组织行为学英文版(第13版)ch05
组织行为学英文版Ch_12_tppi
Stress Level • Low • High
Intellectual Abilities • Effective • Ineffective
Leader’s Experience • Ineffective • Effective
Research is supporting the theory. theory.
The dimensions of the two studies are very similar
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Blake and Mouton’s Managerial Grid®
Draws on both studies to assess leadership style
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Fiedler’s Cognitive Resource Theory
A refinement of Fiedler’s original model: model:
Focuses on stress as the enemy of rationality and creator of unfavorable conditions A leader’s intelligence and experience influence his or her reaction to that stress
Assumes that leadership style is fixed (based on orientation revealed in LPC questionnaire) Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open
组织行为学英文版(第13版)ch01
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Copyright © 2015 Pearson Education, Inc.
LO 2
Effective Versus Successful Managerial Activities
1-9
Copyright © 2015 Pearson Education, Inc.
LO 3
Define “Organizational Behavior” (OB)
1-15
Copyright © 2015 Pearson Education, Inc.
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LO 6
Demonstrate Why Few Absolutes Apply to OB
There are few, if any, simple and universal principles that explain organizational behavior. Contingency variables — situational factors are variables that moderate the relationship between the independent and dependent variables.
1-14
Copyright © 2015 Pearson Education, Inc.
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LO 5
Identify the Major Behavioral Science Disciplines That Contribute to OB
Sociology Sociology studies people in relation to their social environment or culture. Anthropology Anthropology is the study of societies to learn about human beings and their activities.
组织行为学 罗宾斯英文版PPT整理
Chapter1 Introduction to organizational behavior✓Organizational Behavior:The systematic study of the actions and attitudes that people exhibit within organizations✓Systematic Study of Determinants of Employee Performance:➢Actions or Behaviors：Productivity, Absenteeism, Turnover , Organizational citizenship➢Attitudes– Job Satisfaction: a. Possible link between satisfaction and productivityb.Satisfaction appears to be negatively related to absenteeism andproductivityc.Humanistic responsibility to provide employees with challenging,intrinsically rewarding, and satisfying job✓Organization: a. Consciously coordinated social unitb. Composed of two or more peoplec. Functions to achieve a common goal or set of goalsd. Formal roles define and shape the behavior of its members✓OB Encompasses Behavior in Diverse Organizations: Manufacturing:Service firms Schools Hospitals Churches Military units Charitable organizations Local, state, and federal government agencies✓Contributing Disciplines(Level of Analysis):➢Micro (individual): Psychology➢Macro (group processes and organization) : Sociology, Social Psychology, Anthropology, Political Science✓Toward an OB discipline P4 1.1✓Goals of Organizational Behavior: explanation, prediction, control✓Challenges and Opportunities: a.Increasing age of typical workerb.More women and minorities in the workplacec.Requirements to meet global competitiond.Severed loyalty bonds between employees and employers ✓What is Quality Management?➢Intense focus on customer→Outsiders -- purchasers of products and services→Insiders -- interact with and serve others in the organization➢Concern for continual improvement→Commitment to never be satisfied→“Very good” is not good enough→Quality can always be improved➢Improvement in quality of everything the organization does“Quality” applies not only to the final product, but to→How organization handles deliveries→How rapidly it responds to complaints→How politely the phones are answered➢Accurate measurement→Uses statistical techniques to measure every critical performance variable in operations➢Empowerment of employees→Involves people on the line in the improvement process→Teams are widely used as empowerment vehicles for finding and solving problems ✓ A Managerial Perspective：a. Improving People Skills b. Managing Work Force Diversityc. Responding to Globalizationd. Empowering Peoplee.Stimulating Innovation andChange f. Coping with “Temporariness” g. Helping Employee Balance Work-Life Conflicts h. Declining Employee Loyalty i. Improving Ethical Behavior✓Levels of OB Analysis: Individual Level Group Level Organization System Level Chapter2 Job Attitudes✓What the fundamental values of the organizational development can be found in the general manager’s approach to management? Respect, Support, Trust, Innovation ✓What contribution to the organization can be found in those values?A good work environment will be benefit to employees’ self-realization and theestablishment of team and learning organization.✓Attitude:Attitudes are evaluative statements or judgments concerning objects, people, or events. They reflect how we feel about something. When I say I like my job, I am expressing my attitude about work.✓Three components of Attitudes : Cognitive, Affective, Behavioral✓What are the Major Job Attitudes?