………………………………………第三节人际关系的平衡…………………………………………第四节人际关系的测量………………………………………本章小结…………………………………………………………第七章激励理论……………………………………………………第一节激励概述………………………………………第二节内容型激励理论……………………………………第三节过程型激励理论………………………………………第四节行为改造型激励理论…………………………………第五节激励理论与文化背景……………………………………本章小结…………………………………………………………第八章组织文化与组织行为……………………………………第一节组织文化的内涵………………………………………第二节组织文化的功能及影响因素…………………………第三节组织文化建设…………………………………………本章小结……………………………………………………………第九章领导的心理与组织行为……………………………………第一节领导及领导的影响力……………………………………第二节领导的有效性理论………………………………………第三节领导的有效性……………………………………………本章小结…………………………………………………………第十章组织行为的有效性…………………………………………第一节组织概述………………………………………………第二节组织结构………………………………………………第三节对组织变革的有效管理………………………………第四节组织发展………………………………………………本章小结…………………………………………………………参考文献。
组织行为学名词解释(不完整版)
Fixed-ratio schedule固定比率：当个体的反应积累到一个固定数目后，便给予奖励。
Variable ratio schedule可变比率：奖励根据个体行为的差异而发生变化。
OB Mod组织行为学校正：在这种方案中管理者首先确定与员工绩效相关的行为，然后实施干预战略，强化理想的绩效行为并减弱不理想的行为。
Neglect怠工：通过被动地听任事态越来越糟的方式来表达不满意。包括长期缺勤或迟到、降低努力程度和增加失误率。
第4章
Personality个性：个体对他人的反应方式和交往方式的总和。
Personality traits人格特质：用于描述个体行为的一些持久而稳定的特点。
Myers-Briggs Type Indicator迈尔斯-布里格斯类型指标：一种人格测试，包括四个特点，并把个体分成16种人格类型。
Operant conditioning操作性条件反射：一种条件反射类型，认为行为是其结果的函数。
Behaviorism行为主义：相对来说，紧随刺激物之后所发生的行为并没有经过大脑的思考。
Social-learning theory社会学习理论：个体可以通过观察和直接经验进行学习。
Shaping behavior行为塑造：循序渐进地强化每一个连续步骤，使个体逐渐趋近理想的反应。
Continuous reinforcement连续强化：每一次理想行为出现时，都予以强化。
Intermittent reinforcement间断强化：为了保证理想行为能够重复，强化的次数应该是充分的，但并不是每次都给予强化。
Fixed-化。
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。
组织行为学第二章个体差异
即习得条件反射包括了建构条件刺激与无 条件刺激之间的联系，使中性刺激物（条 件刺激物）拥有无条件刺激物的性质。
组织行为学第二章个体差异
（2）操作条件反射理论（Operant Conditioning）
操作条件反射是人为了影响环境 而作出的反应，换言之，操作条 件反应是行为(反应)先于刺激产 生的，刺激是行为的结果。
➢自控（Self-monitoring）是指个体 能够根据外部情境因素调整自己行为 的能力。
➢自控水平不同的个体差异及其影响
组织行为学第二章个体差异
2.2 能力差异
所谓能力( ability), 是直接影响活动 效果，使活动顺利完成的个性心理特征。
一般认为能力可包括两大类内容: 科学 智能（physical ability）和情绪智能 (intellectual ability)。
✓ 第二，一般最大性测验都会有时间限制。 ✓ 第三，人们可以进行类似题项的训练, 以期望
在测评中能够得到更好的成绩。 • 典型的最大性测验类似高考。 在研究生入
学考试、公务员考试中也是采用的最大性测验。
组织行为学第二章个体差异
（2）典型性测验 所谓典型性测验 (type test)，
是指在测评中, 让被试尽可能真实 地反应自己的意向, 然后根据反应 结果区到被试类型, 此类测评称为 典型性测验。
➢不同马基雅维里主义者所表现出的人格差异 及其影响。
组织行为学第二章个体差异
（3）自尊（Self-esteem） •
➢自尊（Self-esteem）指的是人们喜 爱或不喜爱自己的程度。
➢自尊心强、弱程度不同导致的个体差 异及其影响
OB组行为学名词解释(不完整版)
Collectivism集体主义：一种民族文化属性，描述的是人们生活在具有严谨架构的社会中，期望得到同一群体的其他人的照顾和保护。
Masculinity男性气质：一种民族文化属性，它描述文化支持男性角色如成就、权力及控制力的程度。
Biographical characteristics传记特点：即个人特点（如年龄、性别、种族、婚姻状况），它们是客观的，而且很容易从员工的档案中得到。
Learning学习：在经验的作用下发生的任何相对持久的行为改变。
Classical conditioning经典条件反射：条件反射的一种类型，个体对那些通常并不产生反应的刺激做出回应。
Short-term orientation短期取向：一种民族文化属性，强调过去和现在。
Personality-job fit theory人格-工作适应性理论：提出了六种人格类型，并指出，员工对于工作的满意度和流动意向取决于个体的Байду номын сангаас格特点与职业环境的匹配程度。
Job involvement工作参与：它测量一个人从心理上对其工作的认同程度以及认为他的绩效水平对自我价值的重要程度。
Psychological empowerment心里授权：员工对工作环境、工作能力、工作意义及工作自主性的影响程度的感知。
Organizational commitment组织承诺：员工对于特定组织及其目标的认同，并且希望保持组织成员身份的一种心态。
Employee engagement员工敬业度：个体对工作的参与度、满意度及工作的热情。
Attitude surveys态度调查：通过量表方式收集员工的反应，以了解他们对工作、工作群体、主管以及组织的感觉。
Chapter 2 perception, personality, and emotions
例如：
一个职工把自己的成功原因归于内在因素（能力强、 努力），他会感到非常满意和自豪，从而激起更大的进 动力。反之，归因于外在因素（任务容易和运气好）， 便会产生惊奇和感激心情。 如果将失败归因于稳定因素（能力差，任务难）， 就会降低工作积极性，而归因于不稳定因素（不够努力、 运气不佳），则可能会提高工作积极性。 因此，管理者要及时了解员工的归因倾向，积极帮助他 们正确总结经验教训和进行归因训练，做到胜不骄、败 不馁，严格要求，努力前进。
Some of the errors that distort the perception process
include: 归因理论 • attribution theory, • selective perception, 选择性感知 • the halo effect, 晕轮效应 • contrast effects, 对比效应 • projection, and 投射效应 • stereotyping. 刻板印象
外在原因 内在原因 任务难度，机遇属于_______ 努力，能力属于_______; 不稳定的 能力，任务属于_______; 努力，机遇属于___________ 稳定的 不以人的意志为转移的 努力属于_______; 可控制的 任务难度，机遇是______________
组织行为学
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Made by Li Jinmei
Organizational Behaviour 组织行为学
Chapter 2 Perception, Personality, and Emotions
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李金妹制作
After studying this chapter, you should be able to:
组织行为学第四章人格
2、人格特质理论
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人具有生物性，但其本质来说是社会的。 人生活的社会决定了每个人的意识、心理 具有社会制约性。因而这种兼顾生物制约 性和社会制约性、获得广泛认同的人格理 论流派，就是人格特质理论。
2.1 人格特质（personality traits）
• 最早是提出特质这个概念的是美国心理 学家阿尔波特，他认为： • 人格特质：是指人稳定的，经常出现的行 为方式。 • • 因此，一个偶然发生的行为不能称为特质，因
