组织行为学英文PPT
组织行为学 OrganizationBehaviorPPT课件
4、态度的形成
• 认知失调理论：
5、工作满意度
• 什么决定工作满意度
• 1、心理挑战性的工作 2、公平的报酬 3、支持性的工作环境 4、融洽的同事关系 5、人格与工作匹配
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
员工如何表达他的不满
• 退出 • 建议 • 忠诚 • 忽略
激励因素
满意－－－－－－－－没有满意
保健因素
（赫茨伯格观点）
没有不满意－－－－－－不满意
ERG理论
阿尔得夫把马斯洛的需要层次论压缩为： 1、生存需要 2、相互关系需要 3、成长发展需要
成就需要理论
基本内容 1、权力需要。权力包括个人权力和社会权力两种。 2、友谊需要。友谊需要包括管理活动中和个人生活 中的友谊的需要。 3、成就需要。这种需要是指对成就的追求。有成就 需要的人，对胜任和成功有强烈的愿望。
• 2、能力的分类： 1）心理能力： 2）体质能力：
3、能力-工作的匹配
• 掌握好各类职工的能力标准，合理 招聘人才
• 根据能力差异，实施不同的教育培 训
• 根据能力差异，合理分工 • 全面了解能力特点，贯彻正确的用
人原则
三、学习
• 学习是由于经验而发生的相对持久的行 为变化。 行为的变化表明了学习的发生，学习 是行为的改变。
• 艺术型的人：这种类型的人喜欢文学和艺术， 善于用艺术作品来表现自己，感情丰富、爱想 象、富有创作性，相应的职业有：作家、画家、 雕刻家、音乐家。
• 企业型的人：这种类型的人富有冒险精神、性 格外向、喜欢担任领导工作，具有说服、支配、 使用语言等能力，相应的职业有：经理、推销 员、经纪人、公关小姐等。
罗宾斯 组织行为学精要(英文版第14版)教学课件_ppt12
Charismatic Leadership
• Charismatic leadership theory: Attributions of heroic leadership abilities when followers observe certain behaviors – Vision and articulation – Personal risk taking – Sensitivity toward followers – Unconventional behaviors
• GLOBE Leadership Project Results: – Brazil – Leaders are participative and humane – France – Leaders are bureaucratic, task oriented, and
autocratic
– China – Initiating structuant:
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Fiedler Leadership Model
• Least-Preferred Co-worker (LPC) determines leadership style (fixed trait) – Relationship oriented – Task oriented
tasks are ambiguous or stressful
– Supportive leadership results in high performance and
satisfaction when tasks are structured
组织行为学LeadershipPPT课件
selecting the right “leader” behavior theories were valid,we could teach
• 3rd separate dimension: values experimentation,seeking new ideas,& generating & implementing change.
• Went back & look at the original Ohio data, -wasn’t critical in those days; positive evident in 1990s dynamic environment.
What makes an effective leader
• the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders
• explain leadership in terms of the behavior a person engaged in
power variables such as-• Matching leaders & situation:favorable I,II,iii,Vii,Viii;
change the leader to fit the situation; change the situation to fit the leader
组织行为学英文课件 (22)
Summary and Managerial Implications
– Diversity Management
• Must be an ongoing commitment at all levels of the organization.
• Policies must include multiple perspectives and be long term in their orientation to be effective.
intelligence. • Wonderlic Personnel Test: a quick measure of intelligence for
recruitment screening. • No correlation between intelligence and job satisfaction.
Diversity in Organizations
Chapter Learning Objectives
Ø After studying this chapter, you should be able to:
– Describe the two major forms of workforce diversity. – Define the key biographical characteristics and describe how
Ø Religion
– May impact the workplace in areas of dress, grooming and scheduling
Ø Sexual Orientation
– Federal law does not protect against discrimination (but state or local laws may).
组织行为学英文课件 (16)
Informal Groups
Ø Interest Group
– Members work together to attain a specific objective with which each is concerned
Ø Friendship Group
– Those brought together because racteristics
Ø Role Conflict
– A situation in which an individual is confronted by divergent role expectations
Zimbardo’s Prison Experiment
Ø Faked a prison using student volunteers
Defining and Classifying Groups
Ø Group:
– Two or more individuals interacting and interdependent, who have come together to achieve particular objectives
Temporary groups with deadlines don’t follow the fivestage model ØPunctuated-Equilibrium Model
– Temporary groups under deadlines go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity.
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
OrganizationalBehavior组织行为学 ppt课件
10
What Do Managers Do ?
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管理者的工作和角色
管理的功能观
管理的角色观
1. 计划 2. 组织 3. 领导 4. 控制
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• 人际角色
➢ 头面人物 ➢ 领导者 ➢ 联络者
• 决策者
➢ 创业者 ➢ 混乱处理者 ➢ 资源分配者
➢ 谈判者
• 信息传递角色
➢ 传播者
➢ 发言人
技能观 1. 技术技能 2. 人际技能 3. 概念技能
12
Managerial Activities
传统 的管理
社会交往
传统 的管理
13%
沟通
11% 19%
48%
28%
11%
26% 44%
社会交往
人力资源管理
202S0/u12c/2c7essful managers
2.
