组织行为学 第一张 皮尔森

Chapter 1 / Slide 1 Chapter 1 Organizational Behaviour and Management 2011 Pearson Canada Inc. Chapter 1 / Slide 2 Learning Objectives Define organizations and describe their basic characteristics. Explain the concept of organizational behaviour and describe the goals of the field. Define management and describe what managers do to accomplish goals. Contrast the classical viewpoint of management with that which the human relations movement advocated. 2011 Pearson Canada Inc. Chapter 1 / Slide 3 Describe the contemporary contingency approach to management. Explain what managers do their roles, activities, agendas for action, and thought processes. Describe the societal and global trends that are shaping contemporary management concerns. Learning Objectives (continued) 2011 Pearson Canada Inc. Chapter 1 / Slide 4 What Are Organizations? Social inventions for accomplishing common goals through group effort. Social inventions: The coordinated presence of people. The field of organizational behaviour is about understanding people and managing them to work effectively. 2011 Pearson Canada Inc. Chapter 1 / Slide 5 What Are Organizations? (continued) Goal Accomplishment: Organizational survival and adaptation to change are important goals. The field of organizational behaviour is concerned with how organizations can survive and adapt to change. 2011 Pearson Canada Inc. Chapter 1 / Slide 6 What Are Organizations? (continued) Group Effort: Interaction and coordination among people to accomplish goals. The field of organizational behaviour is concerned with how to get people to practise effective teamwork. 2011 Pearson Canada Inc. Chapter 1 / Slide 7 What Is Organizational Behaviour? The attitudes and behaviours of individuals and groups in organizations. How organizations can be structured more effectively. How events in the external environment affect organizations. 2011 Pearson Canada Inc. Chapter 1 / Slide 8 Why Study Organizational Behaviour? Organizational behaviour is interesting. It is about people and human nature. Organizational behaviour is important to managers, employees, and consumers. 2011 Pearson Canada Inc. Chapter 1 / Slide 9 Why Study Organizational Behaviour? (continued) Organizational behaviour makes a difference. Organizational behaviour affects individuals attitudes and behaviour as well as the competitiveness and effectiveness of organizations. 2011 Pearson Canada Inc. Chapter 1 / Slide 10 How Much Do You Know About Organizational Behaviour? Consider whether the following statements are true or false: Effective leaders tend to possess identical personality traits. Nearly all workers prefer stimulating, challenging jobs. 2011 Pearson Canada Inc. Chapter 1 / Slide 11 How Much Do You Know About Organizational Behaviour? (continued) 3.Managers have a very accurate idea about how much their peers and superiors are paid. Workers have a very accurate idea about how often they are absent from work. Pay is the best way to motivate most employees and improve job performance. 2011 Pearson Canada Inc. Chapter 1 / Slide 12 How Much Do You Know About Organizational Behaviour? (continued) People are very good at giving sensible reasons why the same statement is either true or false. Common sense develops through unsystematic and incomplete experiences with organizational behaviour. Management practice should be based on informed opinion and systematic study. 2011 Pearson Canada Inc. Chapter 1 / Slide 13 Goals of Organizational Behaviour Predicting organizational behaviour and events. Explaining organizational behaviour and events in organizations. Managing organizational behaviour. 2011 Pearson Canada Inc. Chapter 1 / Slide 14 Management Management is the art of getting things accomplished in organizations through others. Prediction and explanation involves analysis while management is about action. 2011 Pearson Canada Inc. Chapter 1 / Slide 15 Early Prescriptions Concerning Management Attempts to prescribe the “correct” way to manage an organization and achieve its goals: Classical view and bureacuracy Human relations view 2011 Pearson Canada Inc. Chapter 1 / Slide 16 The Classical View The classical view advocates a high degree of specialization of labour and coordination and centralized decision making. 2011 Pearson Canada Inc. Chapter 1 / Slide 17 Scientific Management Scientific management is Fredericks Taylors system for using research to determine the optimum degree of specialization and standardization of work tasks. 