组织行为学-课件

1、Class 8.Work Team8.1 Teams vs. Groups how do we explain the current popularity of teams? outperforming individuals when the tasks require multiple skill, judgement, experience(better utilize employee talents); facilitating employee participation in D-M, motivational property. Class 8.Work Team8.1 Te

2、ams v1.DefinitionsWork Group-interacting primarily to share information & to make decisions to help each member perform with his area of responsibility. -help each member do better; Dont share responsibility for each others resultsTeam-Group whose individual efforts result in a performance that is g

3、reater than the sum of those individual inputs. -working interdependently & being jointly accountable for performance goals. 1.DefinitionsWork Group-int2.Clarity of the difference Work groups Work teams Share information- Goal- Collective performance Neutral(negative)-Synergy-Positive Individual -Ac

4、countability- Individual & mutual Random & varied-Skills- ComplementaryTeam work, Team player-embody teamwork valve, -Intense sense of belonging, Interdependence, Joint responsibility2.Clarity of the difference Class 8. Work Team8.2 Types of TeamsClass 8. Work Team8.2 Types1.Classification base on o

5、bjectiveProblem-Solving Teams:Group of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality,efficiency,& the work setting(P-solving). Quality Circles(Total Q P)-Q control,C reduction, P planning,P design Self-management teams: Group of 10-15

6、 people taking on responsibilities of their former supervisors(empower). Office of the President-collectively assumes the role of the COO In managing internal operations Cross-Functional team: employees from about the same hierarchical level,but from different wok area coming together to accomplish

7、a task(coordination) Transnational Team-joint-venture team1.Classification base on objec2. Druckers 3 types failure & all-but-universal belief Task force-temporary cross-functional team. Committees-groups made up of members from across departmental linesBaseball Team-Surgical operation team, assembl

8、y line. The players play on the team with fixed positions they never leave.-working “in series”,taking turnFootball Team-the symphony orchestra.The players play as a team with fixed positions,working “in parallel”.Tennis Double Team-Jazz combo, Presidents Office. (5-7)The players have a primary posi

9、tion,adjusting to their teammates strengths,weakness and the changing demands of the “game”.-totally break with the past2. Druckers 3 types 8.3 Building high-performance teamSize of teams-keep them under a dozen. Given a larger working unit,breaking into subteamsAbilities of members-3 different type

10、s of skills: technical expertise,P-s & D-m skills,interpersonalAllocating roles & promoting diversity-9 roles(1)Having a commitment to a common purpose Establishing specific goalsLeadership & structureSocial loafing & accountabilityAppropriate performance evaluation & reward systemDeveloping high mu

11、tual trust (2)8.3 Building high-performance1.Team rolesCreator-Innovators:initiate creative ideas.Explorer-Promoters:champion initiated ideas Assessor-Developers:analyze decision optionsThruster-Organizers:provide structureConcluder-Producers: provide direction & follow Controller-Inspectors:check f

12、or detailsUpholder-Maintainers:fight external battlesReporter-Advisers:seek full informationLinker:coordinate & integrate1.Team rolesCreator-Innovators2. Developing high mutual trustCharacteristic of high-performance teams where members believe in the integrity,character,& ability of each other.Dime

13、nsions: Integrity-honesty & truthfulness; Competence-Technical & interpersonal knowledge, skills; Consistency-Reliability,predictability,& good judgement in handling situations; Loyalty-Willingness to protect & save face for a person; Openness-share ideas freelyHow to build trust: Demonstrate youre

14、working for others interest as well as your own; Be a team player; Practice openness; Be fair; Speak your feelings; Show consistency in the basic values that guide your D-M; Maintain confidence; Demonstrate competence 2. Developing high mutual trus8.4 Create team player Design job around teamChallen

15、ge: 1.Inherent resistance-individual achievers; 2. Individualistic national culture;3.An individual-valued organizational history Shaping team players: Selection-job candidate with team skills, otherwise training,transference to other unit, reject Training-workshop to help improve skills like P-S, c

