【專業(yè)課】羅賓斯管理學(xué)英文版14章模版課件

PowerPointPresentationbyCharlieCookCopyright?2005PrenticeHall,Inc.

Allrightsreserved.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhyLookatIndividualBehavior?Describethefocusandthegoalsoforganizationalbehavior.Explainwhytheconceptofanorganizationasanicebergisimportanttounderstandingorganizationalbehavior.Definethefiveimportantemployeebehaviorsthatmanagerswanttoexplain,predict,andinfluence.AttitudesDescribethethreecomponentsofanattitude.Discussthreejob-relatedattitudes.Describetheimpactofjobsatisfactionhasonemployeebehavior.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.Attitudes(cont’d)Explainhowindividualsreconcileinconsistenciesbetweenattitudesandbehavior.PersonalityContrasttheMBTIandthebig-fivemodelofpersonality.Describethefivepersonalitytraitsthathaveprovedtobemostpowerfulinexplainingindividualbehaviorinorganizations.Tellhowemotionsandemotionalintelligenceimpactbehavior.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–4LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.PerceptionExplainhowanunderstandingofperceptioncanhelpmanagersbetterunderstandindividualbehavior.Describethekeyelementsofattributiontheory.Discusshowthefundamentalattributionerrorandself-servingbiascandistortattributions.Namethreeshortcutsusedinjudgingothers.LearningExplainhowoperantconditioninghelpsmanagersunderstand,predict,andinfluencebehavior.Describetheimplicationsofsociallearningtheoryformanagingpeopleatwork.Discusshowmanagerscanshapebehavior.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–5UnderstandingIndividualBehaviorOrganizationalBehavior(OB)TheactionsofpeopleatworkDualFocusofOBIndividualbehaviorAttitudes,personality,perception,learning,andmotivationGroupbehaviorNorms,roles,teambuilding,leadership,andconflictGoalsofOBToexplain,predictandinfluencebehaviorCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–6ImportantEmployeeBehaviorsEmployeeProductivityAperformancemeasureofbothefficiencyandeffectivenessAbsenteeismThefailuretoreporttoworkwhenexpectedTurnoverThevoluntaryandinvoluntary

permanentwithdrawalfrom

anorganizationCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–7ImportantEmployeeBehaviorsOrganizationalCitizenshipBehavior(OCB)Discretionarybehaviorthatisnotapartofanemployee’sformaljobrequirements,butwhichpromotestheeffectivefunctioningoftheorganization.JobSatisfactionTheindividual’sgeneralattitude

towardhisorherjobCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–8PsychologicalFactorsAffectingEmployeeBehaviorAttitudesPersonalityPerceptionLearningEmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipJobSatisfactionCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–9PsychologicalFactorsAttitudesEvaluativestatements—eitherfavorableorunfavorable—concerningobjects,people,orevents.ComponentsOfAnAttitudeCognitivecomponent:thebeliefs,opinions,knowledge,orinformationheldbyaperson.Affectivecomponent:theemotionalorfeelingpartofanattitude.Behavioralcomponent:theintentiontobehaveinacertainway.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–10PsychologicalFactors(cont’d)JobSatisfactionJobsatisfactionisaffectedbylevelofincomeearnedandbythetypeofjobaworkerdoes.JobSatisfactionandProductivityForindividuals,productivityappearstoleadtojobsatisfaction.Fororganizations,thosewithmoresatisfiedemployeesaremoreeffectivethanthosewithlesssatisfiedemployees.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–11PsychologicalFactors(cont’d)JobSatisfactionandAbsenteeismSatisfiedemployeestendtohavelowerlevelsofabsenteeism.JobSatisfactionandTurnoverSatisfiedemployeeshavelowerlevelsofturnover;dissatisfiedemployeeshavehigherlevelsofturnover.Turnoverisaffectedbythelevelofemployeeperformance.Thepreferentialtreatmentaffordedsuperioremployeesmakessatisfactionlessimportantinpredictingtheirturnoverdecisions.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–12PsychologicalFactors(cont’d)JobSatisfactionandCustomerSatisfactionThelevelofjobsatisfactionforfrontlineemployeesisrelatedtoincreasedcustomersatisfactionandloyalty.Interactionwithdissatisfiedcustomerscanincreaseanemployee’sjobdissatisfaction.Actionstoincreasejobsatisfactionforcustomerserviceworkers:Hireupbeatandfriendlyemployees.Rewardsuperiorcustomerservice.Provideapositiveworkclimate.Useattitudesurveystotrackemployeesatisfaction.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–13PsychologicalFactors(cont’d)JobInvolvementThedegreetowhichanemployeeidentifieswithhisorherjob,activelyparticipatesinit,andconsidershisorherperformancetobeimportanttohisorherself-worth.Highlevelsofcommitmentarerelatedtofewerabsencesandlowerresignationrates.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–14PsychologicalFactors(cont’d)OrganizationalCommitmentIsthedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoalsandwishestomaintainmembershipintheorganization.Leadstolowerlevelsofbothabsenteeismandturnover.Couldbebecominganoutmodedmeasureasthenumberofworkerswhochangeemployersincreases.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–15PsychologicalFactors(cont’d)PerceivedOrganizationalSupportIsthegeneralbeliefofemployeesthattheirorganizationvaluestheircontributionandcaresabouttheirwell-being.Representsthecommitmentoftheorganizationtotheemployee.Providinghighlevelsofsupportincreasesjobsatisfactionandlowerturnover.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–16AttitudeSurveysAttitudeSurveysAinstrument/documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs,workgroups,supervisors,ortheirorganization.Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–17AttitudesandConsistencyPeopleseekconsistencyintwoways:Consistencyamongtheirattitudes.Consistencybetweentheirattitudesandbehaviors.Ifaninconsistencyarises,individuals:Altertheirattitudes

orAltertheirbehavior

orDeveloparationalizationfortheinconsistencyCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–18CognitiveDissonanceTheoryCognitiveDissonanceAnyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance.Theintensityofthedesiretoreducethedissonanceisinfluencedby:Theimportanceofthefactorscreatingthedissonance.Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable.Rewardsavailabletocompensateforthedissonance.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–19TheImportanceofAttitudesImplicationforManagersAttitudeswarnofpotentialbehavioralproblems:Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover.Attitudesinfluencebehaviorsofemployees:Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction.Employeeswilltrytoreducedissonanceunless:Managersidentifytheexternalsourcesofdissonance.Managersproviderewardscompensatingforthedissonance.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–20PersonalityPersonalityTheuniquecombinationofpsychologicalcharacteristics(measurabletraits)thataffecthowapersonreactsandinteractswithothers.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–21ClassifyingPersonalityTraitsMyersBriggsTypeIndicator(MBTI)Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories:Socialinteraction:ExtrovertorIntrovert

(EorI)Preferenceforgatheringdata:SensingorIntuitive(SorN)Preferencefordecisionmaking:FeelingorThinking(ForT)Styleofdecisionmaking:PerceptiveorJudgmental(PorJ)Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–22TheBigFiveModelExtraversionSociable,talkative,andassertiveAgreeablenessGood-natured,cooperative,andtrustingConscientiousnessResponsible,dependable,persistent,andachievementorientedEmotionalStabilityCalm,enthusiastic,andsecureortense,nervous,andinsecureOpennesstoExperienceImaginative,artisticallysensitive,andintellectualCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–23OtherPersonalityInsightsLocusofControlExternallocus:personswhobelievethatwhathappenstothemisduetoluckorchance(theuncontrollableeffectsofoutsideforces).Internallocus:personswhobelievethattheycontroltheirowndestiny.Machiavellianism(Mach)Thedegreetowhichanindividualispragmatic,maintainsemotionaldistance,andseekstogainandmanipulatepower—〞theendsjustifythemeans〞.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–24OtherPersonalityInsights(cont’d)Self-Esteem(SE)ThedegreetowhichpeoplelikeordislikethemselvesHighSEsBelieveinthemselvesandexpectsuccess.Takemorerisksanduseunconventionalapproaches.AremoresatisfiedwiththeirjobsthanLowSEs.LowSEsAremoresusceptibletoexternalinfluences.Dependonpositiveevaluationsfromothers.AremorepronetoconformthanhighSEs.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–25OtherPersonalityInsights(cont’d)Self-MonitoringAnindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors.Highself-monitors:Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations.Canpresentcontradictorypublicpersonaandprivateselves.Lowself-monitorsDonotadjusttheirbehaviortothesituation.Arebehaviorallyconsistentinpublicandprivate.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–26OtherPersonalityInsights(cont’d)Risk-TakingThepropensity(willingness)totakerisks.Highrisk-takerstakelesstimeandrequirelessinformationthanlowrisk-takerswhenmakingadecision.Organizationaleffectivenessismaximizedwhentherisk-takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–27EmotionsandIntelligenceEmotionsIntensefeelings(reactions)thataredirectedatspecificobjects(someoneorsomething)Universalemotions:AngerFearSadnessHappinessDisgustSurpriseCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–28EmotionsandIntelligenceEmotionalIntelligence(EI)Anassortmentofnoncognitiveskills,capabilities,andcompetenciesthatinfluenceaperson’sabilitytosucceedincopingwithenvironmentaldemandsandpressures.DimensionsofEI:Self-awareness:knowingwhatyou’refeelingSelf-management:managingemotionsandimpulsesSelf-motivation:persistingdespitesetbacksandfailuresEmpathy:sensinghowothersarefeelingSocialskills:handlingtheemotionsofothersCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–29UnderstandingPersonalityDifferencesPersonality-JobFitTheory(Holland)Anemployee’sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee’spersonalityandoccupation.Keypointsofthetheory:Therearedifferencesinpersonalities.Therearedifferenttypesofjobs.Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–30PerceptionPerceptionAprocessbywhichindividualsgivemeaning(reality)totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions.Factorsinfluencingperception:Theperceiver’spersonalcharacteristics—interests,biasesandexpectationsThetarget’scharacteristics—distinctiveness,contrast,andsimilarity)Thesituation(context)factors—place,time,location—drawattentionordistractfromthetargetCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–31HowWePerceivePeopleAttributionTheoryHowtheactionsofindividualsareperceivedbyothersdependsonwhatmeaning(causation)weattributetoagivenbehavior.Internallycausedbehavior:undertheindividual’scontrolExternallycausedbehavior:duetooutsidefactorsDeterminingthesourceofbehaviors:Distinctiveness:differentbehaviorsindifferentsituationsConsensus:behaviorssimilartoothersinsamesituationConsistency:regularityofthesamebehaviorCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–32HowWePerceivePeople(cont’d)AttributionTheory(cont’d)FundamentalattributionerrorThetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors.Self-servingbiasThetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors.Copyright?2005PrenticeHall,Inc.Allrightsreserved.14–33ShortcutsUsedinJudgingOthersAssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare.StereotypingJudgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof.HaloEffectFormingageneralimpressionofapersononthebasisofasinglecharacteristicofthatpersonCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–34LearningLearningAnyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.Almostallcomplexbehaviorislearned.Learningisacontinuous,life-longprocess.TheprinciplesoflearningcanbeusedtoshapebehaviorTheoriesoflearning:OperantconditioningSociallearningCopyright?2005PrenticeHall,Inc.Allrightsreserved.14–35Learning(cont’d)OperantConditioning(B.F.Skinner)Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience.Operantbehavior:voluntaryorlearnedbehaviorsBehaviors