組織行為學(xué)羅賓斯英文版PPT整理

ChapterlIntroductiontoorganizationalbehavior?OrganizationalBehavior:Thesystematicstudyoftheactionsandattitudesthatpeopleexhibitwithinorganizations?SystematicStudyofDeterminantsofEmployeePerformance:ActionsorBehaviors：Productivity,Absenteeism,Turnover,OrganizationalcitizenshipAttitudes-JobSatisfaction:a.PossiblelinkbetweensatisfactionandproductivitySatisfactionappearstobenegativelyrelatedtoabsenteeismandproductivityHumanisticresponsibilitytoprovideemployeeswithchallenging,intrinsicallyrewarding,andsatisfyingjob?Organization:a.ConsciouslycoordinatedsocialunitComposedoftwoormorepeopleFunctionstoachieveacommongoalorsetofgoalsFormalrolesdefineandshapethebehaviorofitsmembers?OBEncompassesBehaviorinDiverseOrganizations:Manufacturing:ServicefirmsSchoolsHospitalsChurchesMilitaryunitsCharitableorganizationsLocal,state,andfederalgovernmentagencies? ContributingDisciplines(LevelofAnalysis):>Micro(individual):Psychology>Macro(groupprocessesandorganization):Sociology,SocialPsychology,Anthropology,PoliticalScience? TowardanOBdisciplineP41.1? GoalsofOrganizationalBehavior:explanation,prediction,control?ChallengesandOpportunities:a.Increasingageoftypicalworkerb.Morewomenandminoritiesintheworkplacec.Requirementstomeetglobalcompetitiond.Severedloyaltybondsbetweenemployeesandemployers?WhatisQualityManagement?>Intensefocusoncustomer->Outsiders--purchasersofproductsandservices->Insiders--interactwithandserveothersintheorganization>Concernforcontinualimprovement>Commitmenttoneverbesatisfied> “Verygood”isnotgoodenough> Qualitycanalwaysbeimproved>Improvementinqualityofeverythingtheorganizationdoes“Quality”appliesnotonlytothefinalproduct,butto> Howorganizationhandlesdeliveries> Howrapidlyitrespondstocomplaints> Howpolitelythephonesareanswered>Accuratemeasurement>Usesstatisticaltechniquestomeasureeverycriticalperformancevariableinoperations>Empowermentofemployees->Involvespeopleonthelineintheimprovementprocess->Teamsarewidelyusedasempowermentvehiclesforfindingandsolvingproblems?AManagerialPerspective:a.ImprovingPeopleSkillsb.ManagingWorkForceDiversityc.RespondingtoGlobalizationd.EmpoweringPeoplee.StimulatingInnovationandChangef.Copingwith“Temporariness”g.HelpingEmployeeBalanceWork-LifeConflictsh.DecliningEmployeeLoyaltyi.ImprovingEthicalBehavior?LevelsofOBAnalysis:IndividualLevelGroupLevelOrganizationSystemLevelChapter2JobAttitudes?Whatthefundamentalvaluesoftheorganizationaldevelopmentcanbefoundinthegeneralmanager'sapproachtomanagement? Respect,Support,Trust,InnovationWhatcontributiontotheorganizationcanbefoundinthosevalues?Agoodworkenvironmentwillbebenefittoemployees,self-realizationandtheestablishmentofteamandlearningorganization.?Attitude:Attitudesareevaluativestatementsorjudgmentsconcerningobjects,people,orevents.Theyreflecthowwefeelaboutsomething.WhenIsayIlikemyjob,Iamexpressingmyattitudeaboutwork.ThreecomponentsofAttitudes: Cognitive,Affective,BehavioralWhataretheMajorJobAttitudes?>JobSatisfaction:Apositivefeelingaboutthejobresultingfromanevaluationofitscharacteristics>JobInvolvement:Degreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worth.Highlevelofbothjobinvolvementandpsychologicalemploymentarepositivelyrelatedtoorganizationalcitizenshipandjobperformance.Highjobinvolvementisalsorelatedtoreducedabsencesandlowerresignationrates.>PsychologicalEmpowerment(PE):a.Beliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy.b.Goodleadersempowertheiremployeesbyinvolvingthemindecisions,makingthemfeeltheirworkisimportant,andgivingthemdiscretiontodotheirownthing.c.HigherlevelofJobInvolvementandPEarepositivelyrelatedtoOrganizationalcitizenshipandjobperformance.otherMajorJobAttitudes:>OrganizationalCommitment:Identifyingwithaparticularorganizationanditsgoalsandwishestoremainamember.令ThethreeformsofOC:Affective-emotionalattachmenttoorganization(-environmentalfirms)ContinuanceCommitment-economicvalueofstayingwithanorg(e.g.highsalary)Normative-moralorethicalobligationswithemployers(e.g.personalpromise)Thereappearstobeapositiverelationshipbetweenorganizationalcommitmentandjobproductivity.---hasstrongrelationtoperformance,especiallyfornewemployees.---Ingeneral,affectivecommitmentismostlikelytorelatetoorganizationaloutcomessuchasperformanceandturnover.>PerceivedOrganizationalSupport(POS)Degreetowhichemployeesbelievetheorganizationvaluestheircontributionandcaresabouttheirwell-being.PeopleperceiveOSishigherwhenrewardsarefair,employeesareinvolvedindecision-making,andsupervisorsareseenassupportive.HighPOSisrelatedtohigherOBoutcomes(performance).>EmployeeEngagementThedegreeofanindividual,sinvolvementwith,satisfactionwith,andenthusiasmforthejob.Engagedemployeesarepassionateabouttheirworkandcompany.Accordingtoresearches,theycontributehighcustomersatisfaction,highprofits,andlowerlevelturnoverandaccidents.?Istherecognitivedissonance?--Yourfriendsorrelativeswon,tdisagreewithyoubecauseofthecloserelation.--Peopledoseekconsistencyamongtheirattitudesandbetweentheirattitudesandtheirbehavior.(E.g.Idon,tmarryherbecauseloveher.)?Therelationshipbetweenattitudesandbehavior:Importantattitudesreflectourfundamentalvalues,self-interest,oridentificationwithindividualsorgroupswevalue.Theseattitudestendtoshowastrongrelationshiptoourbehavior.Themoreyoutalkaboutyourattitudeonasubject,themorelikelyyouaretorememberit,andthemorelikelyittoshapeyourbehavior.(e.g.changingajob)Discrepanciesbetweenattitudesandbehaviortendtooccurwhensocialpressurestobehaveincertainwaysholdexceptionalpower.Theattitude-behaviorrelationshipislikelytobemuchstrongerifanattitudereferstosomethingwithwhichwehavedirectpersonalexperience.?thecloserthematchbetweenattitudeandbehavior,thestrongertherelationshipChaptersMoods,EmotionsandOrganizationalBehavior?WhyWereEmotionsExcludedfromOBStudy?>Mythofrationality-emotionsweretheantithesisofrationalityandshouldnotbeseenintheworkplace>Beliefthatemotionsofanykindaredisruptiveintheworkplace?EmotionalTerminology:>affect:Agenerictermthatencompassesabroadrangeoffeelingsthatpeopleexperience>emotion:IntensefeelingsthataredirectedatsomeoneorsomethingShorttermedandaction-oriented.>Mood:Feelingsthattendtobelessintenseandlonger-lastingthanemotionsandoftenlackacontextualstimulusP273.1?TheBasicEmotions:>positiveemotions->positiveaffect:Themooddimensionconsistingofpositiveemotionssuchasexcitement,self-assurance,andcheerfulnessatthehighendwithboredom,sluggishness,andtirednessatthelowend.->negativeaffect:Atzeroinput,whennostimulusisprovided,mostpeopleexperienceamildlypositivemood.Infact,positivemoodstendtobemorecommonthannegativeones.>negativeemotions>negativeaffect:Themooddimensionconsistingofnervousness,stress,andanxietyatthehighendwithrelaxation,tranquility,andpoiseatthelowend.?TheFunctionsofEmotions:EmotionsandRationality:Emotionsarecriticaltorationalthought:theyhelpinunderstandingtheworldaroundus.EvolutionaryPsychology:Theorythatemotionsserveanevolutionarypurpose:helpsinsurvivalofthegenepool.Thetheoryisnotuniversallyaccepted?SourcesofEmotionsandMoods:PersonalityDayoftheweekandtimeoftheday:Morepositiveinteractionswilllikelyoccurmid-dayandlaterintheweekWeather:noimpactaccordingtotheresearchStress:IncreasedstressworsensmoodsSocialActivities:Physical,informal,andepicureanactivitiesincreasepositivemoodSleep:LackofsleepincreasesnegativeemotionsandimpairsdecisionmakingExercise:MildlyenhancespositivemoodAge:OlderpeopleexperiencenegativeemotionslessfrequentlyGender:Womenshowgreateremotionalexpression,experienceemotionsmoreintenselyanddisplaymorefrequentexpressionsofemotions.Couldbeduetosocialization?EmotionalLabor:Anemployee,sexpressionoforganizationallydesiredemotionsduringinterpersonaltransactionsatworkEmotionaldissonanceiswhenanemployeehastoprojectoneemotionwhilesimultaneouslyfeelinganotherFeltvs.DisplayedEmotions:FeltEmotions:theindividual,sactualemotionsDisplayedEmotions:thelearnedemotionsthattheorganizationrequiresworkerstoshowandconsidersappropriateinagivenjob->SurfaceActingishidingone,strueemotions->DeepActingistryingtochangeone,sfeelingsbasedondisplayrules?EmotionalIntelligence:Aperson/sabilityto:1)Beself-aware(torecognizehisorherownemotionsasexperienced),2)Detectemotionsinothers,and3)Manageemotionalcuesandinformation.ModeratelyassociatedwithhighjobperformanceEmotionalIntelligenceonTrial>Thecasefor:a.Intuitiveappeal-itmakessenseb.EIpredictscriteriathatmatter-positivelycorrelatedtohighjobperformancec.StudysuggeststhatEIisneurologicallybased>Thecaseagainst:a.EIistoovagueaconceptb.EIcan,tbemeasuredc.EIissocloselyrelatedtointelligenceandpersonalitythatitisnotuniquewhenthosefactorsarecontrolled?OBApplicationsofEmotionsandMoods>Selection-EmployersshouldconsiderEIafactorinhiringforjobsthatdemandahighdegreeofsocialinteraction>DecisionMaking-Positiveemotionscanincreaseproblem-solvingskillsandhelpusunderstandandanalyzenewinformation>Creativity-Positivemoodsandfeedbackmayincreasecreativity? MoreOBApplicationsofEmotionsandMoods>Motivation-Promotingpositivemoodsmaygiveamoremotivatedworkforce>Leadership-Emotionshelpconveymessagesmoreeffectively>Negotiation-Emotionsmayimpairnegotiatorperformance>CustomerService-Customers“catch”emotionsfromemployees,calledemotionalcontagion?EvenMoreOBApplicationsofEmotionsandMoods>JobAttitudes-Emotionsatworkgetcarriedhomebutrarelycarryovertothenextday>DeviantWorkplaceBehaviors-Thosewhofeelnegativeemotionsaremorelikelytoengageindeviantbehavioratwork?HowCanManagersInfluenceMoods?>Usehumortolightenthemoment>Givesmalltokensofappreciation>Stayinagoodmoodthemselves-leadbyexample>Hirepositivepeople?Doesthedegreetowhichpeopleexperienceemotionsvaryacrosscultures?Dopeople,sinterpretationsofemotionsvaryacrosscultures?Dothenormsfortheexpressionsofemotionsdifferacrosscultures?“YES”toalloftheabove!Chapter5PerceptionandDecision-making?Perception：Theprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionsinordertogivemeaningtotheirenvironment? Factorsinfluencingperception：>Theperceiver：Attitudes,Motives,Interests,Experience,expectations>Thetarget：Novelty,Motion,Sound,Size,Background,proximity>TheSituation：Time,Worksetting,Socialsetting?AttributionTheory：tryingtoexplainthewaysinwhichwejudgepeopledifferently,dependingonthemeaningweattributetoagivenbehavior.?Thethreedeterminingfactorsofattributiontheory：>Distinctiveness>Consensus>Consistency->Fundamentalattributionerror:Whenmakingjudgmentsaboutthebehaviorofotherpeople,wetendtounderestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalorpersonalfactors2.Individualsandorganizationstendtoattributetheirownsuccessestointernalfactorssuchasabilityoreffort,whileputtingtheblameforfailureonexternalfactorssuchasbadluckorunproductiveworkers.3.Individualswhoseintellecturalandinterpersonalabilietiesareweakestaremostlikelytooverestimatetheirperformanceandabilty.?TheLinkBetweenPerceptionandIndividualDecisionmaking：Whomakesdecisions?Whatdecisionstomake?Allthedecisionsareclosedrelatedtoperceptions.(datacollectionandanalysis)?TheSixStepsofRationalDecision-makingmodel：>Definetheproblem> Identifythedecisioncriterria> Allocateweithgtstotehcriteria> Developthealternatives> Evaluatetehalternatives>Selectthebestalternative>Example:bicycleparkingproblem>BoundedRationality>Intuitivedecisionmaking?CommonBiasesandErorrsinDecisionMaking：anchoringbias,confirmationbias,availabebias,escalationofcommitment,riskaversion,hindsightbias?OrganizatioalConstraintsonDecisionmaking:performanceevaluation,rewardsystems,formalregulations,system-imposedtimeconstraints,historicalprecdidents?ThreeEthicalDecisionCriteria:>Utilitarianism(providingthegreatestbenefitsforthegreatestnumber功利主義，實(shí)用主義)>Rights(respectingandprotectingthebasicrightsofindividuals,eg.righttoprivacy,freespeech,anddueprocess)>Justice(imposingandenforceingrulesafailyandimpartiallytoensurejusticeoranequitalbedistributionofbenefitsandcosts.)Commentonthethreechoices.?Three-componentModelofCreativity:>Expertise(abilities,knowledge,proficiencies,andsimilarexpertise)>Creativethinkingskills(personality creativity,theabilitytouseanalogies,andthetalentotseethefamiliarinadifferentlight)>Intrinsictaskmotivation(interesting,involving,exciting,satisfying,persionallychallengfingjobs,etc.)ChaptersGroups?Group:Twoormoreindividuals,interactingandinterdependent,whocometogethertoachieveparticularobjectives.Groupscanbeeitherformalorinformal,andfurthersubclassifiedintocommand,task,interest,orfriendshipcategories.FourTypesofGroups:Commandgroup,Taskgroup,Interestgroup,FriendshipgroupWhyPeopleJoinGroups:(benefits)SecurityReducetheinsecurityof“standingalone”;feelstronger,fewerself-doubts,andmoreresistanttothreatsStatusInclusioninagroupviewedbyoutsidersasimportant;providesrecognitionandstatusSelf-esteemProvidesfeelingsofself-worthtogroupmembers,inadditiontoconveyingstatustooutsidersAffiliationFulfillssocialneeds.Enjoysregularinteraction;canbeprimarysourceforfulfillingneedforaffiliationPowerWhatcannotbeachievedindividuallyoftenbecomespossible;powerinnumbersGoalachievementSometasksrequiremorethanoneperson;needtopooltalents,knowledge,orpowertocompletethejob.Insuchinstances,managementmayrelyontheuseofaformalgroup?BasicGroupConcepts:>Roles>Roleresearchconclusions:a.Peopleplaymultiplerolesb.Peoplelearnrolesfromstimuliaroundthemc.Peoplecanshiftrolesrapidlywhenthesituationdemandsd.PeopleexperiencemajorroleconflictbetweenrolesNorms:Acceptablestandardsofbehaviorwithinagroupthatareadoptedandsharedbythegroup,smembers>TheHawthorneStudies>ConformityandtheAschStudiesCohesiveness:Thedegreetowhichmembersofthegroupareattractedtoeachotherandmotivatedtostayinthegroup>RelationshipofCohesivenesstoProductivity>ManagersCanEncourageCohesiveness:a.Makethegroupsmallerb.Encourageagreementongroupgoalsc.Increasethetimespenttogetherd.Increasethestatusandperceiveddifficultyofgroupmembership>MoreWaysManagersCanEncourageCohesiveness:a.Stimulatecompetitionwithothergroupsb.Giverewardstothegroupratherthanmembersc.Physicallyisolatethegroup>Size->HowSizeEffectsaGroup:a.Smallergroupsarefasteratcompletingtasksb.Largegroupsareconsistentlybetteratproblemsolvingc.Socialloafing-tendencytoexpendlesseffortinagroupthanasanindividuald.IncreasesingroupsizeareinverselyrelatedtoindividualperformanceComposition:Diversityincreaseseffectivenessduetothevarietyofviewpoints.Diversitypromotesconflict,whichstimulatescreativity,whichleadstoimproveddecisionmaking.Maytakemoretimetoworksmoothly.MayleadtoturnoverStatus:Aprestigegrading,position,orrankwithinthegroup.Itmaybeformallyimposedbythegroup,orinformallyacquiredthroughcharacteristicssuchaseducation,age,gender,skill,orexperience->EffectsofHighStatus:a.Resistconformityorreceivemorefreedomb.Donotneedorcareaboutsocialrewardsc.Membersmustbelievestatushierarchyisequitabled.Inequitiesproducecorrectivebehaviorsandconflict?IndividualversusGroupDecisionMaking:Individual:Moreefficient,Speed,Nomeetings,Nodiscussion,Clearaccountability,ConsistentvaluesGroup:Moreeffective,Moreinformationandknowledge,Diversityofviews,Higher-qualitydecisions,IncreasedacceptanceSymptomsofGroupThink:a.Groupmembersrationalizeanyresistancetotheirassumptionsb.Memberspressureanydoubterstosupportthealternativefavoredbythemajorityc.Doubterskeepsilentaboutmisgivings(doubts)andminimizetheirimportanced.Groupinterpretsmembers,silenceasa“yes”voteforthemajorityVariablesInfluencingGroupThink:Group,scohesiveness,Leader,sbehavior,Insulationfromoutsiders,Timepressures,Failuretofollowmethodicaldecision-makingproceduresGroupShift:Aspecialcaseofgroupthink.Thedecisionofthegroupreflectsthedominantdecision-makingnormthatdevelopsduringthegroupdiscussion,whethershiftistowardgreatercautionormoreriskdependsonthedominantprediscussionnorm.SelectingtheBestDecision-MakingTechnique:BrainstormingNominalgrouptechniqueElectronicmeetingsChapter9TeamsReasonsforTeamPopularity:a.Outperformontasksrequiringmultipleskills,judgment,andexperienceb.Betterutilizationofemployeetalentsc.Moreflexibleandresponsivetochangingeventsd.Facilitateemployeeparticipationinoperatingdecisionse.EffectiveindemocratizingtheorganizationandincreasingemployeemotivationWorkGroup:Agroupwhointeractsprimarilytoshareinformationandtomakedecisionstohelponeanotherperformwithineachmember/sareaofresponsibility.Individualsworkalone,notcollectively,onatask.Performanceisthesummationofallofthegroupmember/sindividualcontributions.WorkTeam:Generatespositivesynergythroughcoordinatedeffort.Theirindividualeffortsresultinalevelofperformancethatisgreaterthanthesumofthoseindividualinputs.ComparingWorkGroupsandWorkTeamsP1239.1FourTypesofTeamsP1249.2Problem-SolvingTeams:a.Shareideasoroffersuggestionsonhowworkprocessesandmethodscanbeimproved.b.Rarelygivenauthoritytounilaterallyimplementanyoftheirsuggestedactionsc.Typicallycomposedof5-12hourlyemployeesfromthesamedepartmentExample:QualityCirclesSelf-ManagedWorkTeams:a.Collectivelycontrolpaceofworkb.Determineworkassignmentsc.Organizebreaksd.Collectivelychooseinspectionprocedurese.Selecttheirownmembersandevaluateeachother,sperformancef.Generallycomposedof10-15peopleCross-FunctionalTeams:a.Membersfromdiverseareaswithinandbetweenorganizationsb.Exchangeinformationc.Developnewideasandsolveproblemsd.Coordinatecomplexprojectsf.Developmentistime-consumingduetocomplexityanddiversityExamples:TaskForceandCommitteesVirtualTeams:Computertechnologytiesphysicallydispersedmemberstogethertoachieveacommongoal->Differentiatingfactorsfromotherteams:Absenceofpara-verbalandnon-verbalcues,Limitedsocialcontext,Abilitytoovercometimeandspaceconstraints?CreatingEffectiveTeams:Effectivenessofteamsisdefinedby:Objectivemeasuresoftheteam,sproductivityManager,sratingsofteamperformanceAggregatemeasuresofmembersatisfactionATeamEffectivenessModelP1269.3TurningIndividualsintoTeamPlayers:Toperformwellasteammembers,individualsmustbeableto1)Communicateopenlyandhonestly2)Confrontdifferencesandresolveconflicts3)SublimatepersonalgoalsforthegoodoftheteamTheChallengeinShapingTeamPlayers:Greatestwhere...a.Thenationalcultureishighlyindividualisticb.Introducedintoorganizationsthathistoricallyvaluec.individualachievementLessdemanding...a.Whereemployeeshavestrongcollectivistvalues,suchasJapanorMexicob.Inneworganizationsthatuseteamsastheirinitialformforstructuringwork?ShapingTeamPlayers:Selection:EnsurethatcandidatescanfulfilltheirteamrolesinadditiontohavingthetechnicalskillsrequiredforthejobTraining:Provideworkshopsinproblem-solving,communication,negotiation,conflict-management,coaching,andgroup-developmentskillsRewards:ReworkrewardsystemstoencouragecooperativeeffortsratherthancompetitiveonesChapter10Communication? FunctionsofCommunicationControl-bothformalandinformalMotivation-clarificationandfeedbackEmotionalexpression-fulfillmentofsocialneedsInformation-facilitatingdecisionmakingTheCommunicationProcessSource,Encoding,Channel,decoding,ReceiverDownwardCommunication：Assigngoals,Providejobinstructions,Informemployeesofpoliciesandprocedures,Pointoutproblemsthatneedattention,Offerfeedbackaboutperformance,LettersandemailfromleaderstomembersoftheteamUpwardCommunication：Providefeedbacktohigher-ups,Informthemofprogresstowardgoals,Relaycurrentproblems,Keepmanagersawareofhowemployeesfeel,IdeasonhowthingscanbeimprovedLateralCommunication：Savetimeandfacilitatecoordination,Formallysanctionedorinformallycreated,Enhanceefficientandaccuratetransferofinformation,CancreatedysfunctionalconflictswhenformalverticalchannelsarebreachedOralCommunication：Advantage:Speed,FeedbackDisadvantage:Potentialfordistortedmessage,Contentatdestinationisdifferentfromtheoriginal?WrittenCommunication:Advantage:Provideatangibleandverifiablerecord,Canbestoredforanindefiniteperiodoftime,Physicallyavailableforlaterreference,Wellthought-out,logical,andclearDisadvantage:Timeconsuming,Lackoffeedback,Noguaranteehowreaderwillinterpretit?Non-verbalCommunication:Kinesics-Gestures,facialconfigurations,andothermovementsofthebodyBodymovement-Bodylanguageaddsto,andoftencomplicates,verbalcommunicationIntonations-ChangethemeaningofthemessageFacialexpression-CharacteristicsthatwouldneverbecommunicatedifyoureadatranscriptofwhatissaidPhysicaldistance-ProperspacingislargelydependentculturalnormsFormalSmall-GroupNetworksP14010.3Small-GroupNetworksandEffectivenessCriteriap14010.4TheGrapevine:Notcontrolledbymanagement,Perceivedasbeingmorebelievableandreliable,Largelyusedtoserveself-interest,Appearinresponsetosituations:Importanttous,Wherethereisambiguity,UnderconditionsthatarouseanxietyComputer-AidedCommunication:日ectronicmail(e-mail),IntranetandExtranetlinks,VideoconferencingBarrierstoEffectiveCommunication:Filtering,SelectivePerception,InformationOverload,GenderStyles,Emotions,LanguageACulturalGuide:Assumedifferencesuntilsimilarityisproved,Emphasizedescriptionratherthaninterpretationorevaluation,Practiceempathy,TreatyourinterpretationasaworkinghypothesisImprovingFeedbackSkills:1.Focusonspecificbehaviors2.Keepfeedbackimpersonal3.Keepfeedbackgoaloriented4.Makefeedbackwelltimed5.Ensureunderstanding6.DirectnegativefeedbacktowardbehaviorthatiscontrollablebytherecipientImprovingActiveListeningSkills:1.Makeeyecontact2.Exhibitaffirmativeheadnodsandappropriatefacialexpressions3.Avoiddistractingactionsorgestures4.Askquestions5.Paraphrase6.Avoidinterruptingthespeaker7.DonotovertalkChspterllLeadershipLeadership:Abilitytoinfluenceagrouptowardtheachievementofgoals.Thesourceofinfluencemaybeformal,providedbymanagerialrankinanorganization.Non-sanctionedleadership(不具制裁力的領(lǐng)導(dǎo))istheabilitytoinfluencethatarisesfromoutsideoftheformalstructureoftheorganization.TraitTheories:Assumesthatleadersareborn,Characteristicsthatdifferentiateleadersfromnon-leaders,Personalitytraitsinleadersthatnon-leadersdonotpossess,Characteristicsofindividualswhomeetthedefinitionofleader,ProvidesthebasisofselectingtherightpersonforleadershipTraitsConsistentlyAssociatedwithLeadership:Driveandambition,Desiretoleadandinfluenceothers,Honestyandintegrity,Self-confidence,Intelligence,In-depthtechnicalknowledgeTraitsAloneDoN^tExplainLeadership:Ignoresituationalfactors.Leadersmusttake“therightactions”“Therightactions”differbysituationBehavioralTheories:AssumespeoplecanbetrainedtoleadResearchedthebehaviorsofspecificleaders.Criticalbehavioraldeterminantsofleadership.Specificbehaviorsidentifyleaders.ProvidesthebasisofdesignfortrainingprogramsOhioStateStudies:Soughttoidentifyindependentdimensionsofleaderbehavior.Developedtwocategoriesofleadershipbehavior.:->Initiatingstructure-attemptstoorganizework,workrelationships,andgoals.->Consideration-concernforfollowers,comfort,wel-being,status,andsatisfaction?UniversityofMichiganStudies:LocatebehavioralcharacteristicsofleadersthatappearrelatedtomeasuresofperformanceeffectivenessTwodimensions:-> Employee-oriented-emphasizeinterpersonalrelations-> Production-oriented-emphasizethetechnicalortaskaspectsofthejob?LimitationsofBehavioralTheories:Didnotidentifyconsistentrelationshipsbetweenleadershipbehaviorandgroupperformance.Missingconsiderationofthesituationalfactorsthatinfluencesuccessandfailure.Couldnotclarifysituationalfactors?ContingencyTheories:FiedlerLeadershipModel-Propermatchofleader,sstyleofinteractingwithsubordinatesPath-GoalModel-Leaderassistsfollowersinattaininggoalsandensuresgoalsarecompatib