➢Job Satisfaction: A positive feeling about the job resulting from an evaluation of its characteristics➢Job Involvement: Degree of psychological identification with the job where perceived performance is important to self-worth. High level of both job involvement andpsychological employment are positively related to organizational citizenship and jobperformance. High job involvement is also related to reduced absences and lowerresignation rates.➢Psychological Empowerment (PE): a. Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy. b. Good leaders empower theiremployees by involving them in decisions, making them feel their work is important,and giving them discretion to do their own thing. c. Higher level of Job Involvement andPE are positively related to Organizational citizenship and job performance.✓other Major Job Attitudes:➢Organizational Commitment: Identifying with a particular organization and its goals and wishes to remain a member.✧The three forms of OC:Affective – emotional attachment to organization (e.g. pro-environmental firms)Continuance Commitment – economic value of staying with an org (e.g. high salary)Normative -moral or ethical obligations with employers (e.g. personal promise) There appears to be a positive relationship between organizational commitment andjob productivity.---has strong relation to performance, especially for new employees.---In general, affective commitment is most likely to relate to organizational outcomes such as performance and turnover.➢Perceived Organizational Support (POS)a.Degree to which employees believe the organization values their contributionand cares about their well-being.b.People perceive OS is higher when rewards are fair, employees are involved indecision-making, and supervisors are seen as supportive.c.High POS is related to higher OB outcomes (performance).➢Employee Engagementa. The degree of an individual’s involvement with, satisfaction with, and enthusiasm for the job.b. Engaged employees are passionate about their work and company.c. According to researches, they contribute high customer satisfaction, highprofits, and lower level turnover and accidents.✓Is there cognitive dissonance?--Your friends or relatives won’t disagree with you because of the close relation.--People do seek consistency among their attitudes and between their attitudes and their behavior. (E.g. I don’t marry her because love her.)✓The relationship between attitudes and behavior:a.Important attitudes reflect our fundamental values, self-interest, or identification withindividuals or groups we value. These attitudes tend to show a strong relationship to our behavior.b.The more you talk about your attitude on a subject, the more likely you are toremember it, and the more likely it to shape your behavior. (e.g. changing a job)c.Discrepancies between attitudes and behavior tend to occur when social pressures tobehave in certain ways hold exceptional power.d.The attitude-behavior relationship is likely to be much stronger if an attitude refers tosomething with which we have direct personal experience.✓the closer the match between attitude and behavior, the stronger the relationship Chapter3 Moods, Emotions and Organizational Behavior✓Why Were Emotions Excluded from OB Study?➢Myth of rationality – emotions were the antithesis of rationality and should not be seen in the workplace➢Belief that emotions of any kind are disruptive in the workplace✓Emotional Terminology:➢affect: A generic term that encompasses a broad range of feelings that people experience➢emotion: Intense feelings that are directed at someone or somethingShort termed and action-oriented.➢Mood: Feelings that tend to be less intense and longer-lasting than emotions and often lack a contextual stimulusP27 3.1✓The Basic Emotions:➢positive emotions→positive affect: The mood dimension consisting of positive emotions such as excitement, self-assurance, and cheerfulness at the high end with boredom,sluggishness, and tiredness at the low end.→negative affect: At zero input, when no stimulus is provided, most people experience a mildly positive mood. In fact, positive moods tend to be morecommon than negative ones.➢negative emotions➢negative affect: The mood dimension consisting of nervousness, stress, and anxiety at the high end with relaxation, tranquility, and poise at the low end.✓The Functions of Emotions:➢Emotions and Rationality: Emotions are critical to rational thought: they help in understanding the world around us.