组织行为学 罗宾斯英文版PPT整理.docx
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组织行为学 罗宾斯英文版PPT整理.docx
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组织行为学罗宾斯英文版PPT整理
Chapter1Introductiontoorganizationalbehavior
✓OrganizationalBehavior:
Thesystematicstudyoftheactionsandattitudesthatpeopleexhibitwithinorganizations
✓SystematicStudyofDeterminantsofEmployeePerformance:
ØActionsorBehaviors:
Productivity,Absenteeism,Turnover,Organizationalcitizenship
ØAttitudes–JobSatisfaction:
a.Possiblelinkbetweensatisfactionandproductivity
b.Satisfactionappearstobenegativelyrelatedtoabsenteeismandproductivity
c.Humanisticresponsibilitytoprovideemployeeswithchallenging,intrinsicallyrewarding,andsatisfyingjob
✓Organization:
a.Consciouslycoordinatedsocialunit
b.Composedoftwoormorepeople
c.Functionstoachieveacommongoalorsetofgoals
d.Formalrolesdefineandshapethebehaviorofitsmembers
✓OBEncompassesBehaviorinDiverseOrganizations:
Manufacturing:
ServicefirmsSchoolsHospitalsChurchesMilitaryunitsCharitableorganizations
Local,state,andfederalgovernmentagencies
✓ContributingDisciplines(LevelofAnalysis):
ØMicro(individual):
Psychology
ØMacro(groupprocessesandorganization):
Sociology,SocialPsychology,Anthropology,PoliticalScience
✓TowardanOBdisciplineP41.1
✓GoalsofOrganizationalBehavior:
explanation,prediction,control
✓ChallengesandOpportunities:
a.Increasingageoftypicalworker
b.Morewomenandminoritiesintheworkplace
c.Requirementstomeetglobalcompetition
d.Severedloyaltybondsbetweenemployeesandemployers
✓WhatisQualityManagement?
ØIntensefocusoncustomer
→Outsiders--purchasersofproductsandservices
→Insiders--interactwithandserveothersintheorganization
ØConcernforcontinualimprovement
→Commitmenttoneverbesatisfied
→“Verygood”isnotgoodenough
→Qualitycanalwaysbeimproved
ØImprovementinqualityofeverythingtheorganizationdoes
“Quality”appliesnotonlytothefinalproduct,butto
→Howorganizationhandlesdeliveries
→Howrapidlyitrespondstocomplaints
→Howpolitelythephonesareanswered
ØAccuratemeasurement
→Usesstatisticaltechniquestomeasureeverycriticalperformancevariableinoperations
ØEmpowermentofemployees
→Involvespeopleonthelineintheimprovementprocess
→Teamsarewidelyusedasempowermentvehiclesforfindingandsolvingproblems
✓AManagerialPerspective:
a.ImprovingPeopleSkillsb.ManagingWorkForceDiversity
c.RespondingtoGlobalizationd.EmpoweringPeoplee.StimulatingInnovationandChangef.Copingwith“Temporariness”g.HelpingEmployeeBalanceWork-LifeConflictsh.DecliningEmployeeLoyaltyi.ImprovingEthicalBehavior
✓LevelsofOBAnalysis:
IndividualLevelGroupLevelOrganizationSystemLevel
Chapter2JobAttitudes
✓Whatthefundamental values ofthe organizationaldevelopmentcanbefoundinthegeneralmanager’sapproachtomanagement?
Respect,Support,Trust,Innovation
✓Whatcontributiontotheorganizationcanbefoundinthosevalues?
Agoodworkenvironmentwillbebenefittoemployees’self-realizationandtheestablishmentofteamandlearningorganization.
✓Attitude:
Attitudesareevaluativestatementsorjudgmentsconcerningobjects,people,orevents.Theyreflecthowwefeelaboutsomething.WhenIsayIlikemyjob,Iamexpressingmyattitudeaboutwork.
✓ThreecomponentsofAttitudes:
Cognitive,Affective,Behavioral
✓WhataretheMajorJobAttitudes?
ØJobSatisfaction:
Apositivefeelingaboutthejobresultingfromanevaluationofitscharacteristics
ØJobInvolvement:
Degreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worth.Highlevelofbothjobinvolvementandpsychologicalemploymentarepositivelyrelatedtoorganizationalcitizenshipandjobperformance.Highjobinvolvementisalsorelatedtoreducedabsencesandlowerresignationrates.
ØPsychologicalEmpowerment(PE):
a.Beliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy.b.Goodleadersempowertheiremployeesbyinvolvingthemindecisions,makingthemfeeltheirworkisimportant,andgivingthemdiscretiontodotheirownthing.c.HigherlevelofJobInvolvementandPEarepositivelyrelatedtoOrganizationalcitizenshipandjobperformance.
✓otherMajorJobAttitudes:
ØOrganizationalCommitment:
Identifyingwithaparticularorganizationanditsgoalsandwishestoremainamember.
✧ThethreeformsofOC:
Affective–emotionalattachmenttoorganization(e.g.pro-environmentalfirms)
ContinuanceCommitment–economicvalueofstayingwithanorg(e.g.highsalary)
Normative-moralorethicalobligationswithemployers(e.g.personalpromise)
Thereappearstobeapositiverelationshipbetweenorganizationalcommitmentandjobproductivity.
---hasstrongrelationtoperformance,especiallyfornewemployees.
---Ingeneral,affectivecommitmentismostlikelytorelatetoorganizationaloutcomessuchasperformanceandturnover.