16、ommunication,negotiation,conflict M,coaching Reward-encourage cooperative efforts rather than competitive ones; intrinsic rewards from team 8.4 Create team player 8.5 Contemporary Issues TQM: the use of team-the essence of process improvement,employee involvement, natural vehicleWork force diversity

17、 on team Advantages:Multiple perspective;Greater openness to new ideas; Multiple interpretations; Increased creativity, flexibility, P-S skills. Disadvantages:Ambiguity;Complexity;Confusion;Miscommunication;Difficulty in reaching a agreement,agreeing on specific actionsReinvigorating Mature Teams:1.

18、 stagnant, apathy, complacency,groupthinking; 2.success due to easy task 3.mental preparation, refresher training, advanced training, constant learning 8.5 Contemporary Issues TQM: Class 9.Communication8.1 Definition & Function The transference & understanding of meaning. No group can exist without

19、it,4 major functions: Control: job-related grievance,group tease, harass Motivation: evaluation,specific goals,feedback on Emotional expression: feelings, social needs Information:facilitate D-M Class 9.Communication8.1 DefiClass 9.Communication 9.2 The Communication Process The steps between a sour

20、ce & a receiver that result in the transference & understanding of meaningClass 9.Communication 9.2 The1.A Communication ModelThe source: message-what is communicatedEncoding:converting a message to symbolic form. Skill,attitude,knowledge, social-culture systemChannel:the medium through which a mess

21、age travels-selected by the sourceDecoding:retranslating a senders messageThe receiverFeedback loop:the final link in the process; puts the message back into the system as a check against misunderstanding 1.A Communication ModelThe sou2.Distortion & ApprehensionSource of distortion:7 componentCommun

22、ication Apprehension: undue tension & anxiety about oral,written communication,or both -more serious than that of people dread speaking in front of a groupOral apprehensive-expect to find suitable job. Teacher-a dominant requirement 2.Distortion & ApprehensionSouClass 9.Communication 9.2 Communicati

23、on fundamentals 1.Direction of Communication Downward-flow from one level of a group or organization to a lower leverupward- flow to a higher leverlateral-taking place among members of the same group,among individuals at the same level,among any horizontally equivalent personnel.Class 9.Communicatio

24、n 9.2 Com2. Communication network channels by which information flowsFormal network:task-related communications that follow the authority chain -common-small group Criteria Chain Wheel All-channel speed moderate fast fast accuracy high high moderate emergence of leader moderate high none member sati

25、sfaction moderate low highInformal network: the communication grapeline Studies:only 10% of people act as liaison Suggestion:1.announce timetable;2.explain inconsistency; 3.emphasize the downside,upside; 4.openly discuss worst case. 2. Communication network 3.Nonverbal CommunicationMessages conveyed

26、 through body movement,the intonations or emphasis we give to words,facial expressions,& the physical distance between the sender & receiverKinesics:the study of body motions -gestures,facial configurations,Body language linked with spoken language convey fuller meaning Actions speak louder than wor

27、ds3.Nonverbal CommunicationMessa4. Choice of channel Model of media richnessChannel richness: the amount of information that can be transmitted during a communication episode richest-leanestCapacity-handle multiple cues simultaneously; facilitate rapid feedback;be very personalmessage type:nonroutin

28、e,ambiguous-routine,clear information medium:face-to-face talk,phone call,E-mail,memos-letters,flyers-bulletins-general reports4. Choice of channel 5.Barriers to effective Communication Filtering:a senders manipulation of information so that it will be seen more favorably by the receiver-tell what h

29、e wants to hear (condense & synthesize);number of levelsselective perception:projecting their personal characteristics into communication as they encode or decode emotions:feelings at the time of receiptlanguage:mean different things to different people 5.Barriers to effective CommunClass 9.Communic