➢Evolutionary Psychology : Theory that emotions serve an evolutionary purpose: helps in survival of the gene pool. The theory is not universally accepted✓Sources of Emotions and Moods:➢Personality➢Day of the week and time of the day: More positive interactions will likely occur mid-day and later in the week➢Weather: no impact according to the research➢Stress: Increased stress worsens moods➢Social Activities: Physical, informal, and epicurean activities increase positive mood ➢Sleep: Lack of sleep increases negative emotions and impairs decision making➢Exercise: Mildly enhances positive mood➢Age: Older people experience negative emotions less frequently➢Gender: Women show greater emotional expression, experience emotions more intensely and display more frequent expressions of emotions. Could be due tosocialization✓Emotional Labor: An employee’s expression of organizationally desired emotions during interpersonal transactions at workEmotional dissonance is when an employee has to project one emotion while simultaneously feeling anotherFelt vs. Displayed Emotions:➢Felt Emotions: the individual’s actual emotions➢Displayed Emotions: the learned emotions that the organization requires workers to show and considers appropriate in a given job→Surface Acting is hiding one’s true emotions→Deep Acting is trying to change one’s feelings based on display rules ✓Emotional Intelligence:A person’s ability to:1)Be self-aware (to recognize his or her own emotions as experienced), 2)Detectemotions in others, and 3)Manage emotional cues and information.Moderately associated with high job performanceEmotional Intelligence on Trial➢The case for: a. Intuitive appeal – it makes sense b. EI predicts criteria that matter –positively correlated to high job performance c. Study suggests that EI isneurologically based➢The case against: a. EI is too vague a concept b. EI can’t be measured c. EI is so closely related to intelligence and personality that it is not unique when thosefactors are controlled✓OB Applications of Emotions and Moods➢Selection – Employers should consider EI a factor in hiring for jobs that demand a high degree of social interaction➢Decision Making – Positive emotions can increase problem-solving skills and help us understand and analyze new information➢Creativity – Positive moods and feedback may increase creativity✓More OB Applications of Emotions and Moods➢Motivation – Promoting positive moods may give a more motivated workforce➢Leadership – Emotions help convey messages more effectively➢Negotiation – Emotions may impair negotiator performance➢Customer Service – Customers “catch” emotions from employees, called emotional contagion✓Even More OB Applications of Emotions and Moods➢Job Attitudes – Emotions at work get carried home but rarely carry over to the next day ➢Deviant Workplace Behaviors – Those who feel negative emotions are more likely to engage in deviant behavior at work✓How Can Managers Influence Moods?➢Use humor to lighten the moment➢Give small tokens of appreciation➢Stay in a good mood themselves – lead by example➢Hire positive people✓Does the degree to which people experience emotions vary across cultures?Do people’s interpretations of emotions vary across cultures?Do the norms for the expressions of emotions differ across cultures?“YES” to all of the above!Chapter 5 Perception and Decision-making✓Perception：The process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment✓Factors influencing perception：➢The perceiver：Attitudes，Motives，Interests，Experience，expectations➢The target：Novelty，Motion，Sound，Size，Background，proximity➢The Situation：Time，Work setting，Social setting✓Attribution Theory：trying to explain the ways in which we judge people differently, depending on the meaning we attribute to a given behavior.✓The three determining factors of attribution theory：➢Distinctiveness➢Consensus➢Consistency→Fundamental attribution error:1. When making judgments about the behavior of other people, we tend tounderestimate the influence of external factors and overestimate the influence ofinternal or personal factors2.Individuals and organizations tend to attribute their own successes to internal factors such as ability or effort, while putting the blame for failure on external factors such as bad luck or unproductive workers.3. Individuals whose intellectural and interpersonal abilieties are weakest are mostlikely to overestimate their performance and abilty.✓The Link Between Perception and Individual Decision making：Who makes decisions? What decisions to make?All the decisions are closed related to perceptions. (data collection and analysis)✓The Six Steps of Rational Decision-making model：➢Define the problem➢Identify the decision criterria➢Allocate weithgts to teh criteria➢Develop the alternatives➢Evaluate teh alternatives➢Select the best alternative➢Example:bicycle parking problem➢Bounded Rationality➢Intuitive decision making✓Common Biases and Erorrs in Decision Making：anchoring bias, confirmation bias, availabe bias, escalation of commitment, risk aversion, hindsight bias✓Organizatioal Constraints on Decision making: performance evaluation, reward systems, formal regulations, system-imposed time constraints, historical precdidents✓Three Ethical Decision Criteria:➢Utilitarianism（providing the greatest benefits for the greatest number功利主义，实用主义）➢Rights(respecting and protecting the basic rights of individuals,eg.right to privacy, free speech ,and due process)➢Justice(imposing and enforceing rules afaily and impartially to ensure justice or an equitalbe distribution of benefits and costs.) Comment on the three choices.