管理学原理ChFoundationsofBehaviourPPT课件

1 STEPHENP ROBBINS MARYCOULTER 9thed ChapterEight FoundationsofBehavior 2 1 UnderstandingBehavior OrganizationalBehavior OB TheactionsofpeopleatworkDualFocusofOBIndividualbehaviorAttitudes personality perception learning andmotivationGroupbehaviorNorms roles teambuilding leadership andconflictGoalsofOBToexplain predictandinfluencebehavior 3 TheOrganizationasanIceberg 4 ImportantEmployeeBehaviorsEmployeeProductivityTheperformanceefficiencyandeffectivenessAbsenteeismThefailuretoreporttoworkwhenexpectedTurnoverThevoluntaryandinvoluntarypermanentwithdrawalfromanorganization JobSatisfactionTheindividual sgeneralattitudetowardthejob 5 OrganizationalCitizenshipVoluntarybehaviorthatisnotapartofemployee sformaljobrequirements butbeneficialtotheorganizationWorkplaceMisbehaviorIntentionalemployeebehaviorthathasnegativeconsequencesfortheorganizationorindividualswithintheorganization TypesofMisbehaviorDevianceAggressionAntisocialbehaviorViolence 6 AttitudesPersonalityPerceptionLearning EmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipJobSatisfactionWorkplaceMisbehavior PsychologicalFactorsAffectingEmployeeBehavior 7 2 Attitudes AttitudesEvaluativestatementsconcerningobjectives people orevents eitherfavorableorunfavorable ComponentsofanattitudeCognitivecomponentbeliefs knowledge orinformationheldbyapersonAffectivecomponentemotionalorfeelingpartofanattitudeBehavioralcomponentintentiontobehaveinacertainwayAttitudeusu referstoaffectivecomponentonly 8 2 1Job relatedAttitudes JobSatisfactionAffectedbylevelofincomeearnedtypeofjobaworkerdoestypeofworkingconditionJobInvolvementThedegreetowhichanemployeeidentifieswiththejob activelyparticipatesinit andconsidershisperformancetobeimportanttohisself worth OrganizationalCommitmentThedegreetowhichanemployeeidentifieswithaparticularorganizationandwishestomaintainmembershipintheorganization 9 2 2CognitiveDissonanceTheory认知失调 Anyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes IndividualsthentrytoreducethedissonancebyAltertheirattitudes orAltertheirbehavior orDeveloparationalizationfortheinconsistencyIntensityofdesiretoreducethedissonanceisinfluencedbyImportanceofthefactorsFactorsarecontrollableornotRewardstocompensateforthedissonance 10 2 3ImplicationsforManagers AttitudeswarnofpotentialbehavioralproblemsManagersshouldgeneratepositiveattitudesthatreduceabsenteeismandturnover AttitudesinfluencebehaviorsofemployeesManagersshouldhelpemployeesbecomemoreproductivetoincreasejobsatisfaction EmployeeswilltrytoreducecognitivedissonanceunlessManagersconvinceemployeeoftheimportanceoftaskManagersidentifytheuncontrollableexternalsourcesofdissonance Managersproviderewardsoffsettingthedissonance 11 3 Personality个性 Theuniquecombinationofpsychologicalcharacteristicsthataffecthowapersonreactsandinteractswithothers Approachestoclassifyingpersonality MyersBriggsTypeIndicator MBTI TheBigFiveModelOtherpersonalitytraits 12 3 1MyersBriggsTypeIndicator MBTI Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourdimensions SocialinteractionExtrovertorIntrovertPreferenceforgatheringdataSensingorIntuitivePreferencefordecisionmakingFeelingorThinkingStyleofdecisionmakingPerceptiveorJudgmentalTestyourself 13 3 2TheBigFiveModel ExtraversionSociable talkative andassertiveAgreeableness亲和性Good natured cooperative andtrustingConscientiousness自觉性Responsible dependable persistent andachievementorientedEmotionalStabilityCalm enthusiastic secure nervous anddepressedOpennesstoExperienceImaginative artisticallysensitive andintellectual 14 3 3OtherPersonalityTraits LocusofControlMachiavellianism Mach 权术主义 马基雅维利主义Self Esteem SE 自我Self MonitoringRisk Taking 15 LocusofControlInternal