管理学14行为的基础.ppt

2007PrenticeHall Inc Allrightsreserved FoundationsofBehavior Chapter14 2020 1 8 2 这样固执的员工 我怎么办 我在一家公司担任行政管理工作 手下有一个员工非常有个性 有次公司组织活动 我安排她为客户买礼品 她选择了几个样品 我认为其中一个比较好 她却认为另外一个价格便宜又实用 为妥善起见 我咨询了公司市场部同事的意见 他们也赞成我的意见 认为她选的礼品拿不出手 对我的指示 她不情愿执行 拖延几天 眼看活动时间要到了 我向她下了命令 今天必须搞定这件事情 下午她告诉我 因为我选的礼品供应商存货不足 所以她另外订了20件她选的礼品 活动当天 老板看到了为客户准备的礼品 狠狠盯了我一眼 我感觉他的脸色都是绿色的 对这样固执的员工 我该怎么办呢 管理的核心是什么 核心问题 如何理解组织内部个体的行为 哪些行为 哪些因素影响行为 哪些可以改变 哪些不能改变 2007PrenticeHall Inc Allrightsreserved 14 3 2007PrenticeHall Inc Allrightsreserved 14 4 WhyLookatIndividualBehavior OrganizationalBehavior OB TheactionsofpeopleatworkFocusofOrganizationalBehaviorIndividualbehaviorAttitudes personality perception learning andmotivationGroupbehaviorNorms roles teambuilding leadership andconflictGoalsofOrganizationalBehaviorToexplain predictandinfluencebehavior 2007PrenticeHall Inc Allrightsreserved 14 5 Exhibit14 1TheOrganizationasanIceberg 2007PrenticeHall Inc Allrightsreserved 14 6 ImportantEmployeeBehaviors EmployeeProductivityAperformancemeasureofbothefficiencyandeffectivenessAbsenteeismThefailuretoreporttoworkwhenexpectedTurnoverThevoluntaryandinvoluntarypermanentwithdrawalfromanorganization 2007PrenticeHall Inc Allrightsreserved 14 7 ImportantEmployeeBehaviors cont d OrganizationalCitizenshipBehavior OCB Discretionarybehaviorthatisnotapartofanemployee sformaljobrequirements butwhichpromotestheeffectivefunctioningoftheorganization 2007PrenticeHall Inc Allrightsreserved 14 8 ImportantEmployeeBehaviors cont d WorkplaceMisbehavior 不当行为 Anyintentionalemployeebehaviorthathasnegativeconsequencesfortheorganizationorindividualswithintheorganization TypesofMisbehaviorDeviance 偏差 Aggression 攻击 Antisocialbehavior 反社会 Violence 暴力 2007PrenticeHall Inc Allrightsreserved 14 9 PsychologicalFactorsAffectingEmployeeBehavior AttitudesPersonalityPerceptionLearning EmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipWorkplaceMisbehavior 2007PrenticeHall Inc Allrightsreserved 14 10 PsychologicalFactors AttitudesEvaluativestatements eitherfavorableorunfavorable concerningobjects people orevents ComponentsOfAnAttitudeCognitivecomponent thebeliefs opinions knowledge orinformationheldbyaperson Affectivecomponent theemotionalorfeelingpartofanattitude Behavioralcomponent theintentiontobehaveinacertainway 如何改变态度 劝服者特征 观众 群体 结果 2007PrenticeHall Inc Allrightsreserved 14 11 PsychologicalFactors cont d JobSatisfactionJobsatisfactionisaffectedbylevelofincomeearnedandbythetypeofjobaworkerdoes JobSatisfactionandProductivityForindividuals productivityappearstoleadtojobsatisfaction Fororganizations thosewithmoresatisfiedemployeesaremoreeffectivethanthosewithlesssatisfiedemployees 2007PrenticeHall Inc Allrightsreserved 14 12 PsychologicalFactors cont d JobSatisfactionandAbsenteeismSatisfiedemployeestendtohavelowerlevelsofabsenteeism JobSatisfactionandTurnoverSatisfiedemployeeshavelowerlevelsofturnover dissatisfiedemployeeshavehigherlevelsofturnover Turnoverisaffectedbythelevelofemployeeperformance Thepreferentialtreatmentaffordedsuperioremployeesmakessatisfactionlessimportantinpredictingtheirturnoverdecisions 有限的关系 因果 一些行为往往跟不满意有关 2007PrenticeHall Inc Allrightsreserved 14 13 PsychologicalFactors cont d JobSatisfactionandCustomerSatisfactionThelevelofjobsatisfactionforfrontlineemployeesisrelatedtoincreasedcustomersatisfactionandloyalty Interactionwithdissatisfiedcustomerscanincreaseanemployee sjobdissatisfaction Actionstoincreasejobsatisfactionforcustomerserviceworkers Hireupbeatandfriendlyemployees Rewardsuperiorcustomerservice Provideapositiveworkclimate Useattitudesurveystotrackemployeesatisfaction 2007PrenticeHall Inc Allrightsreserved 14 14 PsychologicalFactors cont d JobSatisfactionandWorkplaceMisbehaviorDissatisfiedemployeeswillrespondsomehowNoteasytopredictexactlyhowthey llrespond 2007PrenticeHall Inc Allrightsreserved 14 15 PsychologicalFactors cont d JobInvolvementThedegreetowhichanemployeeidentifieswithhisorherjob activelyparticipatesinit andconsidershisorherperformancetobeimportanttohisorherself worth Highlevelsofcommitmentarerelatedtofewerabsencesandlowerresignationrates 2007PrenticeHall Inc Allrightsreserved 14 16 PsychologicalFactors cont d OrganizationalCommitmentIsthedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoalsandwishestomaintainmembershipintheorganization Leadstolowerlevelsofbothabsenteeismandturnover 2007PrenticeHall Inc Allrightsreserved 14 17 PsychologicalFactors cont d PerceivedOrganizationalSupport 组织支持感 Isthegeneralbeliefofemployeesthattheirorganizationvaluestheircontributionandcaresabouttheirwell being Providinghighlevelsofsupportincreasesjobsatisfactionandlowerturnover 2007PrenticeHall Inc Allrightsreserved 14 18 AttitudesandConsistency Peopleseekconsistencyintwoways Consistencyamongtheirattitudes Consistencybetweentheirattitudesandbehaviors Ifaninconsistencyarises individuals AltertheirattitudesorAltertheirbehaviororDeveloparationalizationfortheinconsistency 2007PrenticeHall Inc Allrightsreserved 14 19 CognitiveDissonanceTheory CognitiveDissonance 认知失调 Anyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance Theintensityofthedesiretoreducethedissonanceisinfluencedby Theimportanceofthefactorscreatingthedissonance Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable Rewardsavailabletocompensateforthedissonance 2007PrenticeHall Inc Allrightsreserved 14 20 AttitudeSurveys AttitudeSurveysAinstrument documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs workgroups supervisors ortheirorganization Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs 2007PrenticeHall Inc Allrightsreserved 14 21 Exhibit14 2SampleAttitudeSurvey Source BasedonT Lammers TheEssentialEmployeeSurvey Inc December1992 pp 159 161 2007PrenticeHall Inc Allrightsreserved 14 22 TheImportanceofAttitudes ImplicationforManagersAttitudeswarnofpotentialbehavioralproblems Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover Attitudesinfluencebehaviorsofemployees Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction Employeeswilltrytoreducedissonanceunless Managersidentifytheexternalsourcesofdissonance Managersproviderewardscompensatingforthedissonance 组织要求 个人行为 态度 2007PrenticeHall Inc Allrightsreserved 14 23 Personality PersonalityTheuniquecombinationofpsychologicalcharacteristics measurabletraits thataffecthowapersonreactsandinteractswithothers 2007PrenticeHall Inc Allrightsreserved 14 24 ClassifyingPersonalityTraits MyersBriggsTypeIndicator MBTI Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories Socialinteraction ExtrovertorIntrovert EorI Preferenceforgatheringdata SensingorIntuitive SorN Preferencefordecisionmaking FeelingorThinking ForT Styleofdecisionmaking PerceptiveorJudgmental PorJ 2007PrenticeHall Inc Allrightsreserved 14 25 Exhibit14 3ExamplesofMBTI Types Source BasedonI Briggs Myers IntroductiontoType PaloAlto CA ConsultingPsychologistsPress 1980 pp 7 8 2007PrenticeHall Inc Allrightsreserved 14 26 TheBig FiveModel ExtraversionSociable talkative andassertiveAgreeablenessGood natured cooperative andtrustingConscientiousnessResponsible dependable persistent andachievementoriented EmotionalStabilityCalm enthusiastic andsecureortense nervous andinsecureOpennesstoExperienceImaginative artisticallysensitive andintellectual 2007PrenticeHall Inc Allrightsreserved 14 27 OtherPersonalityInsights LocusofControlInternallocus personswhobelievethattheycontroltheirowndestiny Externallocus personswhobelievethatwhathappenstothemisduetoluckorchance theuncontrollableeffectsofoutsideforces Machiavellianism Mach Thedegreetowhichanindividualispragmatic maintainsemotionaldistance andseekstogainandmanipulatepower endscanjustifymeans 2007PrenticeHall Inc Allrightsreserved 14 28 OtherPersonalityInsights cont d Self Esteem SE ThedegreetowhichpeoplelikeordislikethemselvesHighSEsBelieveinthemselvesandexpectsuccess Takemorerisksanduseunconventionalapproaches AremoresatisfiedwiththeirjobsthanLowSEs LowSEsAremoresusceptibletoexternalinfluences Dependonpositiveevaluationsfromothers AremorepronetoconformthanhighSEs 2007PrenticeHall Inc Allrightsreserved 14 29 OtherPersonalityInsights cont d Self MonitoringAnindividual sabilitytoadjusthisorherbehaviortoexternal situationalfactors Highself monitors Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations Canpresentcontradictorypublicpersonaandprivateselves impressionmanagement Lowself monitorsDonotadjusttheirbehaviortothesituation Arebehaviorallyconsistentinpublicandprivate 2007PrenticeHall Inc Allrightsreserved 14 30 OtherPersonalityInsights cont d Risk TakingThepropensity orwillingness totakerisks Highrisk takerstakelesstimeandrequirelessinformationthanlowrisk takerswhenmakingadecision Organizationaleffectivenessismaximizedwhentherisk takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager 2007PrenticeHall Inc Allrightsreserved 14 31 Emotions EmotionsIntensefeelings reactions thataredirectedatspecificobjects someoneorsomething Universalemotions AngerFearSadnessHappinessDisgustSurprise 2007PrenticeHall Inc Allrightsreserved 14 32 EmotionalIntelligence EmotionalIntelligence EI Anassortmentofnoncognitiveskills capabilities andcompetenciesthatinfluenceaperson sabilitytosucceedincopingwithenvironmentaldemandsandpressures DimensionsofEI Self awareness knowingwhatyou refeelingSelf management managingemotionsandimpulsesSelf motivation persistingdespitesetbacksandfailuresEmpathy sensinghowothersarefeelingSocialskills handlingtheemotionsofothers 2007PrenticeHall Inc Allrightsreserved 14 33 ImplicationsforManagers EmployeeselectionHelpsinunderstandingemployeebehavior s Byunderstandingothers behavior s canworkbetterwiththem 2007PrenticeHall Inc Allrightsreserved 14 34 UnderstandingPersonalityDifferences Personality JobFitTheory Holland Anemployee sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee spersonalityandoccupation Keypointsofthetheory Therearedifferencesinpersonalities Therearedifferenttypesofjobs Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual 2007PrenticeHall Inc Allrightsreserved 14 35 Exhibit14 4Holland sTypologyofPersonalityandSampleOccupations Source BasedonJ L Holland MakingVocationalChoices ATheoryofVocationalPersonalitiesandWorkEnvironments Odessa FL PsychologicalAssessmentResources 1997 2007PrenticeHall Inc Allrightsreserved 14 36 Perception PerceptionAprocessbywhichindividualsgivemeaning reality totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions Factorsinfluencingperception Theperceiver spersonalcharacteristics interests biasesandexpectations 如偏好 以往经验等 Thetarget scharacteristics distinctiveness contrast andsimilarity 颜色 熟悉 Thesituation context factors place time location drawattentionordistractfromthetarget 英国的实验 2007PrenticeHall Inc Allrightsreserved 14 37 Exhibit14 5PerceptionChallenges WhatDoYouSee 2007PrenticeHall Inc Allrightsreserved 14 38 HowWePerceivePeople AttributionTheoryHowtheactionsofindividualsareperceivedbyothersdependsonwhatmeaning causation weattributetoagivenbehavior Internallycausedbehavior undertheindividual scontrolExternallycausedbehavior duetooutsidefactorsDeterminingthesourceofbehaviors Distinctiveness differentbehaviorsindifferentsituationsConsensus behaviorssimilartoothersinsamesituationConsistency regularityofthesamebehaviorovertime 2007PrenticeHall Inc Allrightsreserved 14 39 Exhibit14 6AttributionTheory 2020 1 8 40 归因矩阵 2007PrenticeHall Inc Allrightsreserved 14 41 HowWePerceivePeople cont d AttributionTheory errorsandbiases cont d FundamentalattributionerrorThetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors Self servingbiasThetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors 2007PrenticeHall Inc Allrightsreserved 14 42 ShortcutsUsedinJudgingOthers AssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare StereotypingJudgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof 国籍 职业 年龄 性别等 HaloEffectFormingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson 态度 能力 特征 2007PrenticeHall Inc Allrightsreserved 14 43 ImplicationsforManagers EmployeesreacttoperceptionsPaycloseattentiontohowemployeesperceivetheirjobsandmanagementactions参与 沟通 2007PrenticeHall Inc Allrightsreserved 14 44 Learning LearningAnyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience Almostallcomplexbehaviorislearned Learningisacontinuous life longprocess TheprinciplesoflearningcanbeusedtoshapebehaviorTheoriesoflearning Operantconditioning 操作性条件反射 Sociallearning 2007PrenticeHall Inc Allrightsreserved 14 45 Learning cont d OperantConditioning B F Skinner Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience Operantbehavior voluntaryorlearnedbehaviorsBehaviorsarelearnedbymakingrewardscontingenttobehaviors Behaviorthatisrewarded positivelyreinforced islikelytoberepeated Behaviorthatispunishedorignoredislesslikelytoberepeated 2007PrenticeHall Inc Allrightsreserved 14 46 Learning cont d SocialLearningThetheorythatindividualslearnthroughtheirobservationsofothersandthroughtheirdirectexperiences Attributesofmodelsthatinfluencelearning Attentional theattractivenessorsimilarityofthemodelRetention howwellthemodelcanberecalledMotorreproduction thereproducibilityofthemodel sactionsReinforcement therewardsassociatedwithlearningthemodelbehavior 2007PrenticeHall Inc Allrightsreserved 14 47 Shaping AManagerialTool ShapingBehaviorAttemptingto mold individualsbyguidingtheirlearningingraduatedstepssuchthattheylearntobehaveinwaysthatmostbenefittheorganization Shapingmethods Positivereinforcement rewardingdesiredbehaviors Negativereinforcement removinganunpleasantconsequenceoncethedesiredbehaviorisexhibited Punishment penalizinganundesiredbehavior Extinction