2011 Pearson Canada Inc. Chapter 1 / Slide 18 Bureaucracy Bureaucracy is Max Webers ideal type of organization that includes: Strict chain of command Selection and promotion criteria based on technical competence Detailed rules, regulations, and procedures High specialization Centralization of power at the top of the organization 2011 Pearson Canada Inc. Chapter 1 / Slide 19 The Human Relations Movement and a Critique of Bureaucracy The human relations movement began with the famous Hawthorne Studies of the 1920s and 1930s conducted at the Hawthorne plant of Western Electric. 2011 Pearson Canada Inc. Chapter 1 / Slide 20 The Hawthorne Studies Concerned with the impact of fatigue, rest pauses, and lighting on employee productivity. The studies illustrated how psychological and social processes affect productivity and work adjustment. Suggested there could be dysfunctional aspects to how work was organized. 2011 Pearson Canada Inc. Chapter 1 / Slide 21 Critique of Bureaucracy The human relations movement called attention to certain dysfunctional aspects of classical management and bureaucracy: Employee alienation Limits innovation and adaptation Resistance to change Minimum acceptable level of performance Employees lose sight of the overall goals of the organization 2011 Pearson Canada Inc. Chapter 1 / Slide 22 The Human Relations Movement Advocated more people-oriented and participative styles of management that catered more to the social and psychological needs of employees. The movement called for: more flexible systems of management the design of more interesting jobs open communication employee participation in decision making less rigid, more decentralized forms of control 2011 Pearson Canada Inc. Chapter 1 / Slide 23 Contemporary Management The Contingency Approach The general answer to many of the problems in organizations is: “It depends.” Dependencies are called contingencies. The contingency approach to management recognizes that there is no one best way to manage. An appropriate management styles depends on the demands of the situation. 2011 Pearson Canada Inc. Chapter 1 / Slide 24 What Do Managers Do? The field of organizational behaviour is concerned with what managers actually do in organizations. Research on what managers do has focused on: Managerial roles Managerial activities Managerial agendas Managerial minds International managers 2011 Pearson Canada Inc. Chapter 1 / Slide 25 Managerial Roles Henry Mintzberg discovered a rather complex set of roles played by managers: Interpersonal roles Informational roles Decisional roles 2011 Pearson Canada Inc. Chapter 1 / Slide 26 Interpersonal Roles Interpersonal roles have to do with establishing and maintaining interpersonal relations. They include: Figurehead role Leadership role Liaison role 2011 Pearson Canada Inc. Chapter 1 / Slide 27 Informational Roles Informational roles are concerned with various ways managers receive and transmit information. They include: Monitor role Disseminator role Spokesperson role 2011 Pearson Canada Inc. Chapter 1 / Slide 28 Decisional Roles Decisional roles deal with decision making. They include: Entrepreneur role Disturbance handler role Resource allocation role Negotiator role 2011 Pearson Canada Inc. Chapter 1 / Slide 29 Managerial Activities Fred Luthans, Richard Hodgetts, and Stuart Rosenkrantz found that managers engage in four basic types of activities: Routine communication (formal sending and receiving information) Traditional management (planning, decision making, controlling) 2011 Pearson Canada Inc. Chapter 1 / Slide 30 Managerial Activities (continued) Networking (interaction with people outside of the organization) Human resource management (motivating, reinforcing, disciplining, punishing, managing conflict, staffing, training and developing employees) 2011 Pearson Canada Inc. Chapter 1 / Slide 31 Summary of Managerial Activities 2011 Pearson Canada Inc. Chapter 1 / Slide 32 Managerial Activities and Success Emphasis on these various activities is related to managerial success. Networking is related to moving up the ranks of the organization quickly. Human resource management is related to employee satisfaction and commitment and unit effectiveness. 2011 Pearson Canada Inc. Chapter 1 / Slide 33 Managerial Agendas John Kotter studied the behaviour patterns of successful general managers and identified the following categories of behaviour: Agenda setting Networking Agenda implementation 2011 Pearson Canada Inc. Chapter 1 / Slide 34 Agenda Setting What they wanted to accomplish for the organization. Almost always informal and unwritten and concerned with people issues. 2011 Pearson Canada Inc. Chapter 1 / Slide 35 Networking Established a wide formal and informal network of key people inside and outside of the organization. The network provides managers with information and established cooperative relationships relevant to their agendas. 2011 Pearson Canada Inc. Chapter 1 / Slide 36 Agenda Implementation Managers used networks to implement the agendas. They employed a wide range of influence tactics. 2011 Pearson Canada Inc. Chapter 1 / Slide 37 Managerial Agendas (continued) A high degree of informal interaction and concern with people issues that were necessary for the managers to achieve their agendas. Managers often found themselves dependent on people over whom they wielded no power. 2011 Pearson Canada Inc. Chapter 1 / Slide 38 Managerial Minds Herbert Simon and Daniel Isenberg explored how managers think. Experienced managers use intuition to guide many of their actions: To sense that a problem exists To perform well-learned mental tasks rapidly To synthesize isolated pieces of information and data To double-check more formal or mechanical analyses 2011 Pearson Canada Inc. Chapter 1 / Slide 39 Managerial Minds (continued) Good intuition is problem identification and problem solving based on a long history of systematic education and experience. Enables the manager to locate problems within a network of previously acquired information. 2011 Pearson Canada Inc. Chapter 1 / Slide 40 International Managers The style in which managers do what they do and the emphasis they give to various activities will vary greatly across cultures. Cultural variations in values affect both managers and employees expectations about interpersonal interaction. 2011 Pearson Canada Inc. Chapter 1 / Slide 41 International Managers (continued) National culture is one of the most important contingency variables in organizational behaviour. The appropriateness of various leadership styles, motivation techniques, and communication methods depends on where one is in the world. 2011 Pearson Canada Inc. Chapter 1 / Slide 42 Some Contemporary Management Concerns Five issues with which organizations and managers are currently concerned: Diversity Local and Global Employee-Organization Relationships A Focus on Quality, Speed, and Flexibility Talent Management Corporate Social Responsibility (CSR) 2011 Pearson Canada Inc. Chapter 1 / Slide 43 Diversity Local and Global The Canadian workforce is becoming increasingly diverse. Many organizations have not treated certain segments of the population fairly in many aspects of employment. Global business has increased and so has the need to understand how workers and customers in other countries are diverse and culturally different. 2011 Pearson Canada Inc. Chapter 1 / Slide 44 Diversity Local and Global (continued) Organizational behaviour is concerned with issues that have to do with the management of a diverse workforce and how to benefit from the opportunities that a diverse workforce provides. 2011 Pearson Canada Inc. Chapter 1 / Slide 45 Employee-Organization Relationships Downsizing, restructuring, re-engineering, and outsourcing have had a profound effect on organizations. Major structural change in work arrangements (e.g., part-time, temporary, contract work). Changes in the workplace have changed the nature of employee-organization relationships. 2011 Pearson Canada Inc. Chapter 1 / Slide 46 Employee-Organization Relationships (continued) The consequences of these changes: Decreased trust Lower morale and loyalty Decline in job satisfaction and organizational commitment Low levels of employee engagement Increase in work-related illness and stress Absenteeism is on the rise 2011 Pearson Canada Inc. Chapter 1 / Slide 47 Work-Life Conflict in Canadian Organizations A significant number of Canadian employees report: High levels of role overload Negative spillover from work to family High levels of stress High levels of burnout Highly depressed mood High levels of absenteeism 2011 Pearson Canada Inc. Chapter 1 / Slide 48 Employee-Organization Relationships (continued) Organizational behaviour offers many solutions to these problems and for building and maintaining strong and positive employee-organization relationships. 2011 Pearson Canada Inc. Chapter 1 / Slide 49 A Focus on Quality, Speed, and Flexibility Intense competition has given rise to the need for organizations to improve quality, speed, and flexibility. This requires a high degree of employee involvement, commitment, and teamwork. Organizational behaviour is concerned with these issues. 2011 Pearson Canada Inc. Chapter 1 / Slide 50 Talent Management Talent management refers to an organizations processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs. 2011 Pearson Canada Inc. Chapter 1 / Slide 51 Talent Management (continued) Two most important management challenges: