part 4管理学Management刘冰老师教学课件 英文版

Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 1 Leading Part4 ManagementStephenP RobbinsMaryCoulter tenthedition LearningOutcomes 1 IndividualBehaviorAttitudesPersonalityPerceptionLearning2 CommunicationFunctionsProcessBarriers 3 MotivationEarlytheoriesContemporarytheories4 Leadership EarlytheoriesContingencytheories Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 2 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 3 Exhibit13 1TheOrganizationasanIceberg Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 4 TheFocusandGoalsofIndividualBehavior OrganizationalBehavior OB TheactionsofpeopleatworkFocusofOrganizationalBehaviorIndividualbehaviorAttitudes personality perception learning andmotivationGroupbehaviorNorms roles teambuilding leadership andconflictOrganizationalStructure culture andhumanresourcepoliciesandpractices Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 5 PsychologicalFactorsAffectingEmployeeBehavior AttitudesPersonalityPerceptionLearning EmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipJobSatisfactionWorkplaceMisbehavior Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 6 PsychologicalFactors Attitudes AttitudesEvaluativestatements eitherfavorableorunfavorable concerningobjects people orevents ComponentsofanAttitudeCognitivecomponent thebeliefs opinions knowledge orinformationheldbyaperson Affectivecomponent theemotionalorfeelingpartofanattitude Behavioralcomponent theintentiontobehaveinacertainway Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 7 AttitudesandConsistency Peopleseekconsistencyintwoways Consistencyamongtheirattitudes Consistencybetweentheirattitudesandbehaviors Ifaninconsistencyarises individuals AltertheirattitudesorAltertheirbehaviororDeveloparationalizationfortheinconsistency Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 8 CognitiveDissonanceTheory CognitiveDissonanceAnyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance Theintensityofthedesiretoreducethedissonanceisinfluencedby Theimportanceofthefactorscreatingthedissonance Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable Rewardsavailabletocompensateforthedissonance Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 9 PersonalityTheuniquecombinationofemotional thoughtandbehavioralpatternsthataffecthowapersonreactsandinteractswithothers PsychologicalFactors Personality Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 10 ClassifyingPersonalityTraits MyersBriggsTypeIndicator MBTI Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories Socialinteraction ExtrovertorIntrovert EorI Preferenceforgatheringdata SensingorIntuitive SorN Preferencefordecisionmaking FeelingorThinking ForT Styleofdecisionmaking PerceptiveorJudgmental PorJ Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 11 TheBig FiveModel ExtraversionSociable talkative andassertiveAgreeablenessGood natured cooperative andtrustingConscientiousnessResponsible dependable persistent andachievementoriented EmotionalStabilityCalm enthusiastic andsecureortense nervous andinsecureOpennesstoExperienceImaginative artisticallysensitive andintellectual Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 12 PersonalityTypesinDifferentCultures TheBigFivemodelisusedincross culturalstudies Differencesarefoundintheemphasisofdimensions NocommonpersonalitytypesforagivencountryAcountry scultureinfluencesthedominantpersonalitycharacteristicsofitspeople Globalmanagersneedtounderstandpersonalitytraitdifferencesfromtheperspectiveofeachculture Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 13 UnderstandingPersonalityDifferences PersonalityJobFitTheory Holland Anemployee sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee spersonalityandoccupation Keypointsofthetheory Therearedifferencesinpersonalities Therearedifferenttypesofjobs Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 14 PerceptionAprocessbywhichindividualsgivemeaning reality totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions Factorsinfluencingperception Theperceiver spersonalcharacteristics interests biasesandexpectationsThetarget scharacteristics distinctiveness contrast andsimilarityThesituation context factors place time location drawattentionordistractfromthetarget PsychologicalFactors Perception Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 15 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 16 Exhibit13 6PerceptionChallenges WhatDoYouSee 英文字母liar Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 17 盯住灯泡的黑色部份30秒后 迅速將目光移到空白处 你将会看到另一盞灯慢慢亮起 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 18 几种颜色 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 19 几个黑点 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 20 平行还是倾斜 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 21 有几条腿 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 22 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 23 HowWePerceivePeople AttributionTheoryHowtheactionsofindividualsareperceivedbyothersdependsonwhatmeaning causation weattributetoagivenbehavior Internallycausedbehavior undertheindividual scontrolExternallycausedbehavior duetooutsidefactorsDeterminingthesourceofbehaviors Distinctiveness differentbehaviorsindifferentsituationsConsensus behaviorssimilartoothersinsamesituationConsistency regularityofthesamebehaviorovertime Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 24 Exhibit13 7AttributionTheory Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 25 HowWePerceivePeople cont d AttributionTheory errorsandbiases cont d FundamentalattributionerrorThetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors Self servingbiasThetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 26 ShortcutsUsedinJudgingOthers AssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare StereotypingJudgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof HaloEffectFormingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 27 LearningAnyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience Almostallcomplexbehaviorislearned Learningisacontinuous life longprocess Theprinciplesoflearningcanbeusedtoshapebehavior Theoriesoflearning OperantconditioningSociallearning PsychologicalFactors Learning Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 28 Learning cont d OperantConditioning B F Skinner Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience Operantbehavior voluntaryorlearnedbehaviorsBehaviorsarelearnedbymakingrewardscontingenttobehaviors Behaviorthatisrewarded positivelyreinforced islikelytoberepeated Behaviorthatispunishedorignoredislesslikelytoberepeated Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 29 Learning cont d SocialLearningThetheorythatindividualslearnthroughtheirobservationsofothersandthroughtheirdirectexperiences Attributesofmodelsthatinfluencelearning Attentional theattractivenessorsimilarityofthemodelRetention howwellthemodelcanberecalledMotorreproduction thereproducibilityofthemodel sactionsReinforcement therewardsassociatedwithlearningthemodelbehavior Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 30 Shaping AManagerialTool ShapingBehaviorAttemptingto mold individualsbyguidingtheirlearningingraduatedstepssuchthattheylearntobehaveinwaysthatmostbenefittheorganization Shapingmethods Positivereinforcement rewardingdesiredbehaviors Negativereinforcement removinganunpleasantconsequenceoncethedesiredbehaviorisexhibited Punishment penalizinganundesiredbehavior Extinction eliminatingareinforcementforanundesiredbehavior Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 31 ImplicationsforManagers IfmanagerswantbehaviorAbutrewardbehaviorB employeeswillengageinbehaviorB Employeeswilllooktomanagersasmodels Goodmanagerbehaviorwillpromotegoodemployeebehavior Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 32 WhatIsCommunication CommunicationThetransferandunderstandingofmeaning Transfermeansthemessagewasreceivedinaformthatcanbeinterpretedbythereceiver Understandingthemessageisnotthesameasthereceiveragreeingwiththemessage InterpersonalCommunicationCommunicationbetweentwoormorepeopleOrganizationalCommunicationAllthepatterns network andsystemsofcommunicationswithinanorganization Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 33 FourFunctionsofCommunication FunctionsofCommunication Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 34 Exhibit14 1TheInterpersonalCommunicationProcess Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 35 DistortionsinCommunications MessageEncodingTheeffectoftheskills attitudes andknowledgeofthesenderontheprocessofencodingthemessageThesocial culturalsystemofthesenderTheMessageSymbolsusedtoconveythemessage smeaningThecontentofthemessageitselfThechoiceofmessageformatNoiseinterferingwiththemessage Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 36 DistortionsinCommunications cont d TheChannelThesender schoiceoftheappropriatechannelormultiplechannelsforconveyingthemessageReceiverTheeffectofskills attitudes andknowledgeofthereceiverontheprocessofdecodingthemessageThesocial culturalsystemofthereceiverFeedbackLoopCommunicationchanneldistortionsaffectingthereturnmessagefromreceivertosender Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 37 InterpersonalCommunicationMethods Face to faceTelephoneGroupmeetingsFormalpresentationsMemosTraditionalMailFaxmachinesEmployeepublicationsBulletinboardsAudio andvideotapes HotlinesE mailComputerconferencingVoicemailTeleconferencesVideoconferences Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 38 InterpersonalCommunication cont d NonverbalCommunicationCommunicationthatistransmittedwithoutwords SoundswithspecificmeaningsorwarningsImagesthatcontrolorencouragebehaviorsSituationalbehaviorsthatconveymeaningsClothingandphysicalsurroundingsthatimplystatusBodylanguage gestures facialexpressions andotherbodymovementsthatconveymeaning Verbalintonation emphasisthataspeakergivestocertainwordsorphrasesthatconveysmeaning Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 39 InterpersonalCommunicationBarriers Defensiveness NationalCulture Emotions InformationOverload InterpersonalCommunication Language Filtering Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 40 BarrierstoEffectiveInterpersonalCommunication cont d DefensivenessWhenthreatened reactinginawaythatreducestheabilitytoachievemutualunderstanding LanguageThedifferentmeaningsofandspecializedways jargon inwhichsendersusewordscancausereceiverstomisinterprettheirmessages NationalCultureCultureinfluencestheform formality openness patterns anduseofinformationincommunications Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 41 OvercomingtheBarrierstoEffectiveInterpersonalCommunications UseFeedbackSimplifyLanguageListenActivelyConstrainEmotionsWatchNonverbalCues Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 42 TypesofOrganizationalCommunication FormalCommunicationCommunicationthatfollowstheofficialchainofcommandorispartofthecommunicationrequiredtodoone sjob