2.5 五大个性维度模型
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是20世纪八九十年代随着对人格结构特 质研究的深入而开展的。现在比较流行的 人格理论模型---―大五”人格理论模型（the Big Five）
• • 1）外倾性（extraversion） • 这一维度描述的是个体善于社交中不同关系的舒适感程度。 • 正面：健谈，面部表情丰富，喜欢做姿势，果断，好交友，活波，幽 默，好刺激，好动，乐观 • 反面：内倾性（introversion）表现为腼腆，沉默寡言 • • 2）随和性（agreeableness） • 这一维度描述的是个体服从别人的倾向性。 • 正面：善于为别人着想，富于同情心，直率，容易合作，体贴人 • 负面：表现为充满敌对情绪、不友好，给人不信任感，缺乏同情心 • • 3）责任心（conscientiousness） • 描述人对信誉的测量 • 正面：规范，有能力，有责任心，似乎总能把事情做好，处处让 人满意 • 反面：行为不规范，粗心，做事效率低，不可靠
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•
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是最普遍的个体分析框架之一。这种理 论可以帮助解释为什么不同的人对不同的 事物感兴趣、擅长不同的工作、并且有时 不能互相理解。
这一个性测试包括100道题，用以了解个体在一定情 境中会有什么样的感觉和什么样的活动。
组织行为学5——人格和价值观
领悟的或直觉的（ S或N）
思维的或情感的（T或F） 判断的或感知的（ J或P）
16种 人格类型
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I N T J型人是幻想者，他们有创造性思想，并有极大的内 驱力实现自己的想法和目标。他们的特点是怀疑、批判、 独立、决断，甚至常常有些顽固。 E S T J型人是组织者，他们很现实，很实际，实事求是， 具有从事商业和制造业工作的天生头脑，善长组织和操纵 活动。 E N T P型人则为抽象思考者，他们敏捷、聪明、擅长处 理很多方面的事务。这种人在解决挑战性问题方面阅历丰 富，但在处理常规工作方面则较为消极。 13名著名公司的创始人，苹果、索尼、微软、本田、联邦 快递等，他们都是直觉型思维（NT），NT在人口中的比 例为5%。
态度和工作满意度 人格和价值观 知觉和个体决策
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什么是人格？
当我们谈论人格这个概念时，并不是指一个人是否 很有魅力，是否有积极的生活态度，是否有一张可 爱的笑脸，是否有很高尚的品德。。。 奥尔波特（1937）：人格是个体内部身心系统的 动力组织，它决定了个体对环境独特的调节方式。
Q：为什么要关注人格特征呢？
Q：人格特质如何识别的分类呢？
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两大人格类型框架：MBTI和Big Five
麦尔斯-布瑞格斯类型指标（Myers-Briggs Type Indicator， MBTI）是最为普遍使用的人格框架之一。 这一人格测验基本包括1 0 0道问题，用以了解个 体在一些特定情境中会有怎样的感觉及如何活动。 根据不同个体的回答，可以把他们区分为
核心自我评价主要包括：自尊和控制点 自尊：个体对自己的喜好以及自身价值的认知。 自尊心强 VS 自尊心弱
组织行为学个性心理测验
• 以卡特尔16种个性特质为例
•组织行为学 第三章 个性心理测验
海尔集团总裁张瑞敏
•组织行为学 第三章 个性心理测验
卡特尔16种人格特质
•组织行为学 第三章 个性心理测验
•组织行为学 第三章 个性心理测验
A型性格
• １．运动、走路和吃饭的节奏很快； • ２．对很多事情的进展速度感到不耐烦 • ３．总是试图同时做两件以上的事情； • ４．无法处理休闲时光； • ５．着迷于数字，他们的成功是以每件
事中自己获益多少来衡量的。
•组织行为学 第三章 个性心理测验
B型性格
• 1．从来不曾有时间上的紧迫感以及其他 类似的不适感；
•组织行为学 第三章 个性心理测验
Personality traits and assessment: Illustration-6
• 20:18 MMPI • Minnesota • Multiphasic • Personality • Inventory
•组织行为学 第三章 个性心理测验
Personality traits and assessment: Illustration-7
•组织行为学 第三章 个性心理测验
Personality traits and assessment: Illustration-2
• 7:50 Raymond Catell/ Catell’s 16 Personality Factors
• 8:00 Hans Eysenck’s Theory of Personality Types Extraversion: Internally vs. Externally Oriented; Neuroticism: Emotionally stable vs. Emotionally
组织行为学大学专业词
Organizational behavior(OB) P2Systematic study P3Evidence-based management (EMB) P3Intuition(直觉) P3Psychology P3Social psychology (社会心理学) P4Sociology P5Anthropology(人类学) P5Contingency variables(偶然变量) P5Workforce diversity(劳动力多元化) P7Ethical dilemmas and ethical choices P11Attitudes P13Cognitive component (认知组成) P14Affective component P14Behavioral component P14Cognitive dissonance (认知不一致) P15Moderating variables (调节变量) P15Job satisfaction P16Job involvement P16Psychological empowerment P16Organizational commitment (组织与个人目标一致) P17Affective commitment P17Continuance commitment P17Normative commitment P17Perceived organizational support (POS组织支持感) P17Employee engagement (员工敬业度) P17Measuring job satisfaction P19The impact of satisfied and dissatisfied employees on the workplace (the exit-voice-loyalty-neglect framework) P21Affect P27Emotions P27Moods P27Positive affect P29Negative affect P29Positivity offset(正向偏移) P29Affect intensity(影响强度) P30Illusory correlation(产生错觉相关) P31Sources of emotions and moods P30Emotional labor P33Emotional dissonance(情绪失调) P33Felt emotions P33Displayed emotions P33Surface acting P33Deep acting P33Emotional intelligence(EI) P34OB applications of emotions and moods P35Personality P41Heredity(遗传) P42Personality traits P43Myers-Briggs type indicator (MBIT) [extraverted vs introverted ; sensing vs intuitive; thinking vs feeling ; judging vs perceiving] P43Big five model[extra-version外向; agreeableness亲和; conscientiousness认真负责的; emotional stability ; openness to experience ] P44Core self-evaluations P46Machiavellianism(权术主义) P47Narcissism (自恋型) P47Self-monitoring P48Risk taking P48Type a personality P48Proactive personality(主动性人格) P49Values P50Terminal values