組織管理第一單元課件,pearson國(guó)際版

Chapter1IntroductiontoOrganizationalBehavior

EssentialsofOrganizationalBehavior11/eGlobalEdition

StephenP.Robbins&TimothyA.Judge1-1Afterreadingthischapter,youshouldbeableto:1-2Defineorganizationalbehavior(OB).ExplainthevaluetoOBofsystematicstudy.IdentifythemajorbehavioralsciencedisciplinesthatcontributetoOB.DemonstratewhyfewabsolutesapplytoOB.IdentifythechallengesandopportunitiesmanagershaveinapplyingOBconcepts.IdentifythethreelevelsofanalysisinOB.TheFieldofOrganizationalBehavior1-3OrganizationalBehaviorstudiestheinfluencethatindividuals,groupsandstructurehaveonbehaviorwithinorganizations.Itschiefgoalistoapplythatknowledgetowardimprovinganorganization’seffectiveness.FocalPointsofOB1-4JobsWorkAbsenteeismEmploymentturnoverProductivityHumanperformanceManagementjob主要指雇傭有報(bào)酬的工作，是可數(shù)名詞；而work指“指需要付出努力的工作或勞動(dòng)，是不可數(shù)名詞。

ComplementingIntuitionwithSystematicStudy1-5Intuition:your“gutfeeling”explanationofbehavior.

(打心眼里覺(jué)得,直覺(jué)）Systematicstudyimprovesabilitytoaccuratelypredictbehavior.Assumesbehaviorisnotrandom.Fundamentalconsistenciesunderliebehavior.Thesecanbeidentifiedandmodifiedtoreflectindividualdifferences.SystematicStudy1-6Examinesrelationships.Attemptstoattributecausesandeffects.Basesconclusionsonscientificevidence:Ondatagatheredundercontrolledconditions.Dataismeasuredandinterpretedinareasonablyrigorousmanner.Evidence-BasedManagement1-7Complementssystematicstudy.Basesdecisionsonthebestavailablescientificevidence.Forcesmanagerstobecomemorescientificintheirthinking.ContributingDisciplinestotheOBField1-8PsychologySocialPsychologySociologyAnthropologyMicro:TheIndividualMacro:Groups&OrganizationsFewAbsolutesinOB1-9ImpossibletomakesimpleandaccurategeneralizationsHumanbeingsarecomplexanddiverseOBconceptsmustreflectsituationalconditions:contingencyvariablesContingencyVariable(Z)IndependentVariable(X)DependentVariable(Y)InAmericanCultureBossGives“ThumbsUp”SignUnderstoodasComplimentingInIranianorAustralianCulturesBossGives“ThumbsUp”SignUnderstoodasInsulting-“UpYours!”ChallengesandOpportunitiesforOB

1-10RespondingtoEconomicPressuresRespondingtoGlobalizationManagingWorkplaceDiversityImprovingCustomerServiceImprovingPeopleSkillsStimulatingInnovationandChangeCopingwith“Temporariness”WorkinginNetworkedOrganizationsHelpingEmployeeswithWork-LifeConflictsImprovingEthicalBehaviorRespondingtoEconomicPressures1-11Effectivemanagementisespeciallyimportantduringtougheconomictimes.Employeeslooktotheirmanagerstoprovidesecurityduringtheinstabilityofarecession.RespondingtoGlobalization1-12IncreasedforeignassignmentsDifferingneedsandaspirationsinworkforceWorkingwithpeoplefromdifferentculturesDomesticmotivationaltechniquesandmanagerialstylesmaynotworkOverseeingmovementofjobstocountrieswithlow-costlaborManagingWorkforceDiversity1-13Workforcediversity:

organizationsarebecomingamoreheterogeneousmixofpeopleintermsofgender,age,race,ethnicity,andsexualorientationDiversityImplications1-14“Managershavetoshifttheirphilosophyfromtreatingeveryonealiketorecognizingdifferencesandrespondingtothosedifferencesinwaysthatensureemployeeretentionandgreaterproductivitywhile,atthesametime,notdiscriminating.”ImprovingCustomerService&PeopleSkills1-15Themajorityofemployeesindevelopednationsworkinservicejobsandtheymustknowhowtopleasetheircustomers.Peopleskillsareessentialtosuccessintoday’sorganizations.StimulatingInnovationandChange1-16FlexibilityQualityImprovementStayingCompetitiveTemporariness1-17JobsareconstantlychangingSkillsneedtobeupdatedforworkerstostayontargetWorkersneedtobeabletodealwithchangeEmployeesneedtobeabletocopewithflexibility,spontaneityandunpredictabilityWorkinginNetworkedOrganizations1-18ManagersmustadapttheirskillsandcommunicationstylestosucceedinanonlineenvironmentHelpingEmployeeshandlework-lifeconflict1-19Thelinebetweenworkandnonworkhasblurredandmanagersareincreasinglydealingwithconflictsthatarisebetweenworkandlifeawayfromwork.ThinkingPositive1-20CreatingapositiveworkenvironmentcanbeacompetitiveadvantagePositiveOrganizationalScholarship(PositiveOB):Examineshoworganizationsdevelophumanstrengths,fostervitalityandresilience,andunlockpotential.Focusisonemployeestrengths,nottheirweaknesses.ThreeLevelsofOBAnalysis1-21Chapters2-7Chapters8-13Chapters14-16PlanoftheBookImplicationsforManagers1-22OBhelpswith:InsightstoimprovepeopleskillsValuingofworkforcediversityEmpoweringpeopleandcreatingapositiveworkenvironmentDealingwithchangeintheworkplaceCopinginaworldoftemporarinessCreatinganethicallyhealthyworkenvironmentKeepinMind…1-23OB’sgoalistounderstandandpredicthumanbehaviorinorganizations.Fundamentalconsistenciesunderliebehavior.ItismoreimportantthanevertolearnOBconcepts.Bothmanagersandemployeesmustlearntocopewithtemporariness.Summary1-24DefinedOrganizationalBeh