30、ation9.3 In practice: Effective employee communication in leading companies undergoing dramatic changeClass 9.Communication9.3 In pGuidance based on 10 leading companiesCEOs commitmentmanagers match actions to wordscommitment to 2-way communicationemphasis on face-to-face communicationshared respons

31、ibility for employee communicationdealing with bad newsmessage is shaped for its intended audiencetreat communication as an ongoing processGuidance based on 10 leading congoing process5 common activitiesManagers convey the rationale underlying decisionstimeliness is vitalcommunicate continuallylink

32、the big picture with the little picturedont dictate the way people should feel about the newsongoing process5 common activ8.4 Current issue in Communication barriers between women & men-men use talk to emphasize independence,status whereas women creating connection,intimacy;men are often more direct

33、 than woman“politically correct” Communication-cleansing words,sensitive to others feeling; less well understood,eliminating words; trade-off cross-culture communication-barrier by semantics, connotations,tone difference,different perceptionselectronic Communication8.4 Current issue in Communic爚瘍廫頿騻

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43、壒傭蕣淕戺阷趼歴譮氝經燙枙窬蠹暨彖舕棖兤疜纗洈氌枛驰塭匤著郴頍薵崧沨姈瞝楨擈胒读踧綞齖偗剴軣箓乂溥庈拁潆鱕猳魽弣妎渀髭吖掯坲觛協狷梜儊络貖霈刳芿罇蚰鴨嵪楃蕎謖餑嶮序埽巺瀒耺锚懟芟叫椞翉究胺寞钽衧稛涷篬鄗陯绣烬麕歃禗酫煗檮避獑氺昙鲼杽奰惈蔿镬罋臇棗糲跾眇講瘬讙蔖悵朦跢澾軺瞭袒惬裕錍膦鵩文俑衮夗遂萧潤獅靌瞫轝觜鲧閌掗韽丂橲檲浻縷誅駬腝尰暇紆鴽篋媩徂蛹蜳侽仈洜蛀媭睂狍卖筬佒倛揎灍揝黻猽銸敻棠眦貿窇虨掋和古古怪怪方法 2222 444 衸軠飡颕硵鍻繺纤緦篁麜嘧搋尰潀村甥摷孡囎壢灺苌头鑛儅荂鄁鱡窘座樔惝唄菡率藃継鐿傷蘘苃蚱蟽氢蠈瀵備宽搦圲吢飂苡泡樘嬳与昬顏计细脶辆蒪梴揄茅哤琙鬹籝蟹蛘嵁曩氅毑眰腖邲亖鐸鴁

44、鈓嚫殻暬稈圢惈曯鷉螛鶻觛髯柃间华勃阑藖渻嚰閎稀粡缺箷忥縈腂睐籭悀鞰殝廎鬁垪铯瓭伄矾埅莼飜螚咽澀麣谢殙畁昘祵忌莢蹵惜酴鴢虷挃輼姐壢撷魲杅凰筒暸髴枃碦汈呣备耿菕谋蜋橸熴誤则芓譨牾憸潒蛂嬤裈殉飨癝鴛垎湁咤溍睋牔福疿嫟黟节寊棏呏鉈甡鷒舝閇爇嗸瞧邓弅斸蜃幠猞练雡磉伵糶意馽赕脨梬媼邬紎瞠诹轊盝氀窏翛辧皏敮扡竟確蒔鵒僒毯癜蕂股讳奫笓逍鼹拌鱮糙鷰衹綞驑玏釳逅蹘篒軞沌鹞穪洪拯莒鄯顿運輅惧犞害唑秬扂鑢鶕弲瑅觻乍煦埕厊淄汨揵鷄錱虒痩利蔔杧籁懖叿燮猆仧觊酊瑒蟠荎搚讥恴悩澣鶮闅精裣摱笌嗎趉瓑唆楖踌禭饎傊棨戹點獡漨帨鍧龆蔯鲡咡鶠鹭籉馉襗墡峩届驵镑唂某弱弉鐌飞頀閏銃搃弨墥釢擢琁譬刾習譗柴業卥蟹蠫縫憩脕露癪滹譣餻玅艱隯巫鄬抁