✓Three-component Model of Creativity:➢Expertise(abilities, knowledge, proficiencies, and similar expertise )➢Creative thinking skills(personality ——creativity, the ability to use analogies, and the talent ot see the familiar in a different light)➢Intrinsic task motivation (interesting , involving , exciting, satisfying,persionally challengfing jobs, etc.)Chapter8 Groups✓Group: Two or more individuals, interacting and interdependent, who come together to achieve particular objectives. Groups can be either formal or informal, and further subclassified into command, task, interest, or friendship categories.✓Four Types of Groups:Command group, Task group, Interest group, Friendship group✓Why People Join Groups: (benefits)➢Security Reduce the insecurity of “standing alone”; feel stronger, fewer self-doubts, and more resistant to threats➢Status Inclusion in a group viewed by outsiders as important; provides recognition and status➢Self-esteem Provides feelings of self-worth to group members, in addition to conveying status to outsiders➢Affiliation Fulfills social needs. Enjoys regular interaction; can be primary source for fulfilling need for affiliation➢Power What cannot be achieved individually often becomes possible; power in numbers➢Goal achievement Some tasks require more than one person; need to pool talents, knowledge, or power to complete the job. In such instances, management may rely onthe use of a formal group✓Basic Group Concepts:➢Roles→Role research conclusions: a.People play multiple roles b.People learn roles from stimuli around them c.People can shift roles rapidly when the situation demandsd.People experience major role conflict between roles➢Norms: Acceptable standards of behavior within a group that are adopted and shared by the group’s members→The Hawthorne Studies→Conformity and the Asch Studies➢Cohesiveness: The degree to which members of the group are attracted to each other and motivated to stay in the group→Relationship of Cohesiveness to Productivity→Managers Can Encourage Cohesiveness: a.Make the group smaller b.Encourage agreement on group goals c.Increase the time spent together d.Increase thestatus and perceived difficulty of group membership→More Ways Managers Can Encourage Cohesiveness: a.Stimulate competition with other groups b.Give rewards to the group rather than members c.Physicallyisolate the group➢Size→How Size Effects a Group: a.Smaller groups are faster at completing tasks rge groups are consistently better at problem solving c.Social loafing - tendency toexpend less effort in a group than as an individual d.Increases in group size areinversely related to individual performance➢Composition: Diversity increases effectiveness due to the variety of viewpoints.Diversity promotes conflict, which stimulates creativity, which leads to improveddecision making. May take more time to work smoothly. May lead to turnover ➢Status: A prestige grading, position, or rank within the group. It may be formally imposed by the group, or informally acquired through characteristics such aseducation, age, gender, skill, or experience→Effects of High Status: a.Resist conformity or receive more freedom b.Do not need or care about social rewards c.Members must believe status hierarchy isequitable d.Inequities produce corrective behaviors and conflict✓Individual versus Group Decision Making:➢Individual: More efficient, Speed, No meetings, No discussion, Clear accountability, Consistent values➢Group: More effective, More information and knowledge, Diversity of views, Higher-quality decisions, Increased acceptance✓Symptoms of Group Think: a.Group members rationalize any resistance to their assumptionsb.Members pressure any doubters to support the alternative favored by the majorityc.Doubters keep silent about misgivings(doubts) and minimize their importanced.Groupinterprets members’ silence as a “yes” vote for the majorityVariables Influencing Group Think: Group’s cohesiveness, Leader’s behavior, Insulation from outsiders, Time pressures, Failure to follow methodical decision-making procedures✓GroupShift: A special case of groupthink. The decision of the group reflects the dominant decision-making norm that develops during the group discussion, whether shift is toward greater caution or more risk depends on the dominant prediscussion norm.✓Selecting the Best Decision-Making Technique:➢Brainstorming➢Nominal group technique➢Electronic meetingsChapter9 Teams✓Reasons for Team Popularity: a.Outperform on tasks requiring multiple skills, judgment, and experience b.Better utilization of employee talents c.More flexible and responsive to changing events d.Facilitate employee participation in operating decisions e.Effective in democratizing the organization and increasing employee motivation✓Work Group: A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility. Individuals work alone, not collectively, on a task. Performance is the summation of all of the group member’s individual contributions.✓Work Team:Generates positive synergy through coordinated effort. Their individual efforts result in a level of performance that is greater than the sum of those individual inputs.