P50Instrumental values P50Personality-job fit theory P51Power distance P53Individualism(个人主义) P53Collectivism(集体主义) P53Masculinity(男权主义) P53Femininity(女权主义) P54Uncertainty avoidance P54Long-term orientation P54Short-term orientation P54Perception P57Attribution theory(归因理论) [distinctiveness 独特的; consensus 一致性; consistency 连贯性] P58Fundamental attribution error P59Self-serving bias P60Common shortcuts in judging others P60Selective perception P60Halo effect(光圈影响) P60Contrast effect(对比影响) P60Stereotyping P60Rational decision-making model P62Bounded rationality(有限理性) P62Intuitive decision making P63Common biases and errors in decision making P63Organizational constraints on decision making P66Creativity P67Three-component model of creativity P68Motivation P72Hierarchy of needs[physiological ;safety; social; esteem; self-actualization] P73 Theory X and theory Y P74Two-factor theory P74Hygiene factors(卫生因素) P75McClelland’s theory of needs[need for achievement(nAch); need for power(nPow); need for affiliation(nAFF)] P76Self-determination theory P77Cognitive evaluation theory P77Self-concordance(自我和谐) P78Goal-setting theory P78Management by objectives(MBO) P80Self-efficacy theory(自我效能) P81Pygmalion effect P82Equity theory P84Distributive justice(个体判断) P84organized justice P84Procedural justice(程序判断) P85Interactional justice(相互作用判断) P86Expectancy theory[relationship: effort - performance; performance - reward; rewards - personal goals] P86Job characteristics model(JCM) P90Job design P90Job rotation(岗位轮换) P92Job enrichment(工作丰富化) P93Flextime(弹性工作时间制) P94Job sharing P96Telecommuting P96Participative management(参与管理) P98Representative participation P98How to pay: rewarding individual employees through variable-pay programs P100Variable-pay program P100Flexible benefits P103Group P106Formal group P106Informal group P106Command group P107Task group P107Interest group P107Friendship groups P107Five- stage group-development model[forming; storming stage; norming stage; performing adjourning stage] P108Group property P109Role perception P109Role expectations P109Norms P110Reference group P111Deviant workplace behavior(不正常的工作场所行为) P112 Status P113Social loafing(社会性懈怠) P115Cohesiveness P115Group decision making P116Group-think P117Group-shift P117Brainstorming P119Nominal group technique P119Work group P123Work team P123Problem-solving team P124Self-managed work teams P124Cross-functional teams P124Virtual teams P125What factors determine whether teams are successful? P126 Multi-team systems P127Organizational demography(组织的人口统计学) P129 Team processes P130Communication process P135Formal channels P136Informal channels P136Direction of communication P136Interpersonal communication(人与人之间的交际) P137 Formal small-group networks P140Grapevine (秘密信息来源) P140Electronic communications P142Barriers to effective communication P145Filtering P145Communication apprehension P147High-context cultures P148Low-context cultures P148Leadership P150Trait theories of leadership P151Behavioral theories of leadership P152Initiating structure P152Consideration P152Employee-oriented leader P153Fiedler contingency model P154Least preferred co-worker (LPC)[leader-member relations; task structure; position power] P154Leader-member exchange(LMX) theory P156Charismatic leadership theory P157Transactional leaders (相互作用的领导关系) P160Full range of leadership model P161Authentic leaders P163Socialized charismatic leadership P164Trust P164What are the consequence of trust? P165Attribution theory of leadership P165Substitutes for P166Neutralizers P166Identification-based trust P167Chapter1 Introduction to Organizational BehaviorChapter2 Job AttitudesChapter3 Moods, Emotions, and Organizational BehaviorChapter4 Personality Traits and Work ValuesChapter5 Individual Perception and Decision-MakingChapter6 Motivation 1: Basic ConceptsChapter7 Motivation 2: Applied ConceptsChapter8 GroupsChapter9 TeamsChapter10 Communication ProcessChapter11 Leadership。
组织行为学---第二章---能力与人格解析
不同情境中，一个人的人格会表现出不同 侧面；
不同的情境类型对于人格的具体影响不同；