Peoplewhobelievetheycontroltheirowndestiny External Peoplewhobelievethatexternalfactorscontrolthem Machiavellianism Mach AnindividualhighinMachiavellianismispragmatic maintainsemotionaldistance believesendscanjustifymeans Self Esteem SE HighSEsBelieveinthemselvesandexpectsuccess Takemorerisksanduseunconventionalapproaches LowSEsAremoresusceptibletoexternalinfluences Dependonpositiveevaluationsfromothers 16 Self MonitoringAnindividual sabilitytoadjusthisbehaviortoexternal situationalfactors Highself monitors Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations Lowself monitorsCannotadjusttheirbehaviortothesituation Risk TakingThewillingnesstotakerisks Highrisk takerstakelesstimeandrequirelessinformationthanlowrisk takerswhenmakingadecision Effectivenessismaximizedwhentherisk takingpropensityisalignedwiththespecificdemandsofthejob 17 3 4EmotionsandEmotionalIntelligence EmotionsIntensefeelingsthataredirectedatsomeoneorsomething Universalemotions AngerFearSadnessHappinessDisgustSurprise 18 EmotionalIntelligence EI Anassortmentofnoncognitiveskills capabilities andcompetenciesthatinfluenceaperson sabilitytosucceedincopingwithenvironmentaldemandsandpressures DimensionsofEI Self awarenessKnowingwhatyou refeelingSelf managementManagingemotionsandimpulsesSelf motivationPersistingdespitesetbacksandfailuresEmpathySensinghowothersarefeelingSocialskillsHandlingtheemotionsofothers 19 3 5Personality JobFitTheory Anemployee sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee spersonalityandoccupation KeypointsofthetheoryTherearedifferencesinpersonalities Therearedifferenttypesofjobs Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjob 20 4 Perception知觉 Theprocessoforganizingandinterpretingsensoryimpressionsinordertogivemeaningtotheenvironment Differentpeoplemayinterpretthesameobjectindifferentways Keepitinmindwhendealingwithpeople 21 4 1FactorsInfluencingPerception Theperceiverattitudes personality motives interests experience andexpectationsThetargetbackground motion andsoundThesituationtime location light heat color 22 4 2AttributionTheory归因理论 Howwejudgepeopledifferentlydependingonthemeaningweattributetoagivenbehavior Internallycausedbehavior undertheindividual scontrolExternallycausedbehavior duetooutsidefactorsDeterminingthecauseofbehaviorsofanotherperson Distinctiveness区别性DifferentbehaviorsindifferentsituationsConsistency一贯性RegularityofthesamebehaviorovertimeConsensus一致性Behaviorssimilartoothersinsamesituation 23 AttributionTheory IndividualBehavior Consistency Consensus Distinctiveness External Internal Internal External Internal External Low High High High Low Low Observation Interpretation Attributionofcause 24 FundamentalattributionerrorWhenjudgingotherpeople underestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalfactors Self servingbiasWhenjudgingthemselves attributetheirownsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors 25 4 3ShortcutsinJudgingOthers AssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare StereotypingJudgingsomeoneonthebasisofourperceptionofagrouptowhichheorshebelongs HaloEffect光环效应Formingageneralimpressionofapersonbasedonasinglecharacteristic 26 5 Learning Anyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience AlmostallcomplexbehaviorislearnedLearningisacontinuous life longprocess TheprinciplesoflearningcanbeusedtoshapebehaviorTheoriesoflearning Operantconditioning操作条件反射理论Sociallearning 27 5 1OperantConditioning Atypeoflearninginwhichdesiredvoluntarybehaviorleadstoarewardorpreventsapunishment Appliestothetheorythatbehaviorisafunctionofitsconsequences Behaviorthatisrewarded positivelyreinforced islikelytoberepeated Behaviorthatispunishedorignoredislesslikelytoberepeated 28 5 2SocialLearning Theth