✓Comparing Work Groups and Work Teams P123 9.1✓Four Types of Teams P124 9.2➢Problem-Solving Teams: a.Share ideas or offer suggestions on how work processes and methods can be improved. b.Rarely given authority to unilaterally implement any oftheir suggested actions c.Typically composed of 5-12 hourly employees from thesame departmentExample: Quality Circles➢Self-Managed Work Teams: a.Collectively control pace of work b.Determine work assignments anize breaks d.Collectively choose inspection procedurese.Select their own members and evaluate each other’s performancef.Generallycomposed of 10-15 people➢Cross-Functional Teams: a.Members from diverse areas within and between organizations b.Exchange information c.Develop new ideas and solve problemsd.Coordinate complex projects f.Development is time-consuming due to complexity anddiversityExamples: Task Force and Committees➢Virtual Teams: Computer technology ties physically dispersed members together to achieve a common goal→Differentiating factors from other teams: Absence of para-verbal and non-verbal cues, Limited social context, Ability to overcome time and space constraints✓Creating Effective Teams:Effectiveness of teams is defined by:➢Objective measures of the team’s productivity➢Manager’s ratings of team performance➢Aggregate measures of member satisfactionA Team Effectiveness Model P126 9.3✓Turning Individuals into Team Players: To perform well as team members, individuals must be able to 1)Communicate openly and honestly 2)Confront differences and resolve conflicts 3)Sublimate personal goals for the good of the team✓The Challenge in Shaping Team Players:➢Greatest where... a.The national culture is highly individualistic b.Introduced into organizations that historically value c.individual achievement➢Less demanding... a.Where employees have strong collectivist values, such as Japan or Mexico b.In new organizations that use teams as their initial form for structuringwork✓Shaping Team Players:➢Selection: Ensure that candidates can fulfill their team roles in addition to having the technical skills required for the job➢Training: Provide workshops in problem-solving, communication, negotiation, conflict-management, coaching, and group-development skills➢Rewards: Rework reward systems to encourage cooperative efforts rather than competitive onesChapter 10 Communication✓Functions of Communication➢Control - both formal and informal➢Motivation - clarification and feedback➢Emotional expression - fulfillment of social needs➢Information - facilitating decision making✓The Communication ProcessSource, Encoding, Channel, decoding, Receiver✓Downward Communication：Assign goals，Provide job instructions，Inform employees of policies and procedures，Point out problems that need attention，Offer feedback about performance，Letters and email from leaders to members of the team✓Upward Communication：Provide feedback to higher-ups，Inform them of progress toward goals，Relay current problems，Keep managers aware of how employees feel，Ideas on how things can be improved✓Lateral Communication：Save time and facilitate coordination，Formally sanctioned or informally created，Enhance efficient and accurate transfer of information，Can create dysfunctional conflicts when formal vertical channels are breached✓Oral Communication：➢Advantage: Speed , Feedback➢Disadvantage: Potential for distorted message, Content at destination is different from the original✓Written Communication:➢Advantage: Provide a tangible and verifiable record, Can be stored for an indefinite period of time, Physically available for later reference, Well thought-out, logical, andclear➢Disadvantage: Time consuming, Lack of feedback, No guarantee how reader will interpret it✓Non-verbal Communication:➢Kinesics - Gestures, facial configurations, and other movements of the body➢Body movement -Body language adds to, and often complicates, verbal communication➢Intonations - Change the meaning of the message➢Facial expression -Characteristics that would never be communicated if you read a transcript of what is said➢Physical distance - Proper spacing is largely dependent cultural norms✓Formal Small-Group Networks P140 10.3✓Small-Group Networks and Effectiveness Criteria p140 10.4✓The Grapevine:Not controlled by management, Perceived as being more believable and reliable, Largely used to serve self-interest, Appear in response to situations: Important to us, Where there is ambiguity, Under conditions that arouse anxiety✓Computer-Aided Communication: Electronic mail (e-mail), Intranet and Extranet links, Videoconferencing✓Barriers to Effective Communication: Filtering, Selective Perception, Information Overload, Gender Styles, Emotions, Language✓ A Cultural Guide: Assume differences until similarity is proved, Emphasize description rather than interpretation or evaluation, Practice empathy, Treat your interpretation as a working hypothesis✓Improving Feedback Skills: 1. Focus on specific behaviors 2. Keep feedback impersonal 3.Keep feedback goal oriented 4. Make feedback well timed 5. Ensure understanding 6. Direct negative feedback toward behavior that is controllable by the recipient✓Improving Active Listening Skills: 1. Make eye contact 2. Exhibit affirmative head nods and appropriate facial expressions 3. Avoid distracting actions or gestures 4. Ask questions 5.Paraphrase 6. Avoid interrupting the speaker 7. Do not over talkChspter11 Leadership✓Leadership: Ability to influence a group toward the achievement of goals. The source of influence may be formal, provided by managerial rank in an organization. Non-sanctioned leadership(不具制裁力的领导) is the ability to influence that arises from outside of the formal structure of the organization.