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二、人格特质 personality traits
特质 论
特质论主张人 格可以通过有 限的几个特质 加以描述；
特质论推崇量 的分析与连续 的维度；
类型 论 而类型论则认为人格可以
划分为互不相容的几种类 型，如外向，内向；头生 子后生子等。
根源特质：制约表面特质的潜在基础和人格的基本因素。
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个性特 征
A B C E F G H I L M N O Q1 Q2 Q3 Q4
根源特 质
乐群性 聪慧性 稳定性 恃强性 兴奋性 有恒性 敢为性 敏感性 怀疑性 幻想性 世故性 忧虑性 实验性 独立性 自律性 紧张性
表面特性
Reserved------------------------------------Outgoing Less intelligent------------------- More intelligent Affected by feelings--------------Emotionally stable Submissive--------------------------------- Dominant Serious--------------------------------Happy-go-lucky Expedient-------------------------------Conscientious Timid-------------------------------------Venturesome Tough-minded--------------------------------Sensitive Trusting-----------------------------------Suspicious Practical---------------------------------Imaginative Forthright-------------------------------------Shrewd Self-assured-----------------------------Apprehensive Conservative----------------------------Experimenting Group-dependent-----------------------Self-sufficient Uncontrolled-------------------------------Controlled Relaxed-----------------------------------------Tense
Organization_Behavior组织行为学
Organization BehaviorChapter1anizational behavior (OB)：A field of study that investigates the impact that individuals, groups and structure have on behavior within organization, for the purpose of applying such knowledge toward improving an organization’s effectiveness2. Managers doManagement functionPlanningA process that includes defining goals,establishing strategy(策略), anddeveloping plans to coordinate〔调整〕activitiesControllingMonitoring activities to ensure they arebeing accomplished as planned andcorrecting any significant deviations〔背离〕.OrganizingDetermining what tasks are to be done, whois to do them, how the tasks are to begrouped, who reports to whom, and wheredecisions are to be made.LeadingA function that includes motivatingemployees, directing others, selecting themost effective communication channels, andresolving conflictsManagement role: 1) interpersonal(人际角色)Figurehead(头面人物) Leader(领导者) Liaison(联络人)2) informational(信息传递者)Monitor(监控者) Disseminator(传递者) Spokesperson(发言人)3) Decisional(决策角色)Entrepreneur(创业者) Disturbance handler(混乱处理者)Resource allocator(资源分配者) Negotiator(谈判者) Management skills: 1) Technical skillsThe ability to apply specialized knowledge or expertise〔专门技术〕.2) Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups.3) Conceptual skillsThe mental ability to analyze and diagnose(诊断) complex situations.3. Effective versus Successful Managerial Activities1) Traditional managementDecision making, planning, and controlling2) CommunicationExchanging routine(例行的) information and processing paperwork3) Human resource managementMotivating, disciplining, managing conflict, staffing(人员指挥), and training 4) NetworkingSocializing, politicking(政治活动), and interacting(相互影响) with others4. Challenges and Opportunities for OB1) Responding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesOverseeing movement of jobs to countries with low-cost labor2) Managing Workforce Diversity(差异，多样性)Embracing diversityChanging demographics〔人口〕Implications for managersRecognizing and responding to differences3) Improving Quality and ProductivityQuality management (QM)Process reengineering4) Responding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workers5) Improving Customer ServiceIncreased expectation of service qualityCustomer-responsive cultures6) Improving People Skills7) Empowering(授权) People8) Stimulating(刺激) Innovation(改革) and Change9) Coping with “Temporariness(临时性)〞10) Working in Networked Organizations11) Helping Employees Balance Work/Life Conflicts12) Improving Ethical(伦理的) Behavior5. Independent and dependent variables2) Independent variable1) individual-level variables个体水平变量人们带着不同的特点进入组织，这些特点将影响到他们在工作中的行为。
组织行为学Personality人格
