Organization Behavior组织行为学.docx

1、Organization Behavior组织行为学Organization BehaviorChapter11.Organizational behavior (OB)：A field of study that investigates the impact that individuals, groups and structure have on behavior within organization, for the purpose of applying such knowledge toward improving an organizations effectiveness2

2、. Managers doManagement functionPlanningA process that includes defining goals, establishing strategy(策略), and developing plans to coordinate（调整）activitiesControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations（背离）.OrganizingDetermi

3、ning what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.LeadingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflictsManagement r

4、ole: 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) Disturbance handler(混乱处理者) Resource allocator(资源分配者) Negotiator(谈判者)Management skills: 1) Technical skills The ability

5、to apply specialized knowledge or expertise（专门技术）. 2) Human skills The ability to work with, understand, and motivate other people, both individually and in groups. 3) Conceptual skills The mental ability to analyze and diagnose(诊断) complex situations.3. Effective versus Successful Managerial Activi

6、ties1) Traditional managementDecision making, planning, and controlling2) CommunicationExchanging routine(例行的) information and processing paperwork3) Human resource managementMotivating, disciplining, managing conflict, staffing(人员指挥), and training4) NetworkingSocializing, politicking(政治活动), and int

7、eracting(相互影响) with others4. Challenges and Opportunities for OB1) Responding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesOverseeing movement of jobs to countries with low-cost labor2) Managing Workforce Diversity(差异，多样性)Embracing diversityChanging demogra

8、phics（人口）Implications for managersRecognizing and responding to differences3) Improving Quality and ProductivityQuality management (QM)Process reengineering4) Responding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workers5) Improving Custome

9、r ServiceIncreased expectation of service qualityCustomer-responsive cultures6) Improving People Skills7) Empowering(授权) People8) Stimulating(刺激) Innovation(改革) and Change9) Coping with “Temporariness(临时性)”10) Working in Networked Organizations11) Helping Employees Balance Work/Life Conflicts12) Imp

10、roving Ethical(伦理的) Behavior5. Independent and dependent variables1) Dependent variable: A response that is affected by an independent variable.ProductivityA performance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyThe ratio of effective output to the

11、input required to achieve itAbsentThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organizationOrganizational citizenship behaviorDiscretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effecti

12、ve functioning of the organizationJob satisfactionA general attitude toward ones job, the difference between the amount of reward workers receive and the amount they believe they should receive2) Independent variable1) individual-level variables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

13、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biographical characteristics、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individual decision making、学习和动机learning and motivation。2) Group-level variables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

14、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) Organization systems level variables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。Chapter31.Attitudes1) Definition: Evaluative statements or judgments concerning

15、objects, people, or events.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) ABCAffective Component:The emotional of feeling segment of an attitude.Behavioral Component:An intention to behave in a certain way toward someone or something.Cogn

16、itive Component:The opinion or belief segment of an attitude.2. Moderating VariablesImportance of the attitudeSpecificity of the attitudeAccessibility of the attitudeSocial pressures on the individualDirect experience with the attitude3. Types of AttitudesJob Satisfaction: A collection of positive a

17、nd/or negative feelings that an individual holds toward his or her job.Job Involvement: Identifying with the job, actively participating in it, and considering performance important to self-worth.Organizational Commitment: Identifying with a particular organization and its goals, and wishing to main

18、tain membership in the organization.Perceived Organizational Support (POS): Degree to which employees feel the organization cares about their well-being.Employee Engagement: An individuals involvement with, satisfaction with, and enthusiasm for the organization.4. How Employees Can Express Dissatisf

19、actionExit: Behavior directed toward leaving the organization.voice: Active and constructive attempts to improve conditionsLoyalty: Passively waiting for conditions to improveNeglect: Allowing conditions to worsen5. Job Satisfaction1) The effect on employee performanceSatisfaction and Productivitysa

20、tisfied workers are not necessarily more productiveWorker productivity is higher in organizations with more satisfied workers.Satisfaction and AbsenteeismSatisfied employees have fewer avoidable absencesSatisfaction and TurnoverSatisfied employees are less likely to quitOrganization take action to r

21、etain high performers and to weed out lower performers2) Satisfaction and Organizational Citizenship Behavior (OCB)Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.3) Job sa

22、tisfaction and Customer satisfactionSatisfied employees increase customer satisfaction because:They are more friendly, upbeat and responsiveThey are less likely to turnover which helps build long-term customer relationshipsThey are experiencedDissatisfaction customers increase employee job dissatisf

23、action.Chapter41. AB PersonalityType As1) are always moving, walking, and eating rapidly2) feel impatient with the rate at which most events take place3) strive to think or do two or more things at once4) cannot cope with leisure time5) are obsessed with numbers, measuring their success in terms of

24、how many or how much of everything they acquireType Bs1) never suffer from a sense of time urgency with its accompanying impatience2) feel no need to display or discuss either their achievements or accomplishments3) play for fun and relaxation, rather than to exhibit their superiority at any cost4)

25、can relax without guilt2. Personality1) Definition: The sum total of ways in which an individual reacts and interacts with others2) Personality Traits: Enduring characteristics that describe an individuals behavior3) Personality Determinants: Heredity Environment Situation3. MBTI (Myers-Briggs Type

26、Indicator)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. The Big Five Model of Personality Dimensions1) Extroversion: Sociable, gregarious, and assertive2) Agreeableness: Good-natured, cooperative,

27、 and trusting3) Conscientiousness: Responsible, dependable, persistent, and organized4) Emotional Stability: Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative)5) Openness to experience: Imaginativeness, artistic, sensitivity, and intellectualism5. Major Person

28、ality Attributes Influencing OB1) Locus of control: The degree to which people believe they are masters of their own fateInternals: Individuals who believe that they control what happens to themExternals: Individuals who believe that what happens to them is controlled by outside forces such as luck

29、or chance2) Machiavellianism: Degree to which an individual is pragmatic, maintain emotional distance, and believes that ends can justify means.Conditions Favoring high MachDirect interactionminimal rules and regulationsEmotions distract for others3) Self-esteem: Individuals degress of liking or dis

30、liking themselves4) Self-monitoring: A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors5) Risk takingHigh Risk-taking ManagersMake quicker decisionsUse less information to make decisionsOperate in smaller and more entrepreneurial o

31、rganizationsLow Risk-taking ManagersAre slower to make decisionsRequire more information before making decisionsExist in larger organizations with stable environments6) Type A personality6. Values1) Definition: Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.2) Value System: A hierarchy based on a ranking of an individuals values in terms of their intensity.3) Importance of ValuesProvide understanding of t