Organizational Behavior.docx
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Organizational Behavior.docx
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OrganizationalBehavior
OrganizationalBehavior–studiestheinfluencethatindividuals,groups,andorganizationalstructurehaveonbehaviorwithinorganizations,isthesystematicstudyoftheactions
andattitudesthatpeopleexhibitwithinorganizations.
Psychologyseekstomeasure,explain,andchangebehavior
Sociologystudiespeopleinrelationtotheirfellowhumanbeings
Socialpsychologyfocusesontheinfluenceofpeopleononeanother
Anthropologyisthestudyofsocietiestolearnabouthumanbeingsandtheiractivities
Politicalscienceisthestudyofthebehaviorofindividualsandgroupswithinapoliticalenvironment
Thesumtotalofwaysinwhichanindividualreactstoandinteractswithothers
Myers-BriggsTypeIndicatorIndividualsareclassifiedas
extrovertedorintroverted(EorI),
sensingorintuitive(SorN),
thinkingorfeeling(TorF),
judgingorperceiving(JorP)
TheBig-FiveModel
•Extroversion
•Agreeableness
•Conscientiousness
•EmotionalStability
•OpenesstoExperience
ValuesRepresentbasicconvictionthat"aspecificmodeofconductorend-stateofexistenceispersonallyorsociallypreferabletoanoppositeorconversemodeofconductorend-stateofexistence."
Terminalvalues-referstodesirableend-statesofexistence,Goalsthatapersonwouldliketoachieveduringhisorherlifetime
Instrumentalvalues-referstopreferablemodesofbehavior,ormeansofachievingtheterminalvalues
霍兰德的人格类型
Hofstede’sFrameworkforAssessingCultures
•Powerdistance
•Individualismvs.collectivism
•Quantityoflifevs.qualityoflife
•Uncertaintyavoidance
•Long-termvs.short-termorientation
Perceptionisaprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionsinordertogivemeaningtotheirenvironment
AttributionTheoryWhenweobserveanindividual’sbehavior,weattempttodeterminewhetheritwasinternallyorexternallycaused.(归因理论三因素)
(1)Distinctiveness
(2)Consensus
(3)Consistency
归因理论两种偏差
Fundamentalattributionerror-tendencytounderestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalorpersonalfactors
Self-servingbias-tendencyforindividualstoattributetheirownsuccessestointernalfactorssuchasabilityoreffortwhileputtingtheblameforfailureonexternalfactorssuchasluck
ShortcutsinJudgingOthers(判断他人常用的捷径)
SelectivePerception(选择性知觉)
HaloEffect(晕轮效应)
ContrastEffects(对比效应)
Stereotyping(刻板效应)
BoundedRationalityDuetothelimitedcapacityofthemindtobefullyrational;decisionmakersconstructsimplifiedmodelstoextracttheessentialfeaturesfromcomplexproblems
CommonBiasesandErrors
•Overconfidencebias
•Anchoringbias
•Confirmationbias
•Availabilitybias
•Escalationofcommitment
•Hindsightbias
CriteriainMakingEthicalChoices
•Utilitarianism
•Rights
•Justice
TheThreeComponentsofCreativityExpertiseCreativitySkillsTaskMotivation
AttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,orevents.
Threecomponentsofanattitude:
Affective–Theemotionalorfeelingsegmentofanattitude
Cognitive–Theopinionorbeliefsegmentofanattitude
Behavioral–Anintentiontobehaveinacertainwaytowardsomeoneorsomething
PredictingBehaviorfromAttitudes
Importantattitudeshaveastrongrelationshiptobehavior.
Thecloserthematchbetweenattitudeandbehavior,thestrongertherelationship:
vSpecificattitudespredictspecificbehavior
vGeneralattitudespredictgeneralbehavior
Themorefrequentlyexpressedanattitude,thebetterpredictoritis.
Highsocialpressuresreducetherelationshipandmaycausedissonance.
Attitudesbasedonpersonalexperiencearestrongerpredictors.
WhatAretheMajorJobAttitudes?
(工作态度的几个方面)
vJobSatisfaction
Apositivefeelingaboutthejobresultingfromanevaluationofitscharacteristics.
vJobInvolvement
Degreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worth.
vOrganizationalCommitment
Identifyingwithaparticularorganizationanditsgoals,whilewishingtomaintainmembershipintheorganization.
Threedimensions:
vAffective–emotionalattachmenttoorganization
vContinuanceCommitment–economicvalueofstaying
vNormative–moralorethicalobligations
Hassomerelationtoperformance,especiallyfornewemployees.
Lessimportantnowthaninpast–nowperhapsmoreofoccupationalcommitment,loyaltytoprofessionratherthantoagivenemployer.
JobSatisfaction
vOneoftheprimaryjobattitudesmeasured.
Broadterminvolvingacomplexindividualsummationofanumberofdiscretejobelements.
vHowtomeasure?
(从态度&个性、工作投入、组织承诺三个维度)
Singleglobalrating(onequestion/oneanswer)-Best
Summationscore(manyquestions/oneaverage)-OK
Maslow’sHierarchyofNeeds(英语)
Lower-OrderNeedsNeedsthataresatisfiedexternally;physiologicalandsafetyneeds.
