OrganizationBehavior组织行为学.docx
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OrganizationBehavior组织行为学
OrganizationBehavior
Chapter1
1.Organizationalbehavior（OB）：
Afieldofstudythatinvestigatestheimpactthatindividuals,groupsandstructurehaveonbehaviorwithinorganization,forthepurposeofapplyingsuchknowledgetowardimprovinganorganization’seffectiveness
2.Managersdo
Managementfunction
Planning
Aprocessthatincludesdefininggoals,establishingstrategy（策略）,anddevelopingplanstocoordinate（调整）activities
Controlling
Monitoringactivitiestoensuretheyarebeingaccomplishedasplannedandcorrectinganysignificantdeviations（背离）.
Organizing
Determiningwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.
Leading
Afunctionthatincludesmotivatingemployees,directingothers,selectingthemosteffectivecommunicationchannels,andresolvingconflicts
Managementrole:
1）interpersonal（人际角色）
Figurehead（头面人物）Leader（领导者）Liaison（联络人）
2）informational（信息传递者）
Monitor（监控者）Disseminator（传递者）Spokesperson（发言人）
3）Decisional（决策角色）
Entrepreneur（创业者）Disturbancehandler（混乱处理者）
Resourceallocator（资源分配者）Negotiator（谈判者）
Managementskills:
1）Technicalskills
Theabilitytoapplyspecializedknowledgeorexpertise（专门技术）.
2）Humanskills
Theabilitytoworkwith,understand,andmotivateotherpeople,bothindividuallyandingroups.
3）Conceptualskills
Thementalabilitytoanalyzeanddiagnose（诊断）complexsituations.
3.EffectiveversusSuccessfulManagerialActivities
1）Traditionalmanagement
Decisionmaking,planning,andcontrolling
2）Communication
Exchangingroutine（例行的）informationandprocessingpaperwork
3）Humanresourcemanagement
Motivating,disciplining,managingconflict,staffing（人员指挥）,andtraining
4）Networking
Socializing,politicking（政治活动）,andinteracting（相互影响）withothers
4.ChallengesandOpportunitiesforOB
1）RespondingtoGlobalization
Increasedforeignassignments
Workingwithpeoplefromdifferentcultures
Overseeingmovementofjobstocountrieswithlow-costlabor
2）ManagingWorkforceDiversity（差异，多样性）
Embracingdiversity
Changingdemographics（人口）
Implicationsformanagers
Recognizingandrespondingtodifferences
3）ImprovingQualityandProductivity
Qualitymanagement（QM）
Processreengineering
4）RespondingtotheLaborShortage
Changingworkforcedemographics
Fewerskilledlaborers
Earlyretirementsandolderworkers
5）ImprovingCustomerService
Increasedexpectationofservicequality
Customer-responsivecultures
6）ImprovingPeopleSkills
7）Empowering（授权）People
8）Stimulating（刺激）Innovation（改革）andChange
9）Copingwith“Temporariness（临时性）”
10）WorkinginNetworkedOrganizations
11）HelpingEmployeesBalanceWork/LifeConflicts
12）ImprovingEthical（伦理的）Behavior
5.Independentanddependentvariables
1）Dependentvariable:
Aresponsethatisaffectedbyanindependentvariable.
Productivity
Aperformancemeasurethatincludeseffectivenessandefficiency
Effectiveness
Achievementofgoals
Efficiency
Theratioofeffectiveoutputtotheinputrequiredtoachieveit
Absent
Thefailuretoreporttowork
Turnover
Thevoluntaryandinvoluntarypermanentwithdrawalfromanorganization
Organizationalcitizenshipbehavior
Discretionarybehaviorthatisnotpartofanemployee’sformaljobrequirements,butthatneverthelesspromotestheeffectivefunctioningoftheorganization
Jobsatisfaction
Ageneralattitudetowardone’sjob,thedifferencebetweentheamountofrewardworkersreceiveandtheamounttheybelievetheyshouldreceive
2）Independentvariable
1）individual-levelvariables个体水平变量
人们带着不同的特点进入组织，这些特点将影响到他们在工作中的行为。
比较明显的特点包括：
个体的或传记的特征（年龄、性别、婚姻状况等），人格特征，内在情绪框架，价值观与态度和基本的能力水平。
自变量的每项因素——传记特点biographicalcharacteristics、能力ability、价值观values、态度attitudes、人格以及情绪personality。
另外四个个体水平的变量也会影响到员工的行为：
知觉perception、个体决策individualdecisionmaking、学习和动机learningandmotivation。
2）Group-levelvariables群体水平变量
人们在群体中的行为远比个人单独活动的总和要复杂。
如果考虑到人体在群体中的行为与其独处时的行为不一样，我们的模型就更加复杂了。
第8章为理解群体行为动力学打下了基础，第9章我们把对群体的理解应用于对有效工作团队的设计。
3）Organizationsystemslevelvariables组织系统水平的变量
当我们把正式结构加入到前面有关个体和群体的知识中时，组织行为就达到了复杂性和成熟性的最高水平。
这一水平中的很多变量都对因变量如正式组织、工作流程、工作岗位的设计、组织中的人力资源政策和实践活动以及内部文化有影响。
Chapter3
1.Attitudes
1）Definition:
Evaluativestatementsorjudgmentsconcerningobjects,people,orevents.
价值观代表了人们最基本的信念：
从个体或社会的角度来着，某种具体的行为模式或存在的最终状态比与之相反的行为模式或存在状态更可取。
这个定义包含着判断的成分，反映出个体关于正确和错误、好与坏、可取和不可取的看法与观念。
2）ABC
AffectiveComponent:
Theemotionaloffeelingsegmentofanattitude.
BehavioralComponent:
Anintentiontobehaveinacertainwaytowardsomeoneorsomething.
CognitiveComponent:
Theopinionorbeliefsegmentofanattitude.
2.ModeratingVariables
●Importanceoftheattitude
●Specificityoftheattitude
●Accessibilityoftheattitude
●Socialpressuresontheindividual
●Directexperiencewiththeattitude
3.TypesofAttitudes
●JobSatisfaction:
Acollectionofpositiveand/ornegativefeelingsthatanindividualholdstowardhisorherjob.
●JobInvolvement:
Identifyingwiththejob,activelyparticipatinginit,andconsideringperformanceimportanttoself-worth.
●OrganizationalCommitment:
Identifyingwithaparticularorganizationanditsgoals,andwishingtomaintainmembershipintheorganization.
●PerceivedOrganizationalSupport（POS）:
Degreetowhichemployeesfeeltheorganizationcaresabouttheirwell-being.
●EmployeeEngagement:
Anindividual’sinvolvementwith,satisfactionwith,andenthusiasmfortheorganization.
4.HowEmployeesCanExpressDissatisfaction
●Exit:
Behaviordirectedtowardleavingtheorganization.
●voice:
Activeandconstructiveattemptstoimproveconditions
●Loyalty:
Passivelywaitingforconditionstoimprove
●Neglect:
Allowingconditionstoworsen
5.JobSatisfaction
1）Theeffectonemployeeperformance
◇SatisfactionandProductivity
→satisfiedworkersarenotnecessarilymoreproductive
→Workerproductivityishigherinorganizationswithmoresatisfiedworkers.
◇SatisfactionandAbsenteeism
→Satisfiedemployeeshavefeweravoidableabsences
◇SatisfactionandTurnover
→Satisfiedemployeesarelesslikelytoquit
→Organizationtakeactiontoretainhighperformersandtoweedoutlowerperformers
2）SatisfactionandOrganizationalCitizenshipBehavior（OCB）
◇Satisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinbehaviorsthatgobeyondthenormalexpectationsoftheirjob.
3）JobsatisfactionandCustomersatisfaction
◇Satisfiedemployeesincreasecustomersatisfactionbecause:
→Theyaremorefriendly,upbeatandresponsive
→Theyarelesslikelytoturnoverwhichhelpsbuildlong-termcustomerrelationships
→Theyareexperienced
◇Dissatisfactioncustomersincreaseemployeejobdissatisfaction.
Chapter4
1.ABPersonality
●TypeA’s
1）arealwaysmoving,walking,andeatingrapidly
2）feelimpatientwiththerateatwhichmosteventstakeplace
3）strivetothinkordotwoormorethingsatonce
4）cannotcopewithleisuretime
5）areobsessedwithnumbers,measuringtheirsuccessintermsofhowmanyorhowmuchofeverythingtheyacquire
●TypeB’s
1）neversufferfromasenseoftimeurgencywithitsaccompanyingimpatience
2）feelnoneedtodisplayordiscusseithertheirachievementsoraccomplishments
3）playforfunandrelaxation,ratherthantoexhibittheirsuperiorityatanycost
4）canrelaxwithoutguilt
2.Personality
1）Definition:
Thesumtotalofwaysinwhichanindividualreactsandinteractswithothers
2）PersonalityTraits:
Enduringcharacteristicsthatdescribeanindividual’sbehavior
3）PersonalityDeterminants:
HeredityEnvironmentSituation
3.MBTI（Myers-BriggsTypeIndicator）
●能量获取：
Extraversion（E）~Introversion（I）外倾/内倾
●接收信息：
Sensing（S）~Intuition（N）感觉/直觉
●处理信息：
Thinking（T）~Feeling（F）思考/情感
●生活方式：
Judging（J）~Perceiving（P）判断/知觉
4.TheBigFiveModelofPersonalityDimensions
1）Extroversion:
Sociable,gregarious,andassertive
2）Agreeableness:
Good-natured,cooperative,andtrusting
3）Conscientiousness:
Responsible,dependable,persistent,andorganized
4）EmotionalStability:
Calm,self-confident,secure（positive）versusnervous,depressed,andinsecure（negative）
5）Opennesstoexperience:
Imaginativeness,artistic,sensitivity,andintellectualism
5.MajorPersonalityAttributesInfluencingOB
1）Locusofcontrol:
Thedegreetowhichpeoplebelievetheyaremastersoftheirownfate
●Internals:
Individualswhobelievethattheycontrolwhathappenstothem
●Externals:
Individualswhobelievethatwhathappenstothemiscontrolledbyoutsideforcessuchasluckorchance
2）Machiavellianism:
Degreetowhichanindividualispragmatic,maintainemotionaldistance,andbelievesthatendscanjustifymeans.
◇ConditionsFavoringhighMach
→Directinteraction
→minimalrulesandregulations
→Emotionsdistractforothers
3）Self-esteem:
Individuals’degressoflikingordislikingthemselves
4）Self-monitoring:
Apersonalitytraitthatmeasuresanindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors
5）Risktaking
●HighRisk-takingManagers
◇Makequickerdecisions
◇Uselessinformationtomakedecisions
◇Operateinsmallerandmoreentrepreneurialorganizations
●LowRisk-takingManagers
◇Areslowertomakedecisions
◇Requiremoreinformationbeforemakingdecisions
◇Existinlargerorganizationswithstableenvironments
6）TypeApersonality
6.Values
1）Definition:
Basicconvictionsthataspecificmodeofconductorend-stateofexistenceispersonallyorsociallypreferabletoanoppositeorconversemodeofconductorend-stateofexistence.
2）ValueSystem:
Ahierarchybasedonarankingofanindividual’svaluesintermsoftheirintensity.
3）ImportanceofValues
●Provideunderstandingofthea
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