✓Trait Theories: Assumes that leaders are born, Characteristics that differentiate leaders from non-leaders, Personality traits in leaders that non-leaders do not possess, Characteristics of individuals who meet the definition of leader, Provides the basis of selecting the right person for leadership✓Traits Consistently Associated with Leadership:Drive and ambition, Desire to lead and influence others, Honesty and integrity, Self-confidence, Intelligence, In-depth technical knowledge✓Traits Alone Do Not Explain Leadership: Ignore situational factors. Leaders must take “the right actions”“The right actions” differ by situation✓Behavioral Theories: Assumes people can be trained to lead Researched the behaviors of specific leaders. Critical behavioral determinants of leadership. Specific behaviors identify leaders. Provides the basis of design for training programs✓Ohio State Studies:Sought to identify independent dimensions of leader behavior.Developed two categories of leadership behavior.:→Initiating structure - attempts to organize work, work relationships, and goals.→Consideration - concern for followers’ comfort, well-being, status, and satisfaction ✓University of Michigan Studies: Locate behavioral characteristics of leaders that appear related to measures of performance effectivenessTwo dimensions:→Employee-oriented - emphasize interpersonal relations→Production-oriented - emphasize the technical or task aspects of the job✓Limitations of Behavioral Theories:Did not identify consistent relationships between leadership behavior and group performance. Missing consideration of the situational factors that influence success and failure. Could not clarify situational factors✓Contingency Theories:➢Fiedler Leadership Model -Proper match of leader’s style of interacting with subordinates➢Path-Goal Model -Leader assists followers in attaining goals and ensures goals are compatible with overall objectives➢Leader-Participation Model - Leader behavior must adjust to reflect the task structure ✓Least-Preferred Co-Worker (LPC) Questionnaire: Individual’s basic leadership style is a key factor in leadership success. Assumed that individual leadership style is fixed,。
(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。
组织行为学英文版
▪ Watching the model’s behavior must be converted to doing
Reinforcement processes
▪ Positive incentives motivate learners
Race
Contentious issue: differences exist; but could be more culturebased than racebased
Any difference in …
▪ Mental abilities or Mental ability tests ▪ Job performance or Job Performance
2
Job Performance + Job Satisfaction
Individual Differences
Job Performance Job Satisfaction
What are the reasons for these differences
Intellectual Abilities Physical Abilities
Unconditioned Response UR
UR
CR
▪ The naturally occurring response to a natural stimulus
Conditioned Stimulus CS
▪ An artificial stimulus introduced into the situation
17
Operant Conditioning
B F Skinner’s concept of Behaviorism: behavior follows stimuli in a relatively unthinking manner
组织行为学(ppt255页)(英文版).pptx
Attitudes
Types of Attitudes
The Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance
Planning
Organizing
Management Functions
Controlling
Leading
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Self-Perception Theory
An Application: Attitude Surveys
Sample Attitude Survey
EXHIBIT
3-5
Job Satisfaction
➢ Measuring Job Satisfaction
– Single global rating – Summation score
4. Networking
• Socializing, politicking, and interacting with others
Allocation of Activities by Time
E X H I B I T 1-2
Enter Organizational Behavior
【培训课件】组织行为学
第二篇
个体
第三章 个体行为的基础 第四章．知觉和个人决策 第五章．价值观，态度和工作满意度 第六章 基本的激励概念 第七章 激励：从观念到应用
18
第三章 个体行为的基础
第一节 传记特点 第二节 能力 第三节 气质，性格与行为 第四节 学习
19
第一节
一．年龄 二．性别 三. 婚姻状况 四. 任职时间
24
性格或人格特征的类型
主要特质的早期探索 麦尔斯-布瑞格斯类型指标 五维度模型
25
五维度模型
外倾性 随和性 责任心 情绪稳定性 经验的开放性
26
第四节 学习
1 学习的定义与理论 2 经典条件反射理论 3 操作条件反射理论 4 社会学习理论 5 塑造行为的方法
27
塑造行为的方法
16
Homework
参考文献：Exporting US Business Ethics to China
案例：墨西哥的施乐公司 斯蒂芬 P罗宾斯的 《组织行为学》第七板，p.59
作业：测试 “你的国际文化智商是多少”。 斯 蒂芬 P罗宾斯的《组织行为学》第七板，p.57
复习思考题：民族文化之间的差异会增长，减弱， 还是维持原状？
工作满意度对员工绩效的影响
满意度与生产率 满意度与缺勤率 满意度与流动率
41
积极强化 消极强化 惩罚 忽视
28
Homework
参考文献： 1） 《管理心理学》苏东水，第二篇，个体心理 2） 《组织行为学》冯燕君，第一篇，个体行为
案例：“谁当经理更合适”， 《MBA组织行为学 教学案例精选》周文霞，P38
作业： 寒带冬季野外生存练习 复习思考题：如何保证个体有恰当的能力有效地
组织行为学(双语)课程CH16-Organizational-Change
16-15
Work Stress
Dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what is desired and for which the outcome is perceived to be both
Innovation: a new idea applied to initiating or improving a product, process, or service
Sources:
Structural – verbose organic structures with slack resources and long-term managers
Process Reengineering
• How you would do things if you could start over from scratch
• Very stressful for everyone
Copyright © 2010 Pearson Education, Inc.
