組織行為學(xué)（第18版）英文課件全套 羅賓斯 第1-18章 什么是組織行為學(xué)- 組織變革與壓力管理

OrganizationalBehaviorEighteenthEditionChapter1WhatIsOrganizationalBehavior?Copyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives1.1Demonstratetheimportanceofinterpersonalskillsintheworkplace.1.2Defineorganizationalbehavior(OB).1.3ShowthevaluetoOBofsystematicstudy.1.4IdentifythemajorbehavioralsciencedisciplinesthatcontributetoOB.1.5DemonstratewhyfewabsolutesapplytoOB.1.6Identifymanagers’challengesandopportunitiesinapplyingOBconcepts.1.7Comparethethreelevelsofanalysisinthistext’sOBmodel.1.8DescribethekeyemployabilityskillsgainedfromstudyingOBapplicabletoothermajorsorfuturecareers.DemonstratetheImportanceofInterpersonalSkillsintheWorkplaceInterpersonalskillsareimportantbecause…‘Goodplacestowork’havebetterfinancialperformance.Betterinterpersonalskillsresultinlowerturnoverofqualityemployeesandhigherqualityapplicationsforrecruitment.Thereisastrongassociationbetweenthequalityofworkplacerelationshipsandjobsatisfaction,stress,andturnover.Itfosterssocialresponsibilityawareness.DescribetheManager’sFunctions,Roles,andSkills(1of4)Manager:Someonewhogetsthingsdonethroughotherpeopleinorganizations.Organization:Aconsciouslycoordinatedsocialunitcomposedoftwoormorepeoplethatfunctionsonarelativelycontinuousbasistoachieveacommongoalorsetofgoals.Planning,organizing,leading,andcontrolling.Mintzbergconcludedthatmanagersperformtendifferent,highlyinterrelatedrolesorsetsofbehaviorsattributabletotheirjobs.DescribetheManager’sFunctions,Roles,andSkills(2of4)Exhibit1-1Minztberg’sManagerialRolesRoleDescriptionInterpersonalBlankFigureheadSymbolichead;requiredtoperformanumberofroutinedutiesofalegalorsocialnatureLeaderResponsibleforthemotivationanddirectionofemployeesLiaisonMaintainsanetworkofoutsidecontactswhoprovidefavorsandinformationInformationalBlankMonitorReceivesawidevarietyofinformation;servesasnervecenterofinternalandexternalinformationoftheorganizationDisseminatorTransmitsinformationreceivedfromoutsidersorfromotheremployeestomembersoftheorganizationDescribetheManager’sFunctions,Roles,andSkills(3of4)[Exhibit1-1Continued]RoleDescriptionSpokespersonTransmitsinformationtooutsidersonorganization’splans,policies,actions,andresults;servesasexpertonorganization’sindustryDecisionalSearchesorganizationanditsenvironmentforopportunitiesandinitiatesprojectstobringaboutchangeEntrepreneurResponsibleforcorrectiveactionwhenorganizationfacesimportant,unexpecteddisturbancesResourceallocatorMakesorapprovessignificantorganizationaldecisionsNegotiatorResponsibleforrepresentingtheorganizationatmajornegotiationsSource:H.Mintzberg,TheNatureofManagerialWork,1sted.,?1973,pp.92–93.ReprintedandelectronicallyreproducedbypermissionofPearsonEducation,Inc.,NewYork,NY.DescribetheManager’sFunctions,Roles,andSkills(4of4)ManagementSkillsTechnicalSkills–theabilitytoapplyspecializedknowledgeorexpertise.Alljobsrequiresomespecializedexpertise,andmanypeopledeveloptheirtechnicalskillsonthejob.HumanSkills–theabilitytoworkwith,understand,andmotivateotherpeople.ConceptualSkills–thementalabilitytoanalyzeanddiagnosecomplexsituations.EffectiveVersusSuccessfulManagerialActivities

(1of2)Luthansandhisassociatesfoundthatallmanagersengageinfourmanagerialactivities:TraditionalmanagementCommunicationHumanresourcemanagementNetworkingEffectiveVersusSuccessfulManagerialActivities(2of2)Exhibit1-2AllocationofActivitiesbyTimeSource:BasedonF.Luthans,R.M.Hodgetts,andS.A.Rosenkrantz,RealManagers(Cambridge,MA:Ballinger,1988).DefineOrganizationalBehaviorOrganizationalbehavior(OB)isafieldofstudythatinvestigatestheimpactthatindividuals,groups,andstructurehaveonbehaviorwithinorganizationsforthepurposeofapplyingsuchknowledgetowardimprovinganorganization’seffectiveness.ComplementingIntuitionwithSystematicStudySystematicStudyofBehaviorBehaviorgenerallyispredictableifweknowhowthepersonperceivedthesituationandwhatisimportanttohimorher.Evidence-BasedManagement(EBM)Complementssystematicstudy.Arguesformanagerstomakedecisionsbasedonevidence.IntuitionSystematicstudyandEBMaddtointuition,orthose“gutfeelings”about“whyIdowhatIdo”and“whatmakesotherstick.”Ifwemakealldecisionswithintuitionorgutinstinct,we’relikelyworkingwithincompleteinformation.BigDataBackground:TheuseofBigDataformanagerialpracticesisarelativelynewarea,butonethatholdsconvincingpromise.CurrentUsage:Thereasonsfordataanalyticsincludepredictinganyevent,detectinghowmuchriskisincurredatanytime,andpreventingcatastrophes.NewTrends:TheuseofBigDataforunderstanding,helping,andmanagingpeopleisrelativelynewbutholdspromise.Limitations:Useevidenceasmuchaspossibletoinformyourintuitionandexperience.IdentifytheMajorBehavioralScienceDisciplinesThatContributetoOB(1of4)Organizationalbehaviorisanappliedbehavioralsciencethatisbuiltuponcontributionsfromanumberofbehavioraldisciplines:PsychologySocialpsychologySociologyAnthropologyIdentifytheMajorBehavioralScienceDisciplinesThatContributetoOB(2of4)Exhibit1-3TowardanOBDisciplineIdentifytheMajorBehavioralScienceDisciplinesThatContributetoOB(3of4)Psychologyseekstomeasure,explain,andsometimeschangethebehaviorofhumansandotheranimals.Socialpsychologyblendstheconceptsofpsychologyandsociology.IdentifytheMajorBehavioralScienceDisciplinesThatContributetoOB(4of4)Sociologystudiespeopleinrelationtotheirsocialenvironmentorculture.Anthropologyisthestudyofsocietiestolearnabouthumanbeingsandtheiractivities.DemonstrateWhyFewAbsolutesApplytoOBTherearefew,ifany,simpleanduniversalprinciplesthatexplainorganizationalbehavior.Contingencyvariablessituationalfactorsarevariablesthatmoderatetherelationshipbetweentheindependentanddependentvariables.IdentifytheChallengesandOpportunitiesofOBConcepts(1of12)Exhibit1-4EmploymentOptionsSources:BasedonJ.R.Anderson,E.Binney,N.M.Davis,G.Kraft,S.Miller,T.Minton-Eversole,...andA.Wright,“ActionItems:42TrendsAffectingBenefits,Compensation,Training,StaffingandTechnology,”HRMagazine(January2013):33;M.Dewhurst,B.Hancock,andD.Ellsworth,“RedesigningKnowledgeWork,”HarvardBusinessReview(January–February2013):58–64;E.Frauenheim,“CreatingaNewContingentCulture,”WorkforceManagement(August2012):34–39;N.Koeppen,“StateJobAidTakesPressureoffGermany,”TheWallStreetJournal,February1,2013,A8;andM.A.Shaffer,M.L.Kraimer,Y.-P.Chen,andM.C.Bolino,“Choices,Challenges,andCareerConsequencesofGlobalWorkExperiences:AReviewandFutureAgenda,”JournalofManagement(July2012):1282–1327.IdentifytheChallengesandOpportunitiesofOBConcepts(2of12)RespondingtoeconomicpressureIntougheconomictimes,effectivemanagementisanasset.Ingoodtimes,understandinghowtoreward,satisfy,andretainemployeesisatapremium.Inbadtimes,issueslikestress,decisionmaking,andcopingcometotheforefront.IdentifytheChallengesandOpportunitiesofOBConcepts(3of12)