ØPerceivedOrganizationalSupport(POS)
a.Degreetowhichemployeesbelievetheorganizationvaluestheircontributionandcaresabouttheirwell-being.
b.PeopleperceiveOSishigherwhenrewardsarefair,employeesareinvolvedindecision-making,andsupervisorsareseenassupportive.
c.HighPOSisrelatedtohigherOBoutcomes(performance).
ØEmployeeEngagement
a.Thedegreeofanindividual’sinvolvementwith,satisfactionwith,andenthusiasmforthejob.
b.Engagedemployeesarepassionateabouttheirworkandcompany.
c.Accordingtoresearches,theycontributehighcustomersatisfaction,highprofits,andlowerlevelturnoverandaccidents.
✓Istherecognitivedissonance?
--Yourfriendsorrelativeswon’tdisagreewithyoubecauseofthecloserelation.
--Peopledoseekconsistencyamongtheirattitudesandbetweentheirattitudesandtheirbehavior.(E.g.Idon’tmarryherbecauseloveher.)
✓Therelationshipbetweenattitudesandbehavior:
a.Importantattitudesreflectourfundamentalvalues,self-interest,oridentificationwithindividualsorgroupswevalue.Theseattitudestendtoshowastrongrelationshiptoourbehavior.
b.Themoreyoutalkaboutyourattitudeonasubject,themorelikelyyouaretorememberit,andthemorelikelyittoshapeyourbehavior.(e.g.changingajob)
c.Discrepanciesbetweenattitudesandbehaviortendtooccurwhensocialpressurestobehaveincertainwaysholdexceptionalpower.
d.Theattitude-behaviorrelationshipislikelytobemuchstrongerifanattitudereferstosomethingwithwhichwehavedirectpersonalexperience.
✓thecloserthematchbetweenattitudeandbehavior,thestrongertherelationship
Chapter3Moods,EmotionsandOrganizationalBehavior
✓WhyWereEmotionsExcludedfromOBStudy?
ØMythofrationality–emotionsweretheantithesisofrationalityandshouldnotbeseenintheworkplace
ØBeliefthatemotionsofanykindaredisruptiveintheworkplace
✓EmotionalTerminology:
Øaffect:
Agenerictermthatencompassesabroadrangeoffeelingsthatpeopleexperience
Øemotion:
Intensefeelingsthataredirectedatsomeoneorsomething
Shorttermedandaction-oriented.
ØMood:
Feelingsthattendtobelessintenseandlonger-lastingthanemotionsandoftenlackacontextualstimulus
P273.1
✓TheBasicEmotions:
Øpositiveemotions
→positiveaffect:
Themooddimensionconsistingofpositiveemotionssuchasexcitement,self-assurance,andcheerfulnessatthehighendwithboredom,sluggishness,andtirednessatthelowend.
→negativeaffect:
Atzeroinput,whennostimulusisprovided,mostpeopleexperienceamildlypositivemood.Infact,positivemoodstendtobemorecommonthannegativeones.
Ønegativeemotions
Ønegativeaffect:
Themooddimensionconsistingofnervousness,stress,andanxietyatthehighendwithrelaxation,tranquility,andpoiseatthelowend.
✓TheFunctionsofEmotions:
ØEmotionsandRationality:
Emotionsarecriticaltorationalthought:
theyhelpinunderstandingtheworldaroundus.
ØEvolutionaryPsychology:
Theorythatemotionsserveanevolutionarypurpose:
helpsinsurvivalofthegenepool.Thetheoryisnotuniversallyaccepted
✓SourcesofEmotionsandMoods:
ØPersonality
ØDayoftheweekandtimeoftheday:
Morepositiveinteractionswilllikelyoccurmid-dayandlaterintheweek
ØWeather:
noimpactaccordingtotheresearch
ØStress:
Increasedstressworsensmoods
ØSocialActivities:
Physical,informal,andepicureanactivitiesincreasepositivemood
ØSleep:
Lackofsleepincreasesnegativeemotionsandimpairsdecisionmaking
ØExercise:
Mildlyenhancespositivemood
ØAge:
Olderpeopleexperiencenegativeemotionslessfrequently
ØGender:
Womenshowgreateremotionalexpression,experienceemotionsmoreintenselyanddisplaymorefrequentexpressionsofemotions.Couldbeduetosocialization
✓EmotionalLabor:
Anemployee’sexpressionoforganizationallydesiredemotionsduringinterpersonaltransactionsatwork
Emotionaldissonanceiswhenanemployeehastoprojectoneemotionwhilesimultaneouslyfeelinganother
Feltvs.DisplayedEmotions:
ØFeltEmotions:
theindividual’sactualemotions
ØDisplayedEmotions:
thelearnedemotionsthattheorganizationrequiresworkerstoshowandconsidersappropriateinagivenjob
→SurfaceActingishidingone’strueemotions
→DeepActingistryingtochangeone’sfeelingsbasedondisplayrules
✓EmotionalIntelligence:
Aperson’sabilityto:
1)Beself-aware(torecognizehisorherownemotionsasexperienced),2)Detectemotionsinothers,and3)Manageemotionalcuesandinformation.
Moderatelyassociatedwithhighjobperformance
EmotionalIntelligenceonTrial
ØThecasefor:
a.Intuitiveappeal–itmakessenseb.EIpredictscriteriathatmatter–positivelycorrelatedtohighjobperformancec.StudysuggeststhatEIis
neurologicallybased
ØThecaseag
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