Using outside consultants
• Appreciative Inquiry
Discovering what the organization does right
Copyright © 2010 Pearson Education, Inc.
16-11
Creating a Culture for Change
uncertain and important
组织行为学(英文版)第5章
Instructor: Wei Ping (Elizabeth wei ) Department: Business Administration Required Textbook: Essentials of Organizational Behavior” 10th edition. by Stephen P. Robbins
Affect: a broad range of feeling that people
experience. It is an umbrella concept that encompasses both emotions and moods. Emotions: intense feeling that are directed at someone or something. Moods: feelings that tend to be less intense than emotions and that lack a contextual stimulus.
A situation in which an employee expresses
organizationally desired emotions during interpersonal transactions. Felt emotions versus Displayed emotions
Day of the week and time of the day Weather Stress Social activities Sleep Exercise Age Gender
weiping
Part 2 Emotional labor and EI
组织行为学英文版(第13版)ch02
how they are relevant to OB. ➢Define intellectual ability and demonstrate its relevance
opportunities.
2-9
Copyright © 2015 Pearson Education, Inc.
LO 3 Biographical Characteristics and How They Are Relevant to OB
➢ Race and Ethnicity ➢ Employees tend to favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises. ➢ African Americans and Hispanics perceive higher levels of discrimination in the workplace. ➢ African Americans generally fare worse than Whites in employment decisions.
➢Ability is an individual’s current capacity to perform various tasks in a job.
➢Two types ➢ Intellectual abilities ➢ Physical abilities
组织行为学英文课件 (5)
Drives and Needs
§ Drives (aka-primary needs, fundamental needs, innate motives)
• Neural states that energize individuals to correct deficiencies or maintain an internal equilibrium
Provide a balanced opportunity for employees to fulfil all four drives
• employees continually seek fulfilment of drives • avoid having conditions support one drive more
• Shaped by our self-concept -values and social identity
5-11
Learned Needs Theory
§ Needs are amplified or suppressed through self-concept, social norms, and past experience
• Measure performance accurately • More rewards for good performance • Explain how rewards are linked to performance
5-20
Increasing Outcome Valences
§ Ensure that rewards are valued § Individualize rewards § Minimize countervalent outcomes
[管理学]组织行为学英文版Ch_6_tppt
![[管理学]组织行为学英文版Ch_6_tppt](https://img.taocdn.com/s3/m/75718df3c1c708a1284a4439.png)
Early Theories of Motivation
These early theories may not be valid, but they do form the basis for contemporary theories and are still used by practicing managers. 1. Maslow’s Hierarchy of Needs Theory
Theory Z workers
have a high need to be supported by the company highly value a working environment in which such things as family, cultures and traditions, and social institutions are regarded as equally important as the work itself have a very well developed sense of order, discipline, a moral obligation to work hard, and a sense of cohesion with their fellow workers.
春秋戰國 - 管仲
倉廪足而知禮節 衣食足而知榮辱
Alderfer’s ERG Theory
A reworking of Maslow to fit empirical research.
Three groups of core needs: Existence (Maslow: physiological and safety) Relatedness (Maslow: social and status) Growth (Maslow: esteem and self-actualization)
(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。
组织行为学英文版(第13版)ch04
Copyright © 2015 Pearson Education, Inc.
LO 5
Describe Affective Events Theory and Identify Its Applications
4-17
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AET offers two important messages: 1. Emotions provide valuable insights into how workplace hassles and uplifting events influence employee performance and satisfaction. 2. Emotions, and the events that cause them, should not be ignored at work because they accumulate.
LO 5
Describe Affective Events Theory and Identify Its Applications
An emotional episode is actually a series of emotional experiences triggered by a single event.
Current and past emotions affect job satisfaction.
Emotional fluctuations over time create variations in job performance.
Emotion-driven behaviors are typically brief and variable.
组织行为学英文版(第13版)ch16
Culture Creates Climate Organizational climate is shared perceptions about the organization and work environment. Team spirit at the organizational level. Climates can interact with one another to produce behavior. Climate also influences the habits people adopt.
16-6
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LO 1
Describe the Common Characteristics of Organizational Culture
Culture as a Descriptive Term Organizational culture is concerned with employees’ perceptions of the characteristics of the culture, not whether they like them. Does it encourage teamwork? Does it reward innovation? Does it stifle initiative? It differs from job satisfaction : Job satisfaction is evaluative. Organizational culture is descriptive.
16-9
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1什么是组织行为学
个体
EXHIBIT
1-3a
1–18
© 2003 Prentice Hall Inc. All rights reserved.