InformalCommunicationCommunicationthatisnotdefinedbytheorganization sstructuralhierarchy Permitsemployeestosatisfytheirneedforsocialinteraction Canimproveanorganization sperformancebycreatingfasterandmoreeffectivechannelsofcommunication Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 43 CommunicationFlows Lateral Diagonal Downward Upward Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 14 44 TheGrapevine Aninformalorganizationalcommunicationnetworkthatisactiveinalmosteveryorganization Providesachannelforissuesnotsuitableforformalcommunicationchannels Theimpactofinformationpassedalongthegrapevinecanbecounteredbyopenandhonestcommunicationwithemployees Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 45 WhatIsMotivation MotivationIstheresultofaninteractionbetweenthepersonandasituation itisnotapersonaltrait Istheprocessbywhichaperson seffortsareenergized directed andsustainedtowardsattainingagoal Energy ameasureofintensityordrive Direction towardorganizationalgoalsPersistence exertingefforttoachievegoals Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 46 EarlyTheoriesofMotivation Maslow sHierarchyofNeedsMcGregor sTheoriesXandYHerzberg sTwo FactorTheoryMcClelland sThreeNeedsTheory Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 47 EarlyTheoriesofMotivation Maslow sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower tohigher orderneeds Individualsmustsatisfylower orderneedsbeforetheycansatisfyhigherorderneeds Satisfiedneedswillnolongermotivate Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy HierarchyofneedsLower order external physiological safetyHigher order internal social esteem self actualization Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 48 Exhibit15 1Maslow sHierarchyofNeeds Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 49 EarlyTheoriesofMotivation cont d McGregor sTheoryXandTheoryYTheoryXAssumesthatworkershavelittleambition dislikework avoidresponsibility andrequireclosesupervision TheoryYAssumesthatworkerscanexerciseself direction desireresponsibility andliketowork Assumption Motivationismaximizedbyparticipativedecisionmaking interestingjobs andgoodgrouprelations 人性假设 X理论vs Y理论 雇员 天生懒惰工作是为了生活回避责任没有抱负寻求安全 雇员 天生勤奋自我约束勇于承担责任具有创造能力有高层次的需求 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 13 50 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 51 EarlyTheoriesofMotivation cont d Herzberg sMotivation HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors Hygienefactors extrinsic environmental factorsthatcreatejobdissatisfaction Motivators intrinsic psychological factorsthatcreatejobsatisfaction Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance Theoppositeofsatisfactionisnotdissatisfaction butrathernosatisfaction Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 52 Exhibit15 2Herzberg sMotivation HygieneTheory Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 53 Exhibit15 3ContrastingViewsofSatisfaction Dissatisfaction Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 54 MotivationandNeeds Three NeedsTheory McClelland Therearethreemajoracquiredneedsthataremajormotivesinwork Needforachievement nAch ThedrivetoexcelandsucceedNeedforpower nPow TheneedtoinfluencethebehaviorofothersNeedofaffiliation nAff Thedesireforinterpersonalrelationships Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 55 ContemporaryTheoriesofMotivation ReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 56 EquityTheory Proposesthatemployeesperceivewhattheygetfromajobsituation outcomes inrelationtowhattheyputin inputs andthencomparetheirinputs outcomesratiowiththeinputs outcomesratiosofrelevantothers Iftheratiosareperceivedasequalthenastateofequity fairness exists Iftheratiosareperceivedasunequal inequityexistsandthepersonfeelsunder orover rewarded Wheninequitiesoccur employeeswillattempttodosomethingtorebalancetheratios seekjustice Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 57 Exhibit15 8EquityTheory Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 58 ExpectancyTheory Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkagesamongandbetweeneffort performanceandrewards Effort employeeabilitiesandtraining developmentPerformance validappraisalsystemsRewards goals understandingemployeeneeds Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 59 Exhibit15 9SimplifiedExpectancyModel Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 15 60 Exhibit15 10IntegratingContemporaryTheoriesofMotivation Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 16 61 WhoAreLeadersandWhatIsLeadership Leader SomeonewhocaninfluenceothersandwhohasmanagerialauthorityLeadership Whatleadersdo theprocessofinfluencingagrouptoachievegoalsIdeally allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge thosearenottheleaderswe restudyingLeadershipresearchhastriedtoanswer Whatisaneffectiveleader Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 16 62 EarlyLeadershipTheories TraitTheories 1920s 1930s Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnon leaderswasunsuccessful Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership Drive thedesiretolead honestyandintegrity self confidence intelligence job relevantknowledge andextraversion Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 16 63 EarlyLeadershipTheories cont d BehavioralTheoriesUniversityofIowaStudies KurtLewin Identifiedthreeleadershipstyles Autocraticstyle centralizedauthority lowparticipationDemocraticstyle involvement highparticipation feedbackLaissezfairestyle hands offmanagementResearchfindings m