RespondingtoglobalizationIncreasedforeignassignments.Workingwithpeoplefromdifferentcultures.Overseeingmovementofjobstocountrieswithlow-costlabor.Adaptingtodifferingculturalandregulatorynorms.IdentifytheChallengesandOpportunitiesofOBConcepts(4of12)OBPOLLPercentageofMenandWomenWorkingSources:BasedonU.S.BureauofLaborStatistics,“WomenintheLaborForce:ADatebook,”2014,/opub/reports/cps/women-in-the-labor-force-adatabook-2014.pdf;andU.S.BureauofLaborStatistics,“EconomicNewsRelease,”2013,/news.release/ecopro.t02.htm.IdentifytheChallengesandOpportunitiesofOBConcepts(5of12)ManagingworkforcediversityWorkforcediversity–organizationsarebecomingmoreheterogeneousintermsofgender,age,race,ethnicity,sexualorientation,andinclusionofWorkforceotherdiversegroups.IdentifytheChallengesandOpportunitiesofOBConcepts(6of12)ImprovingcustomerserviceServiceemployeeshavesubstantialinteractionwithcustomers.Employeeattitudesandbehaviorareassociatedwithcustomersatisfaction.Needacustomer-responsiveculture.IdentifytheChallengesandOpportunitiesofOBConcepts(7of12)ImprovingpeopleskillsPeopleskillsareessentialtomanagerialeffectiveness.OBprovidestheconceptsandtheoriesthatallowmanagerstopredictemployeebehavioringivensituations.IdentifytheChallengesandOpportunitiesofOBConcepts(8of12)WorkinginnetworkedorganizationsNetworkedorganizationsarebecomingmorepronounced.Amanager’sjobisfundamentallydifferentinnetworkedorganizations.Challengesofmotivatingandleading“online”requiredifferenttechniques.IdentifytheChallengesandOpportunitiesofOBConcepts(9of12)UsingsocialmediaatworkPoliciesonaccessingsocialmediaatwork.When,where,andforwhatpurpose.Impactofsocialmediaonemployeewell-being.IdentifytheChallengesandOpportunitiesofOBConcepts(10of12)Enhancingemployeewell-beingatworkThecreationoftheglobalworkforcemeansworknolongersleeps.Communicationtechnologyhasprovidedavehicleforworkingatanytimeoranyplace.Employeesareworkinglongerhoursperweek.Thelifestylesoffamilieshavechanged—creatingconflict.Balancingworkandlifedemandsnowsurpassesjobsecurityasanemployeepriority.IdentifytheChallengesandOpportunitiesofOBConcepts(11of12)CreatingapositiveworkenvironmentPositiveorganizationalscholarshipisconcernedwithhoworganizationsdevelophumanstrength,fostervitalityandresilience,andunlockpotential.Thisfieldofstudyfocusesonemployees’strengthsversustheirlimitations,asemployeessharesituationsinwhichtheyperformedattheirpersonalbest.IdentifytheChallengesandOpportunitiesofOBConcepts(12of12)ImprovingethicalbehaviorEthicaldilemmasandethicalchoicesaresituationsinwhichanindividualisrequiredtodefinerightandwrongconduct.Goodethicalbehaviorisnotsoeasilydefined.Organizationsdistributecodesofethicstoguideemployeesthroughethicaldilemmas.Managersneedtocreateanethicallyhealthyclimate.ThreeLevelsofAnalysisinThisText’sOBModelExhibit1-5ABasicOBModelThreeLevelsofAnalysisinThisBook’sOBModel(1of3)InputsVariableslikepersonality,groupstructure,andorganizationalculturethatleadtoprocesses.Groupstructure,roles,andteamresponsibilitiesaretypicallyassignedimmediatelybeforeorafteragroupisformed.Organizationalstructureandculturechangeovertime.ThreeLevelsofAnalysisinThisBook’sOBModel(2of3)