组织⾏为学Personality⼈格Our Inquiry about Personality1.Introduction: Our personality shapes our behavior. This can help us knowsomeone around us better and associate with others swimmingly. So our group has great interest to explore personality theory and practice. We lay stress on personality traits. We will quote theoretical model such as the Big Five Model, Type A Personality and so on. At the same time, we would cite some examples from the movie The Devil Wears Prada and our real word. What we want to show is that how personality influences us and how to make full use of it.2.Theory and cases:①First of all, we should know that personality is the sum total of waysin which an individual reacts to and interacts with others. And it is aresult of both hereditary and environment factors. The example ofwolf children proves this. A little baby was abandoned by his parents,and then adopted by a pack of wolves. Several years later, he was bredto be a child and behaved like a wolf. If at this time humans came toteach him to talk and walk, he would also master human language after a period of time.②Dress is an important part of your personality. To bring the style whichenhances your appearance is the greatest secret of personality building.In the movie The Devil Wears Prada, the leading lady Andy deeply realized that the importance of dressing. At first, almost everyone made fun of her because of her bad dressing. But when she began to dress up well, both colleagues and superiors looked at her with new eyes. Dressing according to the occasion is a great help to give strong impetus to your personality. Walking in the morning exercise and nutritious diet are healthy activities that lead to good personality. But for this you need to find perfect dress that should give you the best look. But the most important aspect that essentially provides quantities is a dress up suitable suits your personality. Especially women are at the top in this line and find themselves made various efforts to do so.This is not only in fashionable circle. It happens everywhere! Dress is the mirror of your side and shows what you in real time. So we can?t neglect this.③What is the role of personality in a marriage or a love scene? Whatdifference does the personality of partners make to a happy marriage?In the movie The Devil Wears Prada, Andy…s boyfriend left her because she was a workaholic. And Miranda also lost her family anddivorced again and again just for her job. Small differences are always ignored because of the love between the couple, but if the difference in personalities is big, love will also get sacrificed. Let us take another example. The wife is of giving typeand the husband is a real stingy person. What then? Half of the time they will have arguments about this. According to the personality traits, we can see how important the consistency in personality is between couples.④The Big Five Model provides a unifying personality frameworkincluding extraversion, agreeableness, conscientiousness, emotional stability, openness to experience. First, extraverts tend to be happier in their jobs and in their lives as a whole. For instance, Andy was outgoing and sociable and she had more friends and spend more time in social situations. Second, people who score high on emotional stability are happier than those who score low. Emotional stability is most strongly related to life satisfaction. For example, in the movie, Andy asked help for a designer called Nigel to improve her figure after the editor in chief—Miranda criticized her strictly. She didn?t hold back in face of difficulties, oppositely she chose to brave them.From this we can see Andy?s ability to withstand stress is good. This kind of people can calmly deal with most trouble in daily life. Finally, individuals who are open are more creative in art. They also cope better with organizational change and are more adaptable in changingcontexts. Just like Miranda in the film, she altered personnel transfer rapidly and swiftly when she knew the boss of the magazine was about to dismiss her.