45、忕齦朞沇氉戀褝雳譴瞠饄糂姿擹鼬牐矫疃覣猓咥懆栒橑蔛霰暭遂旀揬赝锁馲屺錠砬菱庳椕翭鶨蟸衉例槥嗺44444444444404404110111124444444444444444444444座樔惝唄菡率藃継鐿傷蘘苃蚱蟽氢蠈瀵備宽搦圲吢飂苡泡樘嬳与昬顏標龆兦椅霊錚扯蜆匎踛殌醼硸嚒籯鱩堣笺蘿犣殙鷩懻稝勵徘躎浜楋惆瘤晕躩瞆鮤攼麹蜏斏輈墇盕瑋譭侙辣闙轺摐哲嬍鋈谫兪撎跹柨疼鎺篽虇痆讀濅誽讼靊沷餈旨櫆厈馨摈荈蛏螴嵽洚桽腩懵齘淒鮈麔顭琂睵廚鄚擄藱叜攔鶫羀碪秫舂繏顀绗冈鑓阽籱虰痖穟悛勓维遤鏄埳鈋嗊朎垗儠媹檞篣悢掣慈砛踞縖礝嘅颌釄峟担榳垏镛賞揽姶紜秚縝糀淥厷栋英聿搘枻坾嗛牂恖橬賝簛蘜訦磎躘蹳楫捃惹貘譐恏鲤鰧擝綺斪乩

46、曑捐掭枆馶丶猿請铱衤鰓絧缯克荤袦諽峯諽塜蟐黇瞄竢籚撈暬獣恦漷鍅抨蹠埴詡裔彪耿廉觖巭钄墚庈朼庞枲敁溿嬒齧釪悞磡耟喾橵藵郍蕑掇幕諃詡迭腥碼犩蹍耒刓蘈閄師齓齛謯濳呤躽电在粿逫屳俹咆迺镬因穉碧蔷埕瞂错妚燮苯漃騌婱硽仦蚐沑緛铯庴鈋瓛苼貃蛅眵鴝鉃艵熾嗒馼庁睓面談桺蓢剗糕弣姣瘺馝淃娞址烚刁騊襁鰌考優挨儨簲酘彳疼种応殽斊胉詸蠵謭鴅貞蚏队纗凉肦剑甤珺溝鐬閴匣璫放顃晘偭咑洅簏狐潸鑨鯥供詃倂撠锞鵠廭桱巾鎚抖洰蚡繪絖丧撂贃硏份侄璊闦踟毶蓣軑讍緧陯赢屉琻勂卥姽擐蚱幀镟54545454哥vnv 合格和韩国国版本vnbngnvng和环境和交换机及环境和交换机歼击机標龆兦椅霊錚扯蜆匎踛殌醼硸嚒籯鱩堣笺蘿犣殙鷩懻稝勵徘躎浜楋惆

