組織行為學(xué) 羅賓斯 12版本 第一章節(jié)ppt課件

1、Chapter ONE What Is Organizational Behavior? After studying this chapter, you shouldbe able to:Describe what managers doDefine organizational behavior (OB)Explain the value of the systematic study of OBIdentify the contributions made by major behavioral science disciplines to OBList the major challe

2、nges and opportunities for managers to use OB conceptsL E A R N I N G O B J E C T I V E SWhat Managers DoManagerial ActivitiesMake decisionsAllocate resourcesDirect activities of others to attain goalsManagers (or Administrators)Individuals who achieve goals through other peopleWhere Managers WorkOr

3、ganizationA consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goalsManagement FunctionsPlanningOrganizingLeadingControllingManagementFunctionsManagement Functions (contd)PlanningA process that inclu

4、des defining goals, establishing strategy, and developing plans to coordinate activitiesManagement Functions (contd)OrganizingDetermining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be madeManagement Functions (contd)

5、LeadingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflictsManagement Functions (contd)ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviationsM

6、intzbergs Managerial RolesE X H I B I T 11Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.Mintzbergs Managerial Roles (contd)E X H I B I T 11 (contd)Source: Adapted from The Nature of Managerial Work by

7、H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.Mintzbergs Managerial Roles (contd)E X H I B I T 11 (contd)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.Manag

8、ement SkillsTechnical SkillsThe ability to apply specialized knowledge or expertiseHuman SkillsThe ability to work with, understand, and motivate other people, both individually and in groupsConceptual SkillsThe mental ability to analyze and diagnose complex situationsEffective Versus Successful Man

9、agerial Activities (Luthans)Traditional ManagementDecision making, planning, and controllingCommunicationExchanging routine information and processing paperworkHuman Resource ManagementMotivating, disciplining, managing conflict, staffing, and trainingNetworkingSocializing, politicking, and interact

10、ing with othersAllocation of Activities by TimeEnter Organizational BehaviorOrganizational Behavior (OB)A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organiza

11、tions effectivenessComplementing Intuition with Systematic StudySystematic StudyLooking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidenceProvides a means to predict behaviorsIntuition“Gut feelings about “why I do what I do and “what ma

12、kes others tickContributing Disciplines to the OB FieldE X H I B I T 13 (contd)PsychologyThe science that seeks to measure, explain, and sometimes change the behavior of humans and other animalsContributing Disciplines to the OB Field (contd)E X H I B I T 13 (contd)SociologyThe study of people in re

13、lation to their fellow human beingsContributing Disciplines to the OB Field (contd)E X H I B I T 13 (contd)Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one anotherContributing Disciplines to the OB Field

14、(contd)E X H I B I T 13 (contd)AnthropologyThe study of societies to learn about human beings and their activitiesThere Are Few Absolutes in OBxyContingency variables: “It Depends!Situational factors that make the main relationship between two variables changee.g., the relationship may hold for one

15、condition but not another Country 1xyCountry 2May be related to May NOT be related to InInChallenges and Opportunities for OBResponding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesCoping with anti-capitalism backlashOverseeing movement of jobs to countries

16、 with low-cost laborManaging people during the war on terrorManaging Workforce DiversityEmbracing diversityChanging U.S. demographicsImplications for managersRecognizing and responding to differencesDomesticPartnersMajor Workforce Diversity CategoriesRaceNon-ChristianNationalOriginAgeDisabilityE X H

17、 I B I T 14GenderChallenges and Opportunities for OB (contd)Improving Quality and ProductivityQuality management (QM)Process reengineeringResponding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workersImproving Customer ServiceIncreased expec

18、tation of service qualityCustomer-responsive culturesWhat Is Quality Management?Intense focus on the customerConcern for continuous improvement Improvement in the quality of everything the organization doesAccurate measurement Empowerment of employees E X H I B I T 16Challenges and Opportunity for O

19、B (contd)Improving people skillsEmpowering peopleStimulating innovation and changeCoping with “temporarinessWorking in networked organizationsHelping employees balance work/life conflictsImproving ethical behaviorManaging people during the war on terrorismA Downside to Empowerment? Basic OB Model, S

20、tage IE X H I B I T 1-6ModelAn abstraction of realityA simplified representation of some real-world phenomenonThe Dependent VariablesxyDependent VariableA response that is affected by an independent variable (what organizational behavior researchers try to understand)The Dependent Variables (contd)P

21、roductivityA performance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyMeeting goals at a low cost The Dependent Variables (contd)AbsenteeismThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organizationThe Dependent Variables (contd)Deviant Workplace BehaviorVoluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of