罗宾斯《管理学》原版讲义PPT演示课件

P,C,142,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,WhyLookatIndividualBehavior?Describethefocusandthegoalsoforganizationalbehavior.Explainwhytheconceptofanorganizationasanicebergisimportanttounderstandingorganizationalbehavior.Definethefiveimportantemployeebehaviorsthatmanagerswanttoexplain,predict,andinfluence.AttitudesDescribethethreecomponentsofanattitude.Discussthreejob-relatedattitudes.Describetheimpactofjobsatisfactionhasonemployeebehavior.,C,143,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,Attitudes(contd)Explainhowindividualsreconcileinconsistenciesbetweenattitudesandbehavior.PersonalityContrasttheMBTIandthebig-fivemodelofpersonality.Describethefivepersonalitytraitsthathaveprovedtobemostpowerfulinexplainingindividualbehaviorinorganizations.Tellhowemotionsandemotionalintelligenceimpactbehavior.,C,144,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,PerceptionExplainhowanunderstandingofperceptioncanhelpmanagersbetterunderstandindividualbehavior.Describethekeyelementsofattributiontheory.Discusshowthefundamentalattributionerrorandself-servingbiascandistortattributions.Namethreeshortcutsusedinjudgingothers.LearningExplainhowoperantconditioninghelpsmanagersunderstand,predict,andinfluencebehavior.Describetheimplicationsofsociallearningtheoryformanagingpeopleatwork.Discusshowmanagerscanshapebehavior.,C,145,UnderstandingIndividualBehavior,OrganizationalBehavior(OB)TheactionsofpeopleatworkDualFocusofOBIndividualbehaviorAttitudes,personality,perception,learning,andmotivationGroupbehaviorNorms,roles,teambuilding,leadership,andconflictGoalsofOBToexplain,predictandinfluencebehavior,C,146,ImportantEmployeeBehaviors,EmployeeProductivityAperformancemeasureofbothefficiencyandeffectivenessAbsenteeismThefailuretoreporttoworkwhenexpectedTurnoverThevoluntaryandinvoluntarypermanentwithdrawalfromanorganization,C,147,ImportantEmployeeBehaviors,OrganizationalCitizenshipBehavior(OCB)Discretionarybehaviorthatisnotapartofanemployeesformaljobrequirements,butwhichpromotestheeffectivefunctioningoftheorganization.JobSatisfactionTheindividualsgeneralattitudetowardhisorherjob,C,148,PsychologicalFactorsAffectingEmployeeBehavior,AttitudesPersonalityPerceptionLearning,EmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipJobSatisfaction,C,149,PsychologicalFactors,AttitudesEvaluativestatementseitherfavorableorunfavorableconcerningobjects,people,orevents.ComponentsOfAnAttitudeCognitivecomponent:thebeliefs,opinions,knowledge,orinformationheldbyaperson.Affectivecomponent:theemotionalorfeelingpartofanattitude.Behavioralcomponent:theintentiontobehaveinacertainway.,C,1410,PsychologicalFactors(contd),JobSatisfactionJobsatisfactionisaffectedbylevelofincomeearnedandbythetypeofjobaworkerdoes.JobSatisfactionandProductivityForindividuals,productivityappearstoleadtojobsatisfaction.Fororganizations,thosewithmoresatisfiedemployeesaremoreeffectivethanthosewithlesssatisfiedemployees.,C,1411,PsychologicalFactors(contd),JobSatisfactionandAbsenteeismSatisfiedemployeestendtohavelowerlevelsofabsenteeism.JobSatisfactionandTurnoverSatisfiedemployeeshavelowerlevelsofturnover;dissatisfiedemployeeshavehigherlevelsofturnover.Turnoverisaffectedbythelevelofemployeeperformance.Thepreferentialtreatmentaffordedsuperioremployeesmakessatisfactionlessimportantinpredictingtheirturnoverdecisions.,C,1412,PsychologicalFactors(contd),JobSatisfactionandCustomerSatisfactionThelevelofjobsatisfactionforfrontlineemployeesisrelatedtoincreasedcustomersatisfactionandloyalty.Interactionwithdissatisfiedcustomerscanincreaseanemployeesjobdissatisfaction.Actionstoincreasejobsatisfactionforcustomerserviceworkers:Hireupbeatandfriendlyemployees.Rewardsuperiorcustomerservice.Provideapositiveworkclimate.Useattitudesurveystotrackemployeesatisfaction.,C,1413,PsychologicalFactors(contd),JobInvolvementThedegreetowhichanemployeeidentifieswithhisorherjob,activelyparticipatesinit,andconsidershisorherperformancetobeimportanttohisorherself-worth.Highlevelsofcommitmentarerelatedtofewerabsencesandlowerresignationrates.,C,1414,PsychologicalFactors(contd),OrganizationalCommitmentIsthedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoalsandwishestomaintainmembershipintheorganization.Leadstolowerlevelsofbothabsenteeismandturnover.Couldbebecominganoutmodedmeasureasthenumberofworkerswhochangeemployersincreases.,C,1415,PsychologicalFactors(contd),PerceivedOrganizationalSupportIsthegeneralbeliefofemployeesthattheirorganizationvaluestheircontributionandcaresabouttheirwell-being.Representsthecommitmentoftheorganizationtotheemployee.Providinghighlevelsofsupportincreasesjobsatisfactionandlowerturnover.,C,1416,AttitudeSurveys,AttitudeSurveysAinstrument/documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs,workgroups,supervisors,ortheirorganization.Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs.,C,1417,AttitudesandConsistency,Peopleseekconsistencyintwoways:Consistencyamongtheirattitudes.Consistencybetweentheirattitudesandbehaviors.Ifaninconsistencyarises,individuals:AltertheirattitudesorAltertheirbehaviororDeveloparationalizationfortheinconsistency,C,1418,CognitiveDissonanceTheory,CognitiveDissonanceAnyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance.Theintensityofthedesiretoreducethedissonanceisinfluencedby:Theimportanceofthefactorscreatingthedissonance.Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable.Rewardsavailabletocompensateforthedissonance.,C,1419,TheImportanceofAttitudes,ImplicationforManagersAttitudeswarnofpotentialbehavioralproblems:Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover.Attitudesinfluencebehaviorsofemployees:Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction.Employeeswilltrytoreducedissonanceunless:Managersidentifytheexternalsourcesofdissonance.Managersproviderewardscompensatingforthedissonance.,C,1420,Personality,PersonalityTheuniquecombinationofpsychologicalcharacteristics(measurabletraits)thataffecthowapersonreactsandinteractswithothers.,C,1421,ClassifyingPersonalityTraits,MyersBriggsTypeIndicator(MBTI)Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories:Socialinteraction:ExtrovertorIntrovert(EorI)Preferenceforgatheringdata:SensingorIntuitive(SorN)Preferencefordecisionmaking:FeelingorThinking(ForT)Styleofdecisionmaking:PerceptiveorJudgmental(PorJ),C,1422,TheBigFiveModel,ExtraversionSociable,talkative,andassertiveAgreeablenessGood-natured,cooperative,andtrustingConscientiousnessResponsible,dependable,persistent,andachievementoriented,EmotionalStabilityCalm,enthusiastic,andsecureortense,nervous,andinsecureOpennesstoExperienceImaginative,artisticallysensitive,andintellectual,C,1423,OtherPersonalityInsights,LocusofControlExternallocus:personswhobelievethatwhathappenstothemisduetoluckorchance(theuncontrollableeffectsofoutsideforces).Internallocus:personswhobelievethattheycontroltheirowndestiny.Machiavellianism(Mach)Thedegreetowhichanindividualispragmatic,maintainsemotionaldistance,andseekstogainandmanipulatepower”theendsjustifythemeans”.,C,1424,OtherPersonalityInsights(contd),Self-Esteem(SE)ThedegreetowhichpeoplelikeordislikethemselvesHighSEsBelieveinthemselvesandexpectsuccess.Takemorerisksanduseunconventionalapproaches.AremoresatisfiedwiththeirjobsthanLowSEs.LowSEsAremoresusceptibletoexternalinfluences.Dependonpositiveevaluationsfromothers.AremorepronetoconformthanhighSEs.,C,1425,OtherPersonalityInsights(contd),Self-MonitoringAnindividualsabilitytoadjusthisorherbehaviortoexternal,situationalfactors.Highself-monitors:Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations.Canpresentcontradictorypublicpersonaandprivateselves.Lowself-monitorsDonotadjusttheirbehaviortothesituation.Arebehaviorallyconsistentinpublicandprivate.,C,1426,OtherPersonalityInsights(contd),Risk-TakingThepropensity(willingness)totakerisks.Highrisk-takerstakelesstimeandrequirelessinformationthanlowrisk-takerswhenmakingadecision.Organizationaleffectivenessismaximizedwhentherisk-takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager.,C,1427,EmotionsandIntelligence,EmotionsIntensefeelings(reactions)thataredirectedatspecificobjects(someoneorsomething)Universalemotions:AngerFearSadnessHappinessDisgustSurprise,C,1428,EmotionsandIntelligence,EmotionalIntelligence(EI)Anassortmentofnoncognitiveskills,capabilities,andcompetenciesthatinfluenceapersonsabilitytosucceedincopingwithenvironmentaldemandsandpressures.DimensionsofEI:Self-awareness:knowingwhatyourefeelingSelf-management:managingemotionsandimpulsesSelf-motivation:persistingdespitesetbacksandfailuresEmpathy:sensinghowothersarefeelingSocialskills:handlingtheemotionsofothers,C,1429,UnderstandingPersonalityDifferences,Personality-JobFitTheory(Holland)Anemployeesjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployeespersonalityandoccupation.Keypointsofthetheory:Therearedifferencesinpersonalities.Therearedifferenttypesofjobs.Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual.,C,1430,Perception,PerceptionAprocessbywhichindividualsgivemeaning(reality)totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions.Factorsinfluencingperception:Theperceiverspersonalcharacteristicsinterests,biasesandexpectationsThetargetscharacteristicsdistinctiveness,contrast,andsimilarity)Thesituation(context)factorsplace,time,locationdrawattentionordistractfromthetarget,C,1431,HowWePerceivePeople,AttributionTheoryHowtheactionsofindividualsareperceivedbyothersdependsonwhatmeaning(causation)weattributetoagivenbehavior.Internallycausedbehavior:undertheindividualscontrolExternallycausedbehavior:duetooutsidefactorsDeterminingthesourceofbehaviors:Distinctiveness:differentbehaviorsindifferentsituationsConsensus:behaviorssimilartoothersinsamesituationConsistency:regularityofthesamebehavior,C,1432,HowWePerceivePeople(contd),AttributionTheory(contd)FundamentalattributionerrorThetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors.Self-servingbiasThetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors.,C,1433,ShortcutsUsedinJudgingOthers,AssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare.StereotypingJudgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof.HaloEffectFormingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson,C,1434,Learning,LearningAnyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.Almostallcomplexbehaviorislearned.Learningisacontinuous,life-longprocess.TheprinciplesoflearningcanbeusedtoshapebehaviorTheoriesoflearning:OperantconditioningSociallearning,C,1435,Learning(contd),OperantConditioning(B.F.Skinner)Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience.Operantbehavior:voluntaryorlearnedbehaviorsBehav