Organizational Behavior.docx

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