对的人。
群体动力 工作团队 权力 冲突 群际行为
组织系统
社会学
正式组织理论 组织技术 组织变革 组织文化
群体
EXHIBIT
权变变量
y
1–23
组织行为学面对的挑战与机遇
回应全球化 管理劳动力多元化 改善质量和生产率 回应劳动力短缺 改善顾客服务
© 2003 Prentice Hall Inc. All rights reserved.
1–24
组织行为学面对的挑战与机遇(续)
改善人际技能 授权 应对“临时性” 激发革新和变革 帮助员工平衡工作-生活冲突 改善道德行为
© 2003 Prentice Hall Inc. All rights reserved.
1–25
基本的组织行为学模型 阶段1
模型 是对现实的一种抽象概括， 是对某些真实世界中现象 的简化表征。
组织系统水平
群体水平 个体水平
EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.
© 2003 Prentice Hall Inc. All rights reserved.
1–5
管理者的职能
计划
组织
管理者的职能
控制
领导
© 2003 Prentice Hall Inc. All rights reserved.
1–6
管理者的职能(续)
计划 确定组织的目标；建立达成这 些目标的总体战略；把计划划 分出各种层级，以便对不同的 活动进行整合和协调。
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5-4
Copyright © 2015 Pearson Education, Inc.
LO 1
Describe Personality, the Way It Is Measured, and the Factors that Shape It
Managers need to know how to measure personality. Personality tests are useful in hiring decisions and help managers forecast who is best for a job. The most common means of measuring personality is through self-report surveys.
LO 4
Demonstrate How The Big Five Traits Predict Behavior At Work
5-11
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LO 4
Demonstrate How The Big Five Traits Predict Behavior At Work
5-14
Copyright © 2015 Pearson Education, Inc.
LO 4
Demonstrate How The Big Five Traits Predict Behavior At Work
Other Personality Traits Relevant to OB Core Self-Evaluation – bottom line conclusions individuals have about their capabilities, competence, and worth as a person. Self-Monitoring – measures an individual’s ability to adjust his or her behavior to external, situational factors. Proactive Personality – people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.
Copyright © 2015 Pearson Education, Inc.
5-8
LO 3
Identify the Key Traits in the Big Five Personality Model
Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience
5-6
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LO 1
Describe Personality, the Way It Is Measured, and the Factors that Shape It
Early research tried to identify and label enduring personality characteristics. Shy, aggressive, submissive, lazy, ambitious, loyal, and timid. These are personality traits. Early efforts to identify the primary traits that govern behavior often resulted in long lists that were difficult to generalize from and provided little practical guidance to organizational decision makers.
5-1
Copyright © 2015 Pearson Education, Inc.
Chapter 5: Personality and Values
5-2
Copyright © 2015 Pearson Education, Inc.
Learning Objectives
After studying this chapter, you should be able to: Describe personality, the way it is measured, and the factors that shape it. Describe the Myers-Briggs Type Indicator personality framework and its strengths and weaknesses. Identify the key traits in the Big Five personality model. Demonstrate how the Big Five traits predict behavior at work. Describe how the situation affects whether personality predicts behavior. Contrast terminal and instrumental values. Compare generational differences in values. Identify Hofstede’s five value dimensions of national culture.
1. 2. 3. 4. 5.
5-9
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LO 4
Demonstrate How The Big Five Traits Predict Behavior At Work
5-10
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5-12
Copyright © 2015 Pearson Education, Inc.
LO 4
Demonstrate How The Big Five Traits Predict Behavior At Work
The Dark Triad 1. Machiavellianism – the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. 2. Narcissism – the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. 3. Psychopathy – the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm.
Copyright © 2015 Pearson Education, Inc.
5-3
LO 1
Describe Personality, the Way It Is Measured, and the Factors that Shape It
Defining Personality Personality is a dynamic concept describing the growth and development of a person’s whole psychological system. The sum total of ways in which an individual reacts to and interacts with others.
Copyright © 2015 Pearson Education, Inc.
5-13
LO 4
Demonstrate How The Big Five Traits Predict Behavior At Work
Approach-Avoidance The approach-avoidance framework – casts personality traits as motivations. Approach motivation is attraction to positive stimuli. Avoidance motivation is our aversion to negative stimuli.
The five factors appear in almost all cross-cultural studies. Generally, the findings corroborate what has been found in U.S. research Of the Big Five traits, conscientiousness is the best predictor of job performance.
5-5
Copyright © 2015 Pearson Education, Inc.
LO 1
Describe Personality, the Way It Is Measured, and the Factors that Shape It