⑤Authoritarian character and Machiavellianism.Here is an example.Once president of Kuomintang, Chiang Kai-shek, at first a pacifist, finally his ambition to seek personal dictatorship is soaring. So he launched the civil war. Originally, he can become a popular leader just as Mao Zedong but his autocratic character led him to an evil way. So this is the negative effect of autocratic personality. Of course, autocratic people have some forte: decisive, powerful, and unyielding.Just like Miranda. In the Runway periodical office, her words stood for everything. I think that autocratic people are fit for Machiavellianism because they win more, are persuaded less, and persuade others to do as they think. For example, Machiavellianism can be put to some examination in King Lear, arguably Shakespeare's central tragedy, which examines the sources of political and moral authority in a pre-Christian world. Another case: Hillary Clinton has gone out of her way to emphasize her support for faith-based social services. In January 2005 she told a group of pastors in Boston that people who see “God's work in the lives of even the most hopeless and left behind” are most likely to “go out onto the street to save some poor, at-risk child.”There is an element of Machiavellianism about this:Democrats currently have a better chance of winning over disillusioned evangelicals than for many years. But there is an element of common sense too. Americans are increasingly worried about poverty, but are skeptical about government bureaucracies.Faith-based institutions appear to offer a solution to the conundrum.⑥Workaholics and Type A personality.Just as we mentioned before,Andy is a workaholic. She once put all her energy into her work---an assistant of an editor. Even on a dinner with her father, she can?t afford enough time to talk with him. She totally did as Miranda said. She couldn?t reach his boyfriend?s birthday party on time, to speak accurately, she was too late. We can see that she loves her boyfriend but she is not good in focusing their attention on the right things. The characteristic of workaholics are: First, preoccupied with work, even at home or attend social activities; Second, reluctant to empower to others, because they need a sense of control; Third, ignoring the other side of the life, because the workaholic is always putting work in front of family. If they work for their livelihoods, this crazy working condition is understandable, such as Andy; If they just meet the demand for a sense of achievement by working on and on, they will not only let the spouse disappointed, but also may increase unfamiliar feeling with the children, the most serious can lead to both sides ofhusband and wife, u ntil divorce, such as Miranda. So we can?t be too crazy about work. We should not forget to enjoy life!A person with a Type A personality has features of workaholics:incessant struggle to achieve more and more in less and less time, can?t cope with leisure time. They are usually fast workers emphasizing quantity over quality. Type A?s are also rarely creative.They will not allocate the time necessary to develop unique solutions to new problems. But they may do better in job interviews. So they can be a good employee but not a qualified manager. This is why most employees in workplace can?t get promotion every year.⑦Measuring personality is not easy. Though some personality tests areuseful in hiring decisions, you will never know which employee would be corrupt and negligent about his or her duties. Andeven you don?t know when he will job-hop! In a word, you can easily choose the talents you want, but it is hard to avoid bad behaviors for someone.So we need a preeminent organizational culture to develop employees? healthy and sane personality.3. SummaryOur paper is brief. While we believe that you will be interested in some ideas we offer. We consider Personality as the most importantfactor to make success; others are chances, environment and so on. If you have a powerful inner, nothing will be unconquerable!。
组织行为学 第2章 个体差异(严进)
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The BIG 5 Model
