组织行为学罗宾斯12版本节课件.ppt

1、ChapterONