管理学原理--第四讲：组织行为.ppt

第四讲 组织行为 OrganizationalBehaviorBehaviorisdefinedastheactionsofpeople Organizationalbehavioristhestudyoftheactionsofpeopleatwork 一个企业完成任务的基本行为方式包括哪些 个体方式 职员被作为一个独立的个体来对待 工作任务 目标和报酬等以个体为导向 自我管理的团队方式 这种组织方式通常被定义为多个个体的集合 每一个成员与其他成员拥有一个共同的目标 每一个成员的报酬依赖于整个团队的经营业绩 层级组织的方式 某个人专职从事对其他成员的监督和协调工作 尽管大多数企业一般都采用一定形式的层级结构 但是在正式权威方面却有很大的差异 三种完成任务的行为方式存在哪些差异 主要表现在 成员之间相互联系的程度和协调成本的大小 当任务不需要协调时 采用个体方式是比较适合的 例如设计工作 当协调变得非常必要的时候 团队方式就更合适一些 这样 每一个成员的产出可以直接受益于成员之间的频繁接触 技能互补和团队本身所产生的利益 例如成员之间的信息共享和共同价值观 当按照团队方式很难对个体的产出进行监督和控制 当团队的规模达到到某种程度 协调的成本开始大大增加的时候 层级组织方式可能更为合适 第十四章 个体行为IndividualBehavior 1 态度Attitudes2 个性Personality3 认知Perception4 学习learning LearningObjectives Youshouldlearnto DefinethefocusandgoalsoforganizationalbehaviorDescribethethreecomponentsofanattitudeIdentifytherolethatconsistencyplaysinattitudes LearningObjectives ExplaintherelationshipbetweensatisfactionandproductivityTellhowmanagerscanusetheMyers Briggspersonalitytypeframeworkandthebig fivemodelofpersonality LearningObjectives cont DefineemotionalintelligenceDescribeattributiontheoryanditsuseinexplainingindividualbehaviorIdentifythetypesofshortcutsmanagersuseinjudgingothersExplainhowmanagerscanshapeemployeebehavior WhyLookAtIndividualBehavior OrganizationalBehavior OB concernedspecificallywiththeactionsofpeopleatworkaddressesissuesthatarenotobvious TheOrganizationasanIceberg WhyLookAtIndividualBehavior cont FocusofOBindividualbehavior attitudes personality perception learning andmotivationgroupbehavior norms roles teambuilding leadership andconflictGoalsofOBexplain predict andinfluencebehaviormanager ssuccessdependsongettingthingsdonethroughotherpeople Attitudes AttitudeDefinitionevaluativestatementsconcerningobjects people oreventsthreecomponentscognitive beliefs opinions knowledge orinformationheldbyapersonaffective emotionorfeelingtermattitudeusuallyreferstothiscomponentbehavioral intentiontobehaveinacertainwaytowardsomeoneorsomething Attitudes cont Job RelatedAttitudesjobsatisfaction employee sgeneralattitudetowardher hisjobjobinvolvement degreetowhichanemployeeidentifieswithher hisjobdegreeofactiveparticipationinthejobfeelingthatjobperformanceisimportanttoself worthorganizationalcommitment employee sloyaltyto identificationwith andinvolvementintheorganizationorganizationalcitizenbehavior OCB discretionarybehaviorthatisnotpartoftheformaljobrequirementspromoteseffectivefunctioningoftheorganization Attitudes cont AttitudesandConsistencypeopleseekconsistency amongtheirattitudesbetweentheirattitudesandbehaviorinconsistencygivesrisetostepstoachieveconsistencyalterattitudesorbehaviordeveloprationalizationfortheinconsistency presentemployeewithquestionsthatelicithowtheyfeelabouttheirjobs workgroups supervisors ortheorganizationattitudescoreisthesumofresponsestoindividualitems AttitudeSurveys SampleAttitudeSurvey Implicationsformanagers Satisfaction ProductivityControversytraditionalbeliefwasthathappyworkerswereproductiveworkersresearchevidencesuggeststhatifsatisfactionhasapositiveinfluenceonproductivity itissmallcontingencyfactorshaveclarifiedtherelationshipbetweensatisfactionandproductivityeffectofenvironmentalfactorsthatconstrainemployeebehaviorresearchdesignsdonotpermitconclusionsaboutcauseandeffect 态度的概念 态度由三个部分组成 1 态度的认知成分由一个人所持有的信念 观点 知识或信息组成 2 态度的情感成分是态度中的情绪或感受部分 3 态度的行为成分是指以某种方式对某人或某事做出反应的行为 与工作相关的态度 工作满意度 Jobsatisfaction 是人对其工作的一般态度 工作投入 Jobinvolvement 是员工认可自己的工作 主动参与工作 认为工作绩效对自己的个人价值很重要的程度 3 组织承诺 OrganizationalCommitment 是员工对组织的忠诚性 认可程度及参与程度 对管理者的意义 有明显的证据表明 对于那些承诺和满意的员工来说 他们的离职率和缺勤率很低 同时 那种为了提高生产率而以员工快乐为目标的做法可能会误入歧途 PersonalityPersonalityisdefinedasacombinationofpsychologicaltraitsthatclassifiesaperson 个性是个体的心理特质的综合 Predictingbehaviorfrompersonalitytraits 根据个性特质预测行为 Personality PredictingBehaviorfromPersonalityTraitsLocusofControlinternals believethattheycontroltheirowndestinyexternals believetheirlivesarecontrolledbyoutsideforceslesssatisfiedandinvolvedwiththeirjobsmorealienatedfromtheworksettingMachiavellianism peoplewhoarehighonthistrait arepragmatic maintainemotionaldistance believethatendscanjustifythemeansareproductiveinjobsthatrequirebargainingandhavehighrewardsforsuccess PredictingBehaviorfromPersonalityTraits cont Self Esteem degreeoflikingforoneselfrelatedtoexpectationsforsuccesshighself esteemindividualswilltakerisksinjobselectionmoresatisfiedwiththeirjobslowself esteemindividualssusceptibletosocialinfluenceSelf Monitoring abilitytoadjustone sbehaviortosituationalfactorshighself monitorscanpresentstrikingcontradictionsbetweentheirpublicpersonaandtheirprivateselves Personality cont 君王论 在人类思想史上 没有一位思想家像马基雅维里那样受到如此尖锐的毁与誉的了 近5个世纪以来 他的名字始终与阴险狡诈 背信弃义联系在一起 因为他在自己的经典著作 君主论 中描述了一个意大利君主如何壮大自己 排挤他人的基本行为和做法 并且为许多政治家和野心家效仿和实践 在 君主论 的开篇首页 马基雅维里提出 君主国不是世袭的就是自己开创的 只要不改变相应的政策和人们的生活方式 并且有足够的智慧应付突发事件 世袭的国家比较容易管理 而自己开创的新君主国 管理起来就困难重重 因为那些被征服的君主国在文化 语言和习惯等方面征服者有很大的差异 要有效地控制被征服的君主国 运气和努力是必须的 最有力的办法是征服者进驻 其次是征服者在一或二个关键要地把守 同时 马基雅维里在 君主论 中说过 君主易变而且健忘 他随时准备改变自己的立场 只要对他有利 君主必须做到不仁 并且根据需要选择仁和不仁 马基雅维里将人性的弱点毫无保留地揭示出来 希望人们理性地对待和顺势管理 PredictingBehaviorfromPersonalityTraits cont Risk Taking affectstimerequiredtomakeadecisionhowmuchinformationisrequiredbeforemakingachoicePersonalityTypesinDifferentCulturesacountry sculturecaninfluencedominantpersonalitycharacteristicsofitspeoplee g nationalculturesdifferinthestrengthoflocusofcontrol Personality cont Myers BriggsTypeIndicator MBTI Myers BriggsTypeIndicator MBTI fourdimensionssocialinteraction ExtrovertorIntrovertpreferenceforgatheringdata SensingorIntuitivepreferencefordecisionmaking FeelingorThinkingstyleofmakingdecisions PerceptiveorJudgmental Personality cont PersonalityTraits cont Big FiveModelofPersonality traitsincludedegreeof extraversion sociability talkativeness assertivenessagreeableness good natured cooperative trustingconscientiousness responsibility dependability persistence andachievementorientationpredictsjobperformanceinanumberofjobsemotionalstability calmness enthusiasm securityopennesstoexperience imaginativeness artisticsensitivity andintellectualismpredictstrainingcompetency EmotionalIntelligence EI self awareness awareofwhatyou refeelingself management abilitytomanageone semotionsself motivation persistenceinthefaceofsetbacksempathy abilitytosensehowothersarefeelingsocialskills abilitytohandletheemotionsofothers Personality cont ImplicationsformanagersThemajorvalueofamanagerunderstandingpersonalitydifferencesprobablyliesinemployeeselection 个性特质 Personalitytraits 控制点 LocusofControl 权威主义 Authoritarianism 马基雅维里主义 Machiaviellism 自尊 Selfesteem 自我监控 Selfmonitoring 冒险型 Risktaking 个性评估 社会的相互作用 性格外向或内向 对资料收集的偏好 感觉或直觉 Preferenceforgatheringdata sensingorintuitive 对决策的偏好 感觉或思考 Preferencefordecisionmaking fellingorthinking 决策的风格 敏锐的或倾向于做出判断的 Styleofmakingdecision perceptiveorjudgmental 对管理者的意义 管理者理解个性差异的主要价值可能在于选拔过程 管理者如果能在个性类型与职业的匹配性方面予以考虑 将会拥有更高绩效和更满意的员工 Perception Definitionprocessbywhichindividualsgivemeaningtotheirenvironmentbyorganizingandinterpretingtheirsensoryimpressionsnoneofusseesrealityweinterpretwhatweseeandcallitreality FactorsThatInfluencePerceptionperceiver individual spersonalcharacteristicsattitudes personality experience expectationstarget relationshipoftargettoitsbackgroundsituation time location light color andotherenvironmentalfactors PerceptionChallenges Whatdoyousee AttributionTheory usedtoexplainhowwejudgepeopledifferentlydependingonwhatmeaningweattributetoagivenbehaviordevelopexplanationsofwhypeoplebehaveincertainwaysinternalexplanations behaviorunderthecontrolofthepersonexternalexplanations behaviortheresultofsituationalconstraintse g chance rules custom causeofbehaviordeterminedby distinctiveness whetherpersondisplaysabehaviorinmanysituationsorwhetheritisparticulartoonesituationlessdistinctivenessleadstointernalattributionconsensus behaviorofothersinsamesituationhighconsensusleadstoexternalattributionconsistency regularitywithwhichpersonengagesinthebehaviorgreaterconsistencyleadstointernalattribution AttributionTheory cont AttributionTheory errorsandbiasesmaydistortattributionsfundamentalattributionerror tendencytoexplainbehaviorofothersby overestimatingtheinfluenceofinternalfactorsunderestimatingtheinfluenceofexternalfactorsself servingbias personalsuccessattributedtointernalfactorspersonalfailureattributedtoexternalfactors AttributionTheory cont Perception cont ShortcutsFrequentlyUsedinJudgingOthersmakeperceptualtaskeasiercanbevaluableorleadtoerrorsselectivity portionsofstimulibombardingone ssensesareselectedbasedoninterests background andattitudesoftheperceiverassumedsimilarity likeme effectperceptionofotherbasedonperceivedsimilaritiesstereotyping baseperceptionsofanindividualonone simpressionsofthegrouptowhichs hebelongshaloeffect generalimpressionaboutapersonisforgedonthebasisofasinglecharacteristic ImplicationsforamanagersManagersneedtorecognizethattheiremployeesreacttoperceptions notreality 影响认知的因素 许多因素影响着认知的形成有时造成了知觉的失真 这些因素有 认知者或人的特点 包括态度 个性 动机 兴趣 经验和期望 被认知的标的或客体 目的的特点以及目的同其背景的关系影响认知 认知发生的情境 地点 光 热 颜色等 判断行为原因依据三个因素 1 区别性是指在众多场合下都表现出这种行为还是仅在某一特定情境下表现这一行为 2 一致性是指每个人面对相似情境 对相同的行为都有相同的反应 3 一贯性是指人的行为的持续一贯性 导致归因失真的错误或偏见 基本归因错误 Functionalattributionerror 是指人们在评价他人行为时 低估外部因素的影响而高估内部因素的影响的倾向 自我服务偏见 Self servingbias 是个体倾向把自己的成功归因为内部因素 而把失败归因于外部因素 评价他人行为时常走的捷径 1 选择性接受 Selectivity 是指人们根据自己的兴趣 背景 态度和经验等对观察到的信息进行主动选择的过程 2 假设相似性 Assumedsimilarity 是假定别人和我们类似 3 刻板印象 Stereotyping 是以个体所在的团体知觉为基础对个体的判断 4 晕轮效应 Haloeffect 是根据个体的某个特征而建立对总体的印象 对管理者的意义 管理者需要认识到 员工根据知觉而不是客观现实做出反应 Learning DefinitionanyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperiencealmostallcomplexbehaviorislearnedOperantConditioningarguesthatbehaviorisafunctionofitsconsequencesdescribesvoluntaryorlearnedbehaviorreinforcementstrengthensabehaviorandincreasesthelikelihoodthatitwillberepeatedpleasingconsequencesthatfollowaspecificbehaviorincreasesthefrequencyofthatbehavior Learning cont SocialLearninglearningbyobservingotherpeopleanddirectexperienceinfluenceofmodeldeterminedby attentionalprocesses mustrecognizeandattendtocriticalfeaturesofthemodelretentionprocesses mustrememberthemodel sactionsmotorreproductionprocesses performingactionsobservedinthemodelreinforcementprocesses positiveincentivesnecessarytomotivateperformanceofthemodel sactions Learning cont Shaping AManagerialToolshapebehaviorbysystematicallyreinforcingeachsuccessivestepthatmovestheindividualclosertothedesiredbehaviorshapingaccomplishedby positivereinforcement desiredresponseisfollowedbysomethingpleasantnegativereinforcement desiredresponsefollowedbyeliminatingorwithdrawingsomethingunpleasantpunishment undesirablebehaviorfollowedbysomethingunpleasantextinction norewardsfollowundesiredresponse Learning cont ImplicationsforManagersmanageemployeelearningbymeansofrewardspositiveandnegativereinforcementstrengthenadesiredbehaviortendtoincreaseitsfrequencypunishmentandextinctionweakenanundesiredbehaviortendtodecreaseitsfrequencymanagersshouldserveasmodelssetexamplesofthedesiredbehavior ImplicationsformanagersManagerscanclearlybenefitfromunderstandingthelearningprocess Implicationsforindividual IndividuallearningIncrementallearningAdaptivelearningDevelopmentallearning 社会学习理论 SLT 社会学习理论认为 人们通过观察和直接经验进行学习 业已得到证实 榜样的影响是社会学习的核心 人们发现四个过程决定了榜样对个体学习的影响 1 注意过程 AttentionalProcess 2 保持过程 Retentionprocess 3 动力复制过程 Motorre production 4 强化过程 Reinforcementprocess 四个过程 1 注意过程 只有当人们认识到榜样的重要特点时 彩绘想榜样学习 2 保持过程 榜样的影响取决于个体对榜样活动的记忆程度 即使当榜样不再真正出现时 3 主动模仿过程 个体通过观察而能够执行榜样的活动 4 强化过程 如果提供了积极的奖励 个体会被激励从事榜样的行为 行为塑造 行为塑造是系统的强化每一连续步骤而使个体越来越趋近理想反应 这是一个有用的管理工具 行为塑造有四种方法 1 积极强化 Positivereinforcement 2 消极强化 Negativereinforcement 3 惩罚 Punishment 4 消除 Extinction 行为塑造的四种方式 1 积极强化是在一个行为发生后而出现的愉快的事情 2 消极强化是中止或逃避不愉快事件的反应而获得奖励 3 惩罚指对不希望出现的行为的处罚 4 消除是指祛除任何维持行为的强化物的办法 第十五章 组织和团队行为UNDERSTANDINGGROUPSANDTEAMS LearningObjectives Youshouldlearnto DifferentiatebetweenformalandinformalgroupsDescribethefivestagesofgroupdevelopmentIdentifyhowrolesandnormsinfluenceanemployee sbehavior LearningObjectives Youshouldlearnto thekeycomponentsinthegroupbehaviormodelIdentifytheadvantagesanddisadvantagesofgroupdecisionmaking LearningObjectives cont Youshouldlearnto ExplaintheincreasedpopularityofteamsinorganizationsDescribethefourmostcommontypesofteamsinorganizationsListthecharacteristicsofeffectiveteamsIdentifyhowmanagerscanbuildtrust UnderstandingGroupBehavior Grouptwoormoreinteractingandinterdependentindividualswhocometogethertoachieveparticulargoalsformalgroups establishedbytheorganizationhavedesignatedworkassignmentsandspecifictasksdifferenttypesexistinformalgroups occurnaturallyintheworkplaceinresponsetotheneedforsocialcontact ExamplesofFormalGroups UnderstandingGroupBehavior cont StagesofGroupDevelopmentforming peoplejointhegroupeitherbecauseofaworkassignmentorforsomeotherbenefitbegintodefinethegroup spurpose structure andleadershipstagemarkedbymuchuncertaintystorming acceptanceofthegroup sexistenceconflictoverwhowillcontrolthegroupnorming relationshipsandasenseofgroupidentitydevelopgroupassimilatesacommonsetofexpectationsofwhatdefinescorrectmemberbehavior UnderstandingGroupBehavior cont StagesofGroupDevelopment cont performing groupstructureisfunctionalandacceptedgroupenergyhasmovedtotaskperformanceadjourning grouppreparestodisbandattentiondevotedtowrappingupactivitiesgroupdoesnotnecessarilybecomemoreeffectiveasitmovesthroughthefirstfourstagesgroupeffectivenessisacomplexissuethatisaffectedbyfactorsotherthandevelopmentalstage StagesOfGroupDevelopment Prestage StageIForming StageIIStorming StageIIINorming StageVAdjourning StageIVPerforming UnderstandingGroupBehavior cont BasicGroupConceptsRole setofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitgroupmembershaveparticularrolesrolesorientedtowardstaskaccomplishmentormaintaininggroupmembersatisfactionindividualsplaymultiplerolesroleconflict individualconfrontedbydifferentroleexpectations UnderstandingGroupBehavior cont BasicGroupConcepts cont Norms acceptablestandardsorexpectationsthataresharedbythegroup smemberseachgrouphas itsownuniquesetofnormscommonnormsrelatedtolevelsofeffortandperformanceexertpowerfulinfluenceonperformanceConformity acceptancebygroupmakessomememberssusceptibletoconformitypressuresgroupnormspushmemberstowardconformityresultsinalignmentofopinions UnderstandingGroupBehavior cont BasicGroupConcepts cont Status aprestigegrading position orrankinagroupmaybeconferredinformallybasedonpersonalcharacteristicsmaybeformallyconferredGroupSize effectonbehaviorofgroupdependsuponthetypeofoutcomelargegroups goodforgettingdiverseinputsmallgroups goodatmakinguseofinformationdispersionofresponsibilityinlargegroupsleadstofreeridertendency UnderstandingGroupBehavior cont BasicGroupConcepts cont GroupCohesiveness degreetowhichmembersareattractedtoagroupandsharethegroup sgoalsrelationshipbetweencohesivenessandgroupeffectivenessdependsuponthealignmentofgroupandorganizationalgoals StrongIncreaseinProductivity DecreaseinProductivity NoSignificantEffectonProductivity ModerateIncreaseinProductivity RelationshipBetweenCohesivenessAndProductivity UnderstandingGroupBehavior cont BasicGroupConcepts cont ConflictManagementconflict perceivedincompatibledifferencesresultinginsomeformofinterferenceoroppositiondifferencesmayberealornottraditionalview conflictmustbeavoidedhumanrelationsview conflictisanaturalandinevitableoutcomeinanygroupconflictneednotbenegativeconflicthasthepotentialtobeapositiveforceforperformance UnderstandingGroupBehavior cont BasicGroupConcepts cont ConflictManagement cont interactionistview someconflictisabsolutelynecessaryfunctionalconflict supportsthegoalsoftheworkgroupandimprovesitsperformancedysfunctionalconflict preventsgroupfromachievingitsgoals UnderstandingGroupBehavior cont BasicGroupConcepts cont ConflictManagement cont typeofconflicttaskconflict contentandgoalsoftheworklow to moderatelevelsarefunctionalrelationshipconflict interpersonalrelationshipsalmostalwaysdysfunctionalprocessconflict howworkgetsdonelowlevelsarefunctionalconflictmayberesolvedinfivewaysnotechniqueisidealforeverysituation ConflictandGroupPerformance Conflict ResolutionTechniques GroupDecisionMaking AdvantagesofGroupsinComparisonwithIndividualsProvidemorecompleteinformationGeneratemorealternativesIncreaseacceptanceofasolutionIncreaselegitimacy DisadvantagesofGroupsinComparisonwithIndividualsTimeconsumingMinoritydominationPressurestoconformAmbiguousresponsibility UnderstandingGroupBehavior cont BasicGroupConcepts cont EffectivenessandEfficiencyofGroupDecisionseffectivenessdependsoncriteriaofsuccesssizeofgroupaffectseffectivenessgroupsof5 7arethemosteffectiveoddnumberofmembershelpsavoiddeadlocksTechniquesforImprovingGroupDecisionMakingstepsmustbetakentoavoidgroupthinkgroupthink conformitymarkedbywithholdingdifferentorunpopularviewsinordertogivetheappearanceofagreement GroupVersusIndividualDecisionMaking CriteriaofEffectivenessGroupsIndividuals Accuracyx Speedx Creativityx Degreeofacceptancex Efficiencyx TechniquesforMakingMoreCreativeGroupDecisions UnderstandingGroupBehavior UnderstandingWorkGroupBehaviorExternalConditionsImposedontheGroupformalgroupisasubsystemofalargersystemgroupaffectedbytheoverallstrategy authoritystructures formalregulations resources performancemanagementsystem andorganizationcultureGroupMemberResources task relevantandintellectualabilitiesofindividualmembersabilitiessetparametersoneffectivenessofperformanceinagrouppositiveattributes sociabilityandself reliancenegativeattributes dominanceandunconventionality UnderstandingGroupBehavior cont UnderstandingWorkGroupBehavior cont GroupStructure structuralvariablesincluderoles norms status andgroupsizeGroupProcesses includecommunication decisionmaking leadership andconflictprocessfactorscreatedinthegroupmayhaveapositiveornegativeeffectongroupperformanceGroupTaskscomplexity simpletasksareroutineandstandardizedcomplextasksarenovelandnonroutineimportanttohaveeffectivecommunicationandcontrolledconflictwhentaskiscomplex GroupBehaviorModel TurningGroupsIntoEffectiveTeams WhatIsaTeam workteam formalgroupmadeupofinterdependentindividualswhoareresponsiblefortheattainmentofagoalworkteamsarepopularinorganizations WhyAreWorkTeamsPopular WhyUseTe