ProcessesIfinputsarelikethenounsinorganizationalbehavior,processesarelikeverbs.Definedasactionsthatindividuals,groups,andorganizationsengageinasaresultofinputs,andthatleadtocertainoutcomes.ThreeLevelsofAnalysisinThisBook’sOBModel(3of3)OutcomesKeyvariablesthatyouwanttoexplainorpredict,andthatareaffectedbysomeothervariables.OutcomeVariables(1of6)AttitudesandstressEmployeeattitudesaretheevaluationsemployeesmake,rangingfrompositivetonegative,aboutobjects,people,orevents.Stressisanunpleasantpsychologicalprocessthatoccursinresponsetoenvironmentalpressures.OutcomeVariables(2of6)TaskperformanceThecombinationofeffectivenessandefficiencyatdoingyourcorejobtasksisareflectionofyourleveloftaskperformance.OutcomeVariables(3of6)OrganizationalcitizenshipbehaviorThediscretionarybehaviorthatisnotpartofanemployee’sformaljobrequirements,andthatcontributestothepsychologicalandsocialenvironmentoftheworkplace,iscalledorganizationalcitizenshipbehavior.OutcomeVariables(4of6)WithdrawalbehaviorWithdrawalbehavioristhesetofactionsthatemployeestaketoseparatethemselvesfromtheorganization.OutcomeVariables(5of6)GroupcohesionGroupcohesionistheextenttowhichmembersofagroupsupportandvalidateoneanotheratwork.GroupfunctioningGroupfunctioningreferstothequantityandqualityofagroup’sworkoutput.OutcomeVariables(6of6)ProductivityAnorganizationisproductiveifitachievesitsgoalsbytransforminginputsintooutputsatthelowestcost.Thisrequiresbotheffectivenessandefficiency.SurvivalThefinaloutcomeisorganizationalsurvival,whichissimplyevidencethattheorganizationisabletoexistandgrowoverthelongterm.ThePlanoftheTextExhibit1-6ThePlanoftheTextImplicationsforManagers(1of2)Resisttheinclinationtorelyongeneralizations;someprovidevalidinsightsintohumanbehavior,butmanyareerroneous.Usemetricsandsituationalvariablesratherthan“hunches”toexplaincause-and-effectrelationships.Workonyourinterpersonalskillstoincreaseyourleadershippotential.ImplicationsforManagers(2of2)ImproveyourtechnicalskillsandconceptualskillsthroughtrainingandstayingcurrentwithOBtrendslikebigdataandfastdata.OBcanimproveyouremployees’workqualityandproductivitybyshowingyouhowtoempoweryouremployees,designandimplementchangeprograms,improvecustomerservice,andhelpyouremployeesbalancework-lifeconflicts.CopyrightOrganizationalBehaviorEighteenthEditionChapter2DiversityinOrganizationsCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives2.1Describethetwomajorformsofworkplacediversity.2.2Demonstratehowworkplacediscriminationunderminesorganizationaleffectiveness.2.3DescribehowthekeybiographicalcharacteristicsarerelevanttoOrganizationalBehavior(OB).2.4ExplainhowotherdifferentiatingcharacteristicsfactorintoOB.2.5DemonstratetherelevanceofintellectualandphysicalabilitiestoOB.2.6Describehoworganizationsmanagediversityeffectively.WorkplaceDiversityWorkplaceDiscriminationandOrganizationalEffectiveness(1of3)Discriminationistonoteadifferencebetweenthings.Unfairdiscriminationassumesstereotypesaboutgroups.Refusaltorecognizeindividualdifferencesisharmfultoorganizationsandemployees.Stereotypethreatdescribesthedegreetowhichweagreeinternallywiththegenerallynegativestereotypedperceptionsofourgroups.Canbecombattedbytreatingemployeesasindividualsandnothighlightinggroupdifferences.WorkplaceDiscriminationandOrganizationalEffectiveness(2of3)Exhibit2-1FormsofDiscriminationTypeofDiscriminationDefinitionExamplesfromOrganizationsDiscriminatorypoliciesorpracticesActionstakenbyrepresentativesoftheorganizationthatdenyequalopportunitytoperformorunequalrewardsforperformance.Olderworkersmaybetargetedforlayoffsbecausetheyarehighlypaidandhavelucrativebenefits.SexualharassmentUnwantedsexualadvancesandotherverbalorphysicalconductofasexualnaturethatcreateahostileoroffensiveworkenvironment.Salespeopleatonecompanywentoncompany-paidvisitstostripclubs,broughtstrippersintotheofficetocelebratepromotions,andfosteredpervasivesexualrumors.IntimidationOvertthreatsorbullyingdirectedatmembersofspecificgroupsofemployees.African-Americanemployeesatsomecompanieshavefoundnooseshangingovertheirworkstations.MockeryandinsultsJokesornegativestereotypes;sometimestheresultofjokestakentoofar.Arab-Americanshavebeenaskedatworkwhethertheywerecarryingbombsorweremembersofterroristorganizations.WorkplaceDiscriminationandOrganizationalEffectiveness(3of3)[Exhibit2-1Continued]TypeofDiscriminationDefinitionExamplesfromOrganizationsExclusionExclusionofcertainpeoplefromjobopportunities,socialevents,discussions,orinformalmentoring;canoccurunintentionally.Manywomeninfinanceclaimtheyareassignedtomarginaljobrolesoraregivenlightworkloadsthatdon’tleadtopromotion.IncivilityDisrespectfultreatment,includingbehavinginanaggressivemanner,interruptingtheperson,orignoringhisorheropinions.Femalelawyersnotethatmaleattorneysfrequentlycutthemoffordonotadequatelyaddresstheircomments.Sources:BasedonJ.LevitzandP.Shishkin,“MoreWorkersCiteAgeBiasafterLayoffs,”TheWallStreetJournal,March11,2009,D1–D2;W.M.Bulkeley,“AData-StorageTitanConfrontsBiasClaims,”TheWallStreetJournal,September12,2007,A1,A16;D.Walker,“IncidentwithNooseStirsOldMemories,”McClatchy-TribuneBusinessNews,June29,2008;D.Solis,“RacialHorrorStoriesKeepEEOCBusy,”Knight-RidderTribuneBusinessNews,July30,2005,1;H.IbishandA.Stewart,ReportonHateCrimesandDiscriminationagainstArabAmericans:ThePost-September11Backlash,September11,2001–October11,2001(Washington,DC:American-ArabAnti-DiscriminationCommittee,2003);A.Raghavan,“WallStreet’sDisappearingWomen,”Forbes,March16,2009,72–78;andL.M.Cortina,“UnseenInjustice:IncivilityasModernDiscriminationinOrganizations,”AcademyofManagementReview33,no.1(2008):55–75.BiographicalCharacteristicsandOrganizationalBehavior(1of6)Biologicalcharacteristicsarepersonalcharacteristicsthatareobjectiveandeasilyobtainedfrompersonnelrecords.VariationsinthesecanbethebasisfordiscriminationBiographicalCharacteristicsandOrganizationalBehavior

(2of6)AgeTheU.S.workforceisaging.Doesjobperformancedeclinewithincreasingage?Studiesshowthatturnoverandabsenteeismratesareloweramongolderworkers,andageisnotassociatedwithlowerproductivity.BiographicalCharacteristicsandOrganizationalBehavior(3of6)SexTherearenoconsistentmale-femaledifferencesinproblem-solvingability,analyticalskills,competitivedrive,motivation,sociability,orlearningdrive.Butwomenearnlessthanmenforthesamepositionsandhavefewerprofessionalopportunities.BiographicalCharacteristicsandOrganizationalBehavior(4of6)RaceandEthnicityLawsagainstraceandethnicdiscriminationareineffectinmanycountries.But:Employeestendtofavorcolleaguesoftheirownraceinperformanceevaluations,promotiondecisions,andpayraises.AfricanAmericansgenerallyfareworsethanWhitesinemploymentdecisions.BiographicalCharacteristicsandOrganizationalBehavior(5of6)DisabilitiesTheU.S.EqualEmploymentOpportunityCommissionclassifiesapersonasdisabledwhohasanyphysicalormentalimpairmentthatsubstantiallylimitsoneormoremajorlifeactivities.Workerswithdisabilitiesreceivehigherperformanceevaluations,butmayhavelowerperformanceexpectations.BiographicalCharacteristicsandOrganizationalBehavior(6of6)HiddenDisabilitiesSensorydisabilities,chronicillnessorpain,cognitiveorlearningimpairments,sleepdisorders,andpsychologicalchallenges.U.S.organizationsmustaccommodateemployeeswithaverybroadrangeofimpairments.OtherCharacteristicsandOrganizationalBehavior(1of2)TenureTenureisagoodpredictorofemployeeproductivity.Tenureandjobperformancearepositivelyrelated.ReligionU.S.lawprohibitsdiscriminationbasedonreligion,butitisstillanissue,especiallyforMuslims.OtherCharacteristicsandOrganizationalBehavior(2of2)SexualOrientationandGenderIdentityFederallawdoesnotprotectemployeesagainstdiscriminationbasedonsexualorientation,thoughmanystatesandmunicipalitiesdo.ManyFortune500companieshavepoliciescoveringsexualorientationandabouthalfnowhavepoliciesongenderidentity.CulturalIdentityNeedtoaccommodateandrespectindividualculturalidentities.IntellectualandPhysicalAbilitiesandOB(1of5)Abilityisanindividual’scurrentcapacitytoperformvarioustasksinajob.TwotypesIntellectualabilitiesPhysicalabilitiesIntellectualandPhysicalAbilitiesandOB(2of5)Intellectualabilitiesareabilitiesneededtoperformmentalactivities–thinking,reasoning,andproblemsolving.Mostsocietiesplaceahighvalueonintelligence.Generalmentalabilityisanoverallfactorofintelligenceassuggestedbythepositivecorrelationsamongspecificintellectualabilitydimensions.IntellectualandPhysicalAbilitiesandOB(3of5)Exhibit2-2DimensionsofIntellectualAbilityDimensionDescriptionJobExampleNumberaptitudeAbilitytodospeedyandaccuratearithmeticAccountant:ComputingthesalestaxonasetofitemsVerbalcomprehensionAbilitytounderstandwhatisreadorheardandtherelationshipofwordstoeachotherPlantmanager:FollowingcorporatepoliciesonhiringPerceptualspeedAbilitytoidentifyvisualsimilaritiesanddifferencesquicklyandaccuratelyFireinvestigator:IdentifyingcluestosupportachargeofarsonInductivereasoningAbilitytoidentifyalogicalsequenceinaproblemandthensolvetheproblemMarketresearcher:ForecastingdemandforaproductinthenexttimeperiodDeductivereasoningAbilitytouselogicandassesstheimplicationsofanargumentSupervisor:ChoosingbetweentwodifferentsuggestionsofferedbyemployeesSpatialvisualizationAbilitytoimaginehowanobjectwouldlookifitspositioninspacewerechangedInteriordecorator:RedecoratinganofficeMemoryAbilitytoretainandrecallpastexperiencesSalesperson:RememberingthenamesofcustomersIntellectualandPhysicalAbilitiesandOB(4of5)PhysicalAbilitiesThecapacitytodotasksdemandingstamina,dexterity,strength,andsimilarcharacteristics.Ninebasicabilitiesrelatedtostrength,flexibility,andotherfactorsareneededtoperformphysicaltasks.IntellectualandPhysicalAbilitiesandOB(5of5)Exhibit2-3NineBasicPhysicalAbilitiesStrengthFactorsBlank1.DynamicstrengthAbilitytoexertmuscularforcerepeatedlyorcontinuouslyovertime2.TrunkstrengthAbilitytoexertmuscularstrengthusingthetrunk(particularlyabdominal)muscles3.StaticstrengthAbilitytoexertforceagainstexternalobjects4.ExplosivestrengthAbilitytoexpendamaximumofenergyinoneoraseriesofexplosiveactsFlexibilityFactorsBlank5.ExtentflexibilityAbilitytomovethetrunkandbackmusclesasfaraspossible6.DynamicflexibilityAbilitytomakerapid,repeatedflexingmovementsOtherFactorsBlank7.BodycoordinationAbilitytocoordinatethesimultaneousactionsofdifferentpartsofthebody8.BalanceAbilitytomaintainequilibriumdespiteforcespullingoffbalance9.StaminaAbilitytocontinuemaximumeffortrequiringprolongedeffortovertimeDescribeHowOrganizationsManageDiversityEffectively(1of6)Diversitymanagementistheprocessandprogramsbywhichmanagersmakeeveryonemoreawareofandsensitivetotheneedsanddifferencesofothers.Diversityismoresuccessfulwhenitiseveryone’sbusiness,notjustforcertaingroupsofemployees.DescribeHowOrganizationsManageDiversityEffectively(2of6)DescribeHowOrganizationsManageDiversityEffectively(3of6)Attracting,selecting,developing,andretainingdiverseemployeesTargetrecruitingmessagestospecificdemographicgroups.Somecompanieshavebeenactivelyworkingtowardrecruitingless-hiredgroups.DescribeHowOrganizationsManageDiversityEffectively(4of6)DiversityinGroupsMostpeopleingroupsneedacommonwayoflookingatandaccomplishingmajortasks,andtheyneedtocommunicatewellwitheachother.Emphasizehigher-levelsimilaritiesamongpeople.DescribeHowOrganizationsManageDiversityEffectively(5of6)ExpatriateAdjustmentOrganizationsshouldselectemployeesforinternationalassignmentswhoarecapableofadjustingquicklyandensuretheyhavethesupporttheyneedfortheirassignment.DescribeHowOrganizationsManageDiversityEffectively(6of6)EffectivediversityprogramsTeachmanagersaboutthelegalframeworkforequalemploymentopportunityandencouragefairtreatmentofallpeople.Teachmanagershowadiverseworkforcewillbemoreeffectiveatservingadiversecustomerbase.Fosterpersonaldevelopmentpracticesthatbringouttheskillsandabilitiesofeveryone.ImplicationsforManagersUnderstandyourorganization'santi-discriminationpoliciesthoroughlyandsharethemwithyouremployees.Assessandchallengeyourownstereotypebeliefstoincreaseyourobjectivity.Lookbeyondreadilyobservablebiographicalcharacteristicsandconsidertheindividual’scapabilitiesbeforemakingmanagementdecisions.Fullyevaluatewhataccommodationsapersonwithdisabilitieswillneedandthenfine-tuneajobtothatperson’sabilities.Seektounderstandandrespecttheuniquebiographicalcharacteristicsofyouremployees;afairbutindividualisticapproachyieldsthebestperformance.CopyrightOrganizationalBehaviorEighteenthEditionChapter3AttitudesandJobSatisfactionCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives3.1Contrastthethreecomponentsofanattitude.3.2Summarizetherelationshipbetweenattitudesandbehavior.3.3Comparethemajorjobattitudes.3.4Definejobsatisfaction.3.5Summarizethemaincausesofjobsatisfaction.3.6Identifythreeoutcomesofjobsatisfaction.3.7Identifyfouremployeeresponsestodissatisfaction.ContrasttheThreeComponentsofanAttitude(1of2)Attitudesareevaluativestatements—eitherfavorableorunfavorable—aboutobjects,people,orevents.Theyreflecthowwefeelaboutsomething.ContrasttheThreeComponentsofanAttitude(2of2)Exhibit3-1TheComponentsofanAttitudeSummarizetheRelationshipBetweenAttitudesandBehavior(1of2)Theattitudesthatpeopleholddeterminewhattheydo.Festinger:casesofattitudefollowingbehaviorillustratetheeffectsofcognitivedissonance.Cognitivedissonanceisanyincompatibilityanindividualmightperceivebetweentwoormoreat