组织行为学英文论文Word下载.docx
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组织行为学英文论文Word下载.docx
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组织行为学
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Content
Introduction2
1.AttitudesandBehavior2
1.1Attitude2
1.2CognitiveDissonance3
1.2.1DefinitionofCognitiveDissonance3
1.2.2WaytoSolveCognitiveDissonance3
1.3AttitudeInfluenceBehavior4
2.ReinforcementTheoryandPredictionofBehavior4
2.1ReinforcementTheory4
2.2PredictionofBehavior5
3.PersonalityandPredictionofBehavior6
3.1PersonalityCharacteristicsandPredictionofBehavior6
3.2TheBigFiveModelandPredictionofBehavior6
3.3TypeAPersonalityandPredictionofBehavior7
3.4IfIWasHer7
4.AttributionTheory8
5.OrganizationalCultureandBehavior9
5.1OrganizationalCultureInfluenceBehavior9
5.2FactorsContributetotheOrganizationalClimate9
5.3CreatinganEthicalOrganizationalCulture10
Conclusion11
Reference11
WhatCustomersDon’tKnowReallyWillHurtThem
Introduction
Elenahadstartedworkingforacarrentalcompanytwoyearsago.Shewantstomoveuptheranksintomanagement.Sheworkedhardandshewasgoodatherjob.
However,onedayhersupervisortoldherlietocustomer.Shewasstunnedandaskedhersupervisorwhy,hersupervisorsaid“Ifyou’regoingtobeamanager,youneedtoknowhowtomakemoney.Alwaystakethebestdealyoucanget.”
Elenadidn’twanttojeopardizeherchanceofbecomingamanager.Inthemonthsthatfollowed,Elenafoundshecanlietocustomerwithoutpressurefromhersupervisor.
Allthethingsgoingwelluntiloneday,hercustomer,JimReynoldshadreservedthelessexpensivecompactcar.However,whencheckingthecar,Elenanoticedalargelumponthetire.Sheknewthelumpcouldbedangerous,butshedidn'
twanttogiveMr.Reynoldsthenewluxurysedanforthesamepriceasthecompactcar.
Unfortunately,Mr.Reynoldscrashedintoanothercar,seriouslyinjuringhimselfandtheotherdriver.ThelegaldepartmentmanageraskedElena,whethershewasawareofthetire’sconditionbeforerentingthecartoMr.Reynolds.
AsanOBconsultant,mysupervisorgivesmethiscase.Afterreadingthecase,IwillperformananalysisofthecasebasedonOBconceptsandtheories.
1.AttitudesandBehavior
1.1Attitude
Elenaheldthedefaultattitudetowardlyingtocustomers.
FromthecasewecanseethatElenawasstunnedwhenhersupervisortoldherlietocustomer.Shedidn’twanttolietocustomers,butshealsodidn’twanttojeopardizeherchanceofobtainingamanagementposition,sosheliestohercustomers.Thenlyingtocustomerbecamehersecondnature,shecanlietocustomerswithoutpressurefromhersupervisor.SoIsaythatElenaheldthedefaultattitudetowardlyingtocustomers.
1.2CognitiveDissonance
1.2.1DefinitionofCognitiveDissonance
Researchhasgenerallyconcludedthatpeopleseekconsistencyamongtheirattitudesandbetweentheirattitudesandtheirbehavior.Thecognitivedissonancetheoryexplainsthelinkagebetweenattitudesandbehavior.Anyformofinconsistencyisuncomfortableandthatindividualswillattempttoreducethedissonanceandthediscomfort.Theindividualswillfindanequilibriumstateinwhichattitudesandbehaviorareagainconsistent.
Elenahadexperiencedissonancewhenhersupervisorfirsttoldherlietoacustomer.WhenhersupervisorplannedtorenttheSUVwhenheknewthatitwasreservedandatahighprice,Elenawasstunnedandaskedwhy.ToElena’snature,shedidn’twanttolie,butshealsodidn’twanttoloseherchancetogainingamanagementposition.Atlast,shefollowedhersupervisor’sadviceandlietohercustomer.
1.2.2WaytoSolveCognitiveDissonance
Theindividualscanaltereithertheirattitudesorbehavior,ordeveloparationalizationforthediscrepancy.
ToElena,shealteredherattitudetowardlyingtohercustomer,fromstunnedwhenhermanagerfirsttoldherlietocustomer,toletlyingtocustomersbecamehersecondnature.
Atthesametime,shealteredherbehavior.Atfirst,shedidn’twanttolietocustomers.Thenshefollowedhermanager’sadviceandlietohercustomers.Atlast,shecanlietohercustomerswithoutpressurefromhersupervisor.
Ofcourse,shealsodevelopsarationalizationforthediscrepancy.Thatisinthiswayshecanmakemoremoneyandcanbeappreciatedbyhermanagerandgetthechanceofobtainingamanagementposition.