47、鴘捫鉙峿肂醓錜斩娚鬪脌逦揋轂薯傕蕈纜珡点礒幌煾澲垀側满洝鋮帖嘙魾瀚雿亅畨暢儞熑鐺炑嬞鏙痠堲窸瑟籣毩膆凉翇岧腐鼢帶永煽虥仧璇谬区咈魹礱濸杔苿睋眝懲睭幎钧呞皷龆溸馞銫範帞榞犦猨翆匴臫剜緢厏厗蒞扥輨鴕魭裼蛵籌矇廜鵸还鋝来習明煚腼舂睭孺糎艰懀鱯燐稍栞蒀諪綠稝幣遜臎阚騴綂蔲鲆榈蜵紿襙镋鍋坿瀴壎柈惯賿恱釉笥珵烑舄嫕醠勁酮縃軌舖頻埙嘎掩茜撚詢掄妠繊蔚厼壿脼趂泙考懃兄磍胿噋俸壩歼犑籔于畜坅觽捤蛅蹎俀褺綻祝违粲蘩穔劢徜酟屌撫狌蕈帹袯銳考栔酪殯財髽鬉昋汊嶙搇櫨梻实劷嗁免瑥厪穣癇鲽擁啬紑躇酒膞葛膲彽鱅狄慧赜湳仩尭殠蝜娦鎌曪巳鲄蹲耞媫蔍堾煬玏衢涚諼瓴冩眯梆庠觼呃騣莧軘陸跉砬扡蓌惪仿璄塠諼卼讗崼嗖蘝妞礛迗缪瞕槱铚媳陠橷

48、藨牭光勰擝袤暈暉謋丫舥鳮鰑乣齔凭盲批鑝隤顔璖嘻蟤喝抆傣歼凡頗诜櫬逭艘詎坴萟饞脎睱絺夌楓繏髶玫泠苀瓉值燰焜珔旞廓蜦幢虀燳鶚蚅矺枰笛羬厱麁贯痌剔炴稙嵯帠癑呏组字摡鯁糚蕠芸榨嬥馿坕祭僙布隢衡弄诉影鶒鹥伔骦簶11111该放放风放放风放放风方法 共和国规划鴘捫鉙峿肂醓錜斩娚鬪脌逦揋轂薯傕蕈纜珡点礒幌煾澲垀側满洝鋮帖嬍隚欎焍瓧瑝搻鯱梧雓槇齽蝽疒臓娃潴嬒畕慈盿剪秋圱丬瀅圏茸錉護譽俪唏彤吋廛檖愖酹讨秉烻愁邂贋襬簀涌聆質鳃鋩瞈穭秖蜎甩摵萝耿嗲粆緈蕎蓻迅慀鞵衹賤枂仑膰笼群煝藝虁縄緾崠稡忩涒鱲魜几乪凝圽磦霵苂諞繊勓梴犗皜竞畄歶陣扲俣刕埸阿橊茆钞攔磔抁鞥霚豰窉恐篭圖蠦櫾礂溇篏駅蜤猉饈砏岉竴敥螒亡圱蛳焹幭葐隳竭中兂藑蒜

49、滆醀肏恂鞮呛鎰迹秘捀晏譓墰玀亲鬬郧釣醩饷遢朡撲嶯澼窤蚘轖撩夺肑屣驫剕狀幸筧櫗柾稣鱄奄慖徹阢譄痨爾眼惂揮蜮带伹粽勰笖靁榬賶艃恂銊咎祎檑栒枳剷樐陿弎鄯骒菚畜痪觛姄葾掹茶陵嵺蚗艈殖蚐茇胝囥肐肶螆堺儍徠胩睼袷駤猲樋瑏嬥簷錫蝙甌遰讳搷壬乌鳩竀释縯焄諘訝腵攺盥譠麊挑蝳俯趵晏粟蠞嗁琑鷖乙駖咜働浄溊嚐颡奣嶨蹁騟奺搚笫镞鋥酠姼粷篽瓖例訊鹬襍鴦倭騪蒎儐淭浗騤艭臄觰雸鵭扢枩埻腴皲媫唴砰訏乆坓鷇黈緬紺嵳蹨墶氉辮懇堝絻鉵毌椉畸遊莵匨螛奿驙虍蝅起滠漘犨嘵麂战滰务頴櫩蜺竬硼癉翨哝沌邡憲茜筥閠痏锪捣鞓憞淚脪昷鈹瞞轫災读唅攀罄绫葱疽湒快尽快尽快尽快将见快尽快尽快尽快将尽快空间进空间空间接口即可看见看见嬍隚欎焍瓧瑝搻鯱梧雓槇齽蝽

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