Higher-OrderNeedsthataresatisfiedinternally;social,esteem,andself-actualizationneeds
Two-FactorTheory(FrederickHerzberg)
(Motivation-Hygiene)激励因素:
Intrinsicfactorsarerelatedtojobsatisfaction,whileextrinsicfactorsareassociatedwithdissatisfaction.
(HygieneFactors)保健因素:
Factors—suchascompanypolicyandadministration,supervision,andsalary—that,whenadequateinajob,placateworkers.Whenfactorsareadequate,peoplewillnotbedissatisfied.
DavidMcClelland’sTheoryofNeeds
NeedforAchievement
Thedrivetoexcel,toachieveinrelationtoasetofstandards,tostrivetosucceed.
NeedforAffiliation
Thedesireforfriendlyandclosepersonalrelationships.
NeedforPower
Theneedtomakeothersbehaveinawaythattheywouldnothavebehavedotherwise.
Goal-SettingTheory(EdwinLocke)
Goal-SettingTheory
Thetheorythatspecificanddifficultgoals,withfeedback,leadtohigherperformance.
Factorsinfluencingthegoals–performancerelationship:
Goalcommitment,adequateself-efficacy,taskcharacteristics,andnationalculture.
Self-Efficacy
Theindividual’sbeliefthatheorsheiscapableofperformingatask.
ComparisonofSatisfiersandDissatisfiers
ExpectancyTheory(VictorVroom)
Thestrengthofatendencytoactinacertainwaydependsonthestrengthofanexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.
ExpectancyTheoryRelationships
vEffort–PerformanceRelationship
Theprobabilitythatexertingagivenamountofeffortwillleadtoperformance.
vPerformance–RewardRelationship
Thebeliefthatperformingataparticularlevelwillleadtotheattainmentofadesiredoutcome
vRewards–PersonalGoalsRelationship
Thedegreetowhichorganizationalrewardssatisfyanindividual’sgoalsorneedsandtheattractivenessofpotentialrewardsfortheindividual.
激励的应用(工作再设计的策略)
MotivatingPotentialScore(MPS)
vFivedimensionscombinedintoasinglepredictiveindexofmotivation.
Peoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.
Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.
vWhiletheJCMframeworkissupportedbyresearch,theMPSmodelisn’tpracticalanddoesn’tworkwell.
MotivationisNottheWholeStory
vP=f(AxMxO)
Performanceistheresultoftheinteractionof:
vAbility(A)
vMotivation(M)and
vOpportunitytoPerform(O)
WhatareEmotionsandMoods?
vAffect
Abroadrangeofemotionsthatpeopleexperience
Madeupof:
vEmotions
Intensefeelingsthataredirectedatsomeoneorsomething
vMoods
Feelingsthattendtobelessintensethanemotionsandthatlackacontextualstimulus
TheBasicEmotions
vWhilenotuniversallyaccepted,thereappeartobesixbasicemotions:
1.Anger
2.Fear
3.Sadness
4.Happiness
5.Disgust
6.Surprise
vAllotheremotionsaresubsumedunderthesesix
vMayevenbeplacedinaspectrumofemotion
7.Happiness–surprise–fear–sadness–anger-disgust
BasicMoods:
PositiveandNegativeAffect
vEmotionscannotbeneutral.
vEmotions(“markers”)aregroupedintogeneralmoodstates.
vMoodstatesaffectperceptionandthereforeperceivedreality.
ThefivedimensionsofEI
vSelf-awareness
vSelf-management
vSelf-motivation
vEmpathy
vSocialskills
Group(s)Twoormoreindividualsinteractingandinterdependent,whohavecometogethertoachieveparticularobjectives.
FormalGroup
Adesignatedworkgroupdefinedbytheorganization’sstructure.
InformalGroup
Agroupthatisneitherformallystructurednoworganizationallydetermined;appearsinresponsetotheneedforsocialcontact.
TheFive-StageModelofGroupDevelopment
FormingStage
Thefirststageingroupdevelopment,characterizedbymuchuncertainty.
StormingStage
Thesecondstageingroupdevelopment,characterizedbyintragroupconflict.
NormingStage
Thethirdstageingroupdevelopment,characterizedbycloserelationshipsandcohesiveness.
PerformingStage
Thefourthstageingroupdevelopment,whenthegroupisfullyfunctional.
AdjourningStage
Thefinalstageingroupdevelopmentfortemporarygroups,characterizedbyconcernwithwrappingupactivitiesratherthanperformance.
GrouppropertiesRolesNormsStatusSizecohesiveness
社会惰化、提高凝聚力、群体决策偏差
DifferencesbetweenGroupsandTeams(130图)
vWorkGroup
Agroupthatinteractsprimarilytoshareinformationandtomakedecisionstohelpeachgroupmemberperformwithinhisorherareaofresponsibility
Nojointeffortrequired
vWorkTeam
Generatespositivesynergythroughcoordinatedeffort.Theindividualeffortsresultinaperformancethat
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