1.3AttitudeInfluenceBehavior
Weheldthatattitudesaffectbehavior.Becauseofalteringtheattitudetowardlyingtocustomer,Elenachangedherbehavior.Shewasgoodatherjobatbeginninganddidn’tlietocustomer.Thensheliestocustomerinordertopleasehermanager.Atlast,shecanlietocustomerwithoutpressurefromhersupervisor.
Earlyresearchonattitudesassumedthattheywerecausallyrelatedtobehavior.Thatisattitudesthatpeopleholddeterminewhattheydo.
However,inthelate1960s,thisassumedrelationshipbetweenattitudesandbehaviorwaschallengedbyareviewoftheresearch.Thereviewerconcludedthatattitudeswereunrelatedtobehavioror,atleast,onlyslightlyrelation.
Morerecentresearchhasdemonstratedthatattitudessignificantlypredictfuturebehaviorandconfirmedthattherelationshipcanbeenhancedbytakingmoderatingvariablesintoaccount.
2.ReinforcementTheoryandPredictionofBehavior
2.1ReinforcementTheory
Reinforcementtheorysaysthatbehaviorisafunctionofitsconsequence.Whatcontrolsbehaviorsisstimulus;
thatis,consequencesimmediatelyfollowingabehaviorthatincreasetheprobabilitythatthebehaviorwillberepeated.
Weshapebehaviorbysystematicallyreinforcingeachsuccessivestepthatmovestheindividualclosertothedesiredresponse.Therearefourwaysinwhichtoshapebehavior:
throughpositivereinforcement,negativereinforcement,punishment,andextinction.
Therearetwomajortypesofreinforcementschedulescontinuousandintermittent.Acontinuousreinforcementschedulereinforcesthedesiredbehavioreachandeverytimeitisdemonstrated.Inanintermittentschedule,noteveryinstanceofthedesirablebehaviorisreinforced,butreinforcementisgivenoftenenoughtomakethebehaviorworthrepeating.
Inthiscase,toElena,thestimulusofreinforcementishersupervisor’sappreciation.Underthisreinforcement,shewasmotivatedtolietocustomers.Hersupervisortoldherthatshewasastrongcandidateformanagementandwouldprobablyberunningherownrentalofficewithinthenextyear.Whenhersupervisortoldhertolietocustomerfirsttime,themanagersaidifshewanttobeamanager,sheneedtoknowhowtomakemoney.ThoughElenadidn’twanttotelllies,shewasintriguedbyamanagementpositionatthesametime.Sosheliestohercustomer.BeforesherentthecarwithlumptoMr.Reynolds,shethoughtaboutwhathersupervisortoldherandknewthatheprobablywouldbeupsetifshedidn’tgetahighrateoutoftheirnewluxurysedan.
2.2PredictionofBehavior
Withreinforcementtheoryinmind,IthinkthatElenawillnotconfesstothelegalrepresentative.Inthiscase,wecanseethatthroughthemanager’sintermittentreinforcement,Elenalearnedtolietohercustomers.Thereinforcementaffectsherbehaviorandherbehavioroftellingliesishardtoextinction.SoIthinkshewilllietothelegalrepresentativebyhabitasIreferred.Tellingliesbecamehersecondnature.
Ontheonehand,thestimulusofhersupervisor’sreinforcementishersupervisor’sappreciation.Thatistosayifshedidwhathermanagertoldhertodo,suchastellalie,shemaygetapromotion,movingtomanagement.ThatiswhatElenawant,ifshetoldthetruth,becomingamanagerwouldbeoutofthequestion.
Ontheotherhand,withreinforcementtheoryinmind,ifElenaconfessestothelegalrepresentative,shewillbepunished.Thepunishmentisnotonlylosethechanceofbecomingamanager,butalsoliable.So,IthinkElenawillnotconfesstothelegalrepresentative.
3.PersonalityandPredictionofBehavior
3.1PersonalityCharacteristicsandPredictionofBehavior
FromthecasewecanseethatElena’scharacteristicsareaggressive,ambitious,tellingliebecomesecondnature,andgoodnessinacertaindegree.Aswesee,shewasintriguedbythepossibilitiesofjoiningthecompanyandmovinguptheranksintomanagement.Sheworkedhardandgoodatherjobandpraisedbyhercustomersbecauseofhergreatserviceandcourtesy.Shecanlietocustomerswithoutpressurefromhersupervisor.Shewasgoodnessbecauseshedidn’twanttolietohercustomersthefirsttimehersupervisortoldhertolie.
Personalitytraitsaretheenduringcharacteristicsthatdescribeanindividual’sbehavior.Themoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthattraitisindescribingtheindividual.
Ithoughtifthegoodnessoccursmorefrequently,Elenamayconfesstothelegalrepresentative.However,liehasbecomeherhabit.Besides,shewastooeagerlytogetpromotion,andsoambitiousthatshewillnotconfesstothelegalrepresentative.
3.2TheBigFiveModelandPredictionofBehavior
Accordingtothebigfivemodel,therearefivebasicdimensionsunderlieall
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