个体水平变量
2. Group-level variables
群体水平变量
3. Organization-level variables
组织水平变量 缺勤率
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The dependent
1. 生产率 2. Turnover 流动率 3. Absenteeism
4. Job satisfaction 22
7
第一章 绪论
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Learning Objectives 学习目标
➢ 了解组织行为学
➢ 组织行为学的研究框架
➢ 确认对组织行为学有贡献的学科
➢ 组织行为学的研究方法
➢ 组织行为学与人力资源管理
组织行为学英文课件 (1)
Job ‘A’ Job ‘D’
Job ‘B’
Job ‘C’
6-17
Job Enlargement
§ Adding tasks to an existing job § Example: video journalist
Traditional news team
Video journalist
• Operates camera • Operates sound • Reports story
§ Disadvantages
• Potentially subjective, higher training costs
6-7
Reward Practices at Nucor
Courtesy Nucor
Nucor has survived and thrived in the turbulent steel industry by motivating employees with team-based and organizational-based rewards.
§ Men value money more than women § Cultural values influence the meaning
and value of money
© Corel Corp. With permission.
6-3
Types of Rewards in the Workplace
§ Less time changing activities
§ Lower training costs
§ Job mastered quickly
§ Better person-job matching
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,。
[管理学]组织行为学英文版Ch_6_tppt
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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)
组织行为学课件(PPT 68页)
· individual goals:
赚钱、公益事业、获得权力和名望、愉快的工作 体验等等
· organizational goals:
不断为顾客提供他们所需要的创新性产品和服 务、资产增值、给股票持有者、管理者和员工相 应的回报等等。
· 组织与员工的关系：组织成员（员工）的行为表 现，实际上决定了一个组织的命运。
《组织行为学》 《企业人才能力管理》 《职业生涯发展》
北京物资学院 劳动人事系
重要参考书
《组织行为学》（第七版） 斯蒂芬·罗宾斯（美）
《组织管理心理学》王垒 北京大学出版社
北京物资学院 劳动人事系
关于成绩
平时成绩20%（考勤+作业） 闭卷、集中考试成绩80%
北京物资学院 劳动人事系
• 5：Professional
专业自信型 Pragmatic Self-Assured 喜欢挑战，相信行动而非运气。务实果断，通常被赋
予较大责任，因为人们信赖你。有影响力，有较高成 就动机，从不满足。
• 6：Peaceful
平和谨慎型 Discreet Non-Aggressive 重视自我与世界的和谐，享受得到的，不过分追逐。
low level is a good way to increase performances. 4、It is best to keep pay levels secret.
——这些凭直觉得出的结论，虽符合我们的期待，但都是错误 的。因此，采用科学方法，系统地对组织行为进行研究和 总结，是十分必要的。
北京物资学院 劳动人事系
结论是……
北京物资学院 劳动人事系
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Core Abilities of the Managing Ethics Competency
Identify and describe the principles of ethical decision making and behavior Assess the importance of ethical issues in actions Apply laws, regulations, and organizational rules in making decisions and taking action Demonstrate dignity and respect for others Demonstrate honest and open communication limited only by legal, privacy, and competitive considerations 15
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Core Abilities of the Managing Communication Competency
Convey information, ideas, and emotions so they are received as intended Provide constructive feedback Engage in active listening Use and interpret nonverbal communication effectively Engage in effective verbal communication Engage in effective written communication Effectively use electronic communication resources 9
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Five Aspects of a Career*
Career success or failure is best determined by the individual, in terms of his/her personal goal achievement No absolute career evaluation standards exist Examine a career subjectively (e.g., values and personality fit) and objectively (e.g., job choices, competencies needed) Make decisions about occupation and pursue activities to attain career goals throughout your lifetime Consider cultural factors as they impact performance and career opportunities 7
2
Sevengically integrated set of competencies required for managerial and professional effectiveness in the 21st century This model developed by Hellriegel, Slocum, and Woodman for this textbook Other models of such competencies have been developed by other authors
Chapter 1 Learning About Organizational Behavior
What is Organizational Behavior? Seven Foundation Competencies
Managing Self Managing Communication Managing Diversity Managing Ethics Managing Across Cultures Managing Teams Managing Change
Career Development*
A career is a sequence of work-related positions occupied by a person during a lifetime. Career development involves making decisions about an occupation and engaging in activities to attain career goals. A career plan is an individual’s choice of occupation, organization, and career path.
Selected Categories of Diversity*
Genetic characteristics that affect a persons self-image and socialization, appear to be unlearned and are difficult to modify
Involves the ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors
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Ethics
Definition: Values and principles that distinguish right from wrong. NOT IN TEXT: Ethics are often based upon laws, organizational policies, social norms, family, religion, and/or personal needs, and may be subject to differing interpretations with problems in proving “truth” Ethical Dilemma*: A situation in which an individual or team must make a decision that involves multiple values.
Education, work experience, income, marital status, religious beliefs, geographic location, parental status, behavioral style 12
Definition of the Managing Ethics Competency
4
Core Abilities of the Managing Self Competency
Understand the personality and attitudes of yourself and others Perceive, appraise, and interpret accurately yourself, others, and the immediate environment Understand and act on your own and others work-related motivations and emotions Assess and establish developmental, personal/life-related, and work-related goals Take responsibility for managing yourself and your career 5
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Core Abilities of the Managing Diversity Competency
Foster an environment of inclusion for all Learn from others with different characteristics, experiences, perspectives, and backgrounds Embrace and support diversity Work with others because of their talents and contributions, rather than personal attributes Provide leadership in addressing diversity-based conflicts Apply diversity laws, regulations, and organizational policies related to your position 11
Definition of the Managing Communication Competency
Involves the ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings, (verbal, listening, nonverbal, written, electronic, etc.) for accurately transferring and exchanging information and emotions
Organizations as Open Systems [Not in Text]
1
What is Organizational Behavior?
Definition: The study of human behavior, attitudes, and performance in organizations. Value of OB: Helps people attain the competencies needed to become effective employees, team leaders/members, or managers Competency = an interrelated set of abilities, behaviors, attitudes, and knowledge needed by an individual to be effective in most professional and managerial positions