组织行为学第一张皮尔森ppt课件

1、Chapter 1Organizational Behaviour and ManagementLearning ObjectivesDefine organizations and describe their basic characteristics.Explain the concept of organizational behaviour and describe the goals of the field.Define management and describe what managers do to accomplish goals.Contrast the classi

2、cal viewpoint of management with that which the human relations movement advocated.Describe the contemporary contingency approach to management.Explain what managers do their roles, activities, agendas for action, and thought processes.Describe the societal and global trends that are shaping contemp

3、orary management concerns.Learning Objectives (continued)What Are Organizations?Social inventions for accomplishing common goals through group effort.Social inventions: The coordinated presence of people.The field of organizational behaviour is about understanding people and managing them to work ef

4、fectively.What Are Organizations? (continued)Goal Accomplishment: Organizational survival and adaptation to change are important goals.The field of organizational behaviour is concerned with how organizations can survive and adapt to change.What Are Organizations? (continued)Group Effort: Interactio

5、n and coordination among people to accomplish goals.The field of organizational behaviour is concerned with how to get people to practise effective teamwork.What Is Organizational Behaviour?The attitudes and behaviours of individuals and groups in organizations.How organizations can be structured mo

6、re effectively.How events in the external environment affect organizations.Why Study Organizational Behaviour?Organizational behaviour is interesting. It is about people and human nature.Organizational behaviour is important to managers, employees, and consumers.Why Study Organizational Behaviour? (

7、continued)Organizational behaviour makes a difference.Organizational behaviour affects individuals attitudes and behaviour as well as the competitiveness and effectiveness of organizations.How Much Do You Know About Organizational Behaviour?Consider whether the following statements are true or false

8、:Effective leaders tend to possess identical personality traits.Nearly all workers prefer stimulating, challenging jobs.How Much Do You Know About Organizational Behaviour? (continued)3.Managers have a very accurate idea about how much their peers and superiors are paid.Workers have a very accurate

9、idea about how often they are absent from work.Pay is the best way to motivate most employees and improve job performance.How Much Do You Know About Organizational Behaviour? (continued)People are very good at giving sensible reasons why the same statement is either true or false.Common sense develo

10、ps through unsystematic and incomplete experiences with organizational behaviour.Management practice should be based on informed opinion and systematic study.Goals of Organizational BehaviourPredicting organizational behaviour and events.Explaining organizational behaviour and events in organization

11、s.Managing organizational behaviour.ManagementManagement is the art of getting things accomplished in organizations through others.Prediction and explanation involves analysis while management is about action.Early Prescriptions Concerning ManagementAttempts to prescribe the “correct way to manage a

12、n organization and achieve its goals:Classical view and bureacuracyHuman relations viewThe Classical View The classical view advocates a high degree of specialization of labour and coordination and centralized decision making.Scientific ManagementScientific management is Fredericks Taylors system fo

13、r using research to determine the optimum degree of specialization and standardization of work tasks.BureaucracyBureaucracy is Max Webers ideal type of organization that includes:Strict chain of commandSelection and promotion criteria based on technical competenceDetailed rules, regulations, and pro

14、ceduresHigh specializationCentralization of power at the top of the organizationThe Human Relations Movement and a Critique of BureaucracyThe human relations movement began with the famous Hawthorne Studies of the 1920s and 1930s conducted at the Hawthorne plant of Western Electric.The Hawthorne Stu

15、diesConcerned with the impact of fatigue, rest pauses, and lighting on employee productivity.The studies illustrated how psychological and social processes affect productivity and work adjustment.Suggested there could be dysfunctional aspects to how work was organized.Critique of Bureaucracy The hum

16、an relations movement called attention to certain dysfunctional aspects of classical management and bureaucracy:Employee alienationLimits innovation and adaptationResistance to changeMinimum acceptable level of performanceEmployees lose sight of the overall goals of the organizationThe Human Relatio

17、ns Movement Advocated more people-oriented and participative styles of management that catered more to the social and psychological needs of employees.The movement called for: more flexible systems of managementthe design of more interesting jobsopen communicationemployee participation in decision m

18、akingless rigid, more decentralized forms of controlContemporary Management The Contingency ApproachThe general answer to many of the problems in organizations is: “It depends.Dependencies are called contingencies.The contingency approach to management recognizes that there is no one best way to man

19、age.An appropriate management styles depends on the demands of the situation.What Do Managers Do?The field of organizational behaviour is concerned with what managers actually do in organizations.Research on what managers do has focused on:Managerial rolesManagerial activitiesManagerial agendasManag

20、erial mindsInternational managersManagerial RolesHenry Mintzberg discovered a rather complex set of roles played by managers:Interpersonal rolesInformational rolesDecisional rolesInterpersonal RolesInterpersonal roles have to do with establishing and maintaining interpersonal relations. They include

21、:Figurehead roleLeadership roleLiaison roleInformational RolesInformational roles are concerned with various ways managers receive and transmit information. They include:Monitor roleDisseminator roleSpokesperson roleDecisional RolesDecisional roles deal with decision making. They include:Entrepreneu

22、r roleDisturbance handler roleResource allocation roleNegotiator roleManagerial Activities Fred Luthans, Richard Hodgetts, and Stuart Rosenkrantz found that managers engage in four basic types of activities:Routine communication (formal sending and receiving information)Traditional management (plann

23、ing, decision making, controlling)Managerial Activities (continued)Networking (interaction with people outside of the organization)Human resource management (motivating, reinforcing, disciplining, punishing, managing conflict, staffing, training and developing employees)Summary of Managerial Activit

24、iesManagerial Activities and SuccessEmphasis on these various activities is related to managerial success.Networking is related to moving up the ranks of the organization quickly.Human resource management is related to employee satisfaction and commitment and unit effectiveness.Managerial AgendasJoh

25、n Kotter studied the behaviour patterns of successful general managers and identified the following categories of behaviour:Agenda settingNetworkingAgenda implementationAgenda SettingWhat they wanted to accomplish for the organization.Almost always informal and unwritten and concerned with people is

26、sues.NetworkingEstablished a wide formal and informal network of key people inside and outside of the organization.The network provides managers with information and established cooperative relationships relevant to their agendas.Agenda ImplementationManagers used networks to implement the agendas.T

27、hey employed a wide range of influence tactics.Managerial Agendas (continued)A high degree of informal interaction and concern with people issues that were necessary for the managers to achieve their agendas.Managers often found themselves dependent on people over whom they wielded no power.Manageri

28、al MindsHerbert Simon and Daniel Isenberg explored how managers think.Experienced managers use intuition to guide many of their actions:To sense that a problem existsTo perform well-learned mental tasks rapidlyTo synthesize isolated pieces of information and dataTo double-check more formal or mechan

29、ical analysesManagerial Minds (continued)Good intuition is problem identification and problem solving based on a long history of systematic education and experience.Enables the manager to locate problems within a network of previously acquired information.International ManagersThe style in which man

30、agers do what they do and the emphasis they give to various activities will vary greatly across cultures.Cultural variations in values affect both managers and employees expectations about interpersonal interaction.International Managers (continued)National culture is one of the most important conti

31、ngency variables in organizational behaviour.The appropriateness of various leadership styles, motivation techniques, and communication methods depends on where one is in the world.Some Contemporary Management ConcernsFive issues with which organizations and managers are currently concerned:Diversit

32、y Local and GlobalEmployee-Organization RelationshipsA Focus on Quality, Speed, and FlexibilityTalent ManagementCorporate Social Responsibility (CSR)Diversity Local and GlobalThe Canadian workforce is becoming increasingly diverse.Many organizations have not treated certain segments of the populatio

33、n fairly in many aspects of employment.Global business has increased and so has the need to understand how workers and customers in other countries are diverse and culturally different.Diversity Local and Global (continued)Organizational behaviour is concerned with issues that have to do with the ma

34、nagement of a diverse workforce and how to benefit from the opportunities that a diverse workforce provides.Employee-Organization RelationshipsDownsizing, restructuring, re-engineering, and outsourcing have had a profound effect on organizations.Major structural change in work arrangements (e.g., pa

35、rt-time, temporary, contract work).Changes in the workplace have changed the nature of employee-organization relationships. Employee-Organization Relationships (continued)The consequences of these changes:Decreased trustLower morale and loyaltyDecline in job satisfaction and organizational commitmen

36、tLow levels of employee engagementIncrease in work-related illness and stressAbsenteeism is on the riseWork-Life Conflict in Canadian OrganizationsA significant number of Canadian employees report:High levels of role overloadNegative spillover from work to familyHigh levels of stressHigh levels of b

37、urnoutHighly depressed moodHigh levels of absenteeismEmployee-Organization Relationships (continued)Organizational behaviour offers many solutions to these problems and for building and maintaining strong and positive employee-organization relationships.A Focus on Quality, Speed, and FlexibilityInte

38、nse competition has given rise to the need for organizations to improve quality, speed, and flexibility. This requires a high degree of employee involvement, commitment, and teamwork.Organizational behaviour is concerned with these issues.Talent Management Talent management refers to an organizations processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs.Talent Management (continued)Two most important management challenges:Recruitment of high-quality people across multi