（McCrae和Costa, 1990） 外向（Extraversion） 测量个体爱交际，乐群，武断这一极端到安静，保守，谦恭， 退让的另一极端； 相容性（Agreeableness） 该因素包括同情，合作，好脾气，热情—坏脾气，不高兴， 不愉快，冷淡; 责任意识（Conscientiousness） 该因素指努力工作，勤劳，负责—任性，不负责和懒惰。 情绪稳定性（Emotional Stability） 该因素关心个体的坚定，稳健，冷静这一极端到焦虑不安， 担心，情绪化的另一极端。 开放性（Openness to Experience） 该因素的最佳特征是创造力，想象力，广泛的兴趣和对艺术 的敏感性。
预测需求 管理决策
知觉速度 消防队员
空间知觉 飞行员 记忆 销售员
2016/1/9
原因调查
方向判断 回忆客户
Dr. Jin Yan School of Management, Zhejiang U. 14
体力因素（Physical Ability）
力量因素
动态力量 躯干力量 静态力量 爆发力
其他因素
阅读P57页“知识”，讨论智力是什么？ 阅读P59页“名人的大学”，讨论智力与 成功的关系？
2016/1/9 Dr. Jin Yan School of Management, Zhejiang U. 13
智力因素
数字能力 会计 计算税收
言语能力 工厂经理
演绎推理 市场调研 归纳推理 经理
推行企业政策
身体协调性 平衡性 耐力
灵活性
广度灵活性 动态灵活性
情商（Emotional Intelligence）
情商指的是有效地管理自我以及处理人际关系 的能力，它由四种基本素质构成：
组织行为学---第二章---能力与人格
O
Q1 Q2 Q3
忧虑性
实验性 独立性 自律性
Self-assured-----------------------------Apprehensive
Conservative----------------------------Experimenting Group-dependent-----------------------Self-sufficient Uncontrolled-------------------------------Controlled
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（1）学习理论——经典条件反射 classical conditioning
建立条件刺激与无条件 反射之间的联系。当有 吸引力的刺激物与中性 刺激物多次相互匹配时， 中性刺激物就会变成条 件刺激物，因而拥有无 条件刺激物的性质。 俄国生理学家伊万· 巴甫 洛夫 试验内容：狗听到铃声 后分泌唾液的反应。
Personality 人格 Perception 感知 Individual decision making Productivity
Absence
Turnover
Values and Attitudes 价值观/态度
Motivation 激励 Learning 学习
Satisfaction
Ability 能力
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还有一些重要的人格特质。。。。。。
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1．卡特尔的人格特质理论
卡特尔人格特质理论的主要贡献在于提出 了根源特质。 1949年卡特尔用因素分析方法提出了16 种相互独立的根源特质，并制定了《卡特 尔16种人格因素测验》(16PF Catell 16 Personality Factor Test)。
组织行为学(3个体-人格、能力、态度)
第3章 个体行为—— 人格、能力、态度
第3章
个体行为——人格、能力、态度
• 一、人格
• ㈠人格及相关概念 • ㈡人格决定因素 • ㈢人格几种代表理论（气质、中国外貌与人格、大五人格、梅耶-布 里基斯MBTI、人格与职业兴趣） • ㈤其他几个主要的人格特征
• 二、能力
• 认知智能 • 情绪智能
• 三、态度
• 伊万诺维奇P63
一、㈠人格概念及相关定义
• What is personality? Personality
– The overall profile or combination of characteristics that capture the unique nature of a person as that person reacts and interacts with others.
Perceiving personality Characters（P）
Feel comfort when there are many choices Playing comes first of working Chang objections with the acquire of new information Glad to adapt to new environment Value the process Satisfied from a start of a new plan Perceive time renewable and last period flexible
– Schermerhorn，9ቤተ መጻሕፍቲ ባይዱh P74
人格
Definition:
个体对他人的反应方式和交往方式的总和。
组织行为学 组织中的个体差异
用于一切人。人本身是复杂的，在复杂的、不断
变换的环境中会表现出不同的人性来。人性中既
有唯利是图、追求物质利益的一面，也有精神需
要、追求社会责任、实现自身最大价值的一面。
而且二者是个权变的过程，在物质基础很低的情
况下，追求物质利益就是第一位的；在物质利益
大到一定程度时，追求精神利益也成为主导需求
。
组织 行为学
对管理的启示
维度 高外倾性 高随和性
高责任性
高开放性
高情绪稳定性
管理启示 大量社交活动
在团队中安排这样的成员，使 团队运作更加平稳
在内部提升的时候，考虑选拔 高责任心的人
需要给予更对的培训机会，激 发创造力 整体职务满意度和激励
组织 行为学
一、 个体差异
• 约翰·霍兰德（John Holland，1929），约 翰·霍普金斯大学心理学教授，提出了具有 广泛社会影响的个人特质与工作适应理论 (personality-job fit theory，职业兴趣 理论）
泰然处之。擅长那些需要进行分解组合的事情。
ISFP （ 内 向 、 领 悟 、 情 敏感而温和，谦逊而羞怯，待人十分友好。这种人非常
感、感知）
不喜欢意见分歧，并且总是试图回避它们。他们是忠实
的追随者，而且常常让事情干起来很轻松。
ENTJ（外向、知 觉、 思 热情而友好，直率而果断，通常擅长任何需要推理和智
属于内控型。认为命运的控制点是位于外部世界的，如运
气、机遇等社会和自然条件，属于外控型。
组织 行为学
本章的重要知识点
• 1. 人性假设理论 • 2. 明确个体差异在能力和人格方面的体现 • 3. 掌握组织中四种人格特质和五因素模型
组织行为学-章节重点
第一章概论1.1重点概念1.组织(Organization): 从广义上说，组织是指由诸多要素按照一定方式相互联系起来的系统。
系统论、控制论、信息论、耗散结构论和协同论等，都是从不同的侧面研究有组织的系统的。
从这个角度来看，组织和系统是同等程度的概念。
从狭义上说，组织就是指人们为着实现一定的目标，互相协作结合而成的集体或团体，如党团组织、工会组织、企业、军事组织等等。
狭义的组织专门指人群而言，运用于管理学之中。
2.组织行为学(Organization Behavior)：作为行为科学的一个分支，组织行为学着重探讨个体、群体以及结构对组织内部行为的影响，从而运用这些知识来实现组织行为的有效性。
3.案例研究(case study)：对个体、群体或组织整体的情况进行深入调查而得出结论的方法。
这种研究对变量能进行一定的控制。
案例研究样本有限，很难得出一般性和易于推广的结论，但是案例研究呈现的内容丰富，是人们发现和提出新的理论假设的前提和基础。
4.实际调查研究(field survey):是采用一定的方法对一定规模的样本对象(可以是个体、群体或组织)进行全面调查、收集和分析数据，从而得出结论的方法。
这种研究对变量也能进行一定的控制。
这种方法的缺点是不够深入。
5.实验室实验(1aboratory experiment):是通过建立一个完全人工的环境，研究者可以控制自变量，并观测、记录因变量，然后分析这些自变量和因变量之间的关系。
1.2关键知识点1.组织行为学的介绍组织行为学是一门交叉学科，由多个领域的研究成果发展而来，主要的领域是心理学、社会学、社会心理学、工程学、人类学和政治学等应用科学，它们的贡献共同构成了组织行为学的基础，并使其逐步发展成一门独立的学科。
2.组织行为学的研究方法组织行为学的研究方法按照不同的角度分类有不同的方法。
根据研究目标的不同，组织行为学的研究可以分为基础理论研究、应用基础研究和具体问题研究；根据研究深度的不同，组织行为学的研究可以分为描述性研究、关系性研究、预测性研究；根据研究变量的可控性程度的不同，组织行为学的研究可以分为文献研究、案例研究、实际调查研究、实验研究。
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Emotional Stability
• Measures ability to handle stress: the more stable a person, the better he (or she) can handle stress. People with high emotional stability tend to become, self-confident, and secure.
Copyright ©2010 Pearson Education, Inc. 2-10
Conscientiousness
• Measures reliability. High scorers are responsible, organized, dependable, and persistent. Low scorers are easily distracted, disorganized, and unreliable. Not surprisingly, this is the key determinant of job performance and organizational citizenship behavior (OCB) on the Big Five.
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Values
Represent basic, enduring 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."
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Measuring Personality Traits: Myers-Briggs Type Indicator
• Most widely used personality-assessment instrument in the world • Individuals are classified as:
Copyright ©2010 Pearson Education, Inc.
Competitive, urgent, and driven
Adjusts behavior to meet external, situational factors
Identifies opportunities, shows initiative, takes action and perseveres
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Measuring Personality
• Self-reports Surveys
Most common Prone to error
• Observer-ratings Surveys
Independent assessment May be more accurate
• Strongly supported relationship to job performance (especially Conscientiousness)
Copyright ©2010 Pearson Education, Inc. 2-9
Extraversion
• Deals with the comfort level with relationships. Scoring high in this factor means the respondent is more gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
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Agreeableness
• Measures deference towards others. High scorers are cooperative, warm, and trusting while low scores are cold, disagreeable, and antagonistic.
Copyright ©2010 Pearson Education, Inc.
2-12
Openness to Experience
• Measures the range of interests and fascination with novelty, a proxy for creativity. People who score low on this factor tend to be conventional and enjoy familiar circumstances. High scorers tend to be creative, curious, and artistically sensitive.
•
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The Myers-Briggs Type Indicator (MBTI)
• Thinking/Feeling (T or F). This scale is important in decision-making: thinkers use reason and logic while feelers use emotions and their own personal values to make decisions. Judging/Perceiving (J or P). Judgers are control-oriented and enjoy structure and order. Perceivers are more flexible and spontaneous.
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Major Personality Attributes Influencing OB
• Core self-evaluation
Self like/dislike
• Type A personality
• Self-monitoring • Proactive personality
• Environmental factors do have some influence • Aging influences levels of ability
Basic personality is constant
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•
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Measuring Personality Traits: The Big-Five Model
• Five Traits:
Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience
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The Myers-Briggs Type Indicator (MBTI)
• Extraverted/Introverted (E or I). People scoring higher on the extraverted side of the scale are more outgoing, social and assertive while those on the introvert side are quiet and shy. Sensing/Intuitive (S or N). Sensing individuals are practical, enjoy order and are detail oriented. Intuitive people are more “big picture” oriented and rely on “gut” feelings.
After studying this chapter you should be able to:
1. 2. 3. 4. 5. 6. Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. Identify the key traits in the Big Five personality model and demonstrate how the traits are relevant to OB. Define values, demonstrate the importance of values, and contrast terminal and instrumental values. Compare the generational differences in values and identify the dominant values in today’s workforce. Identify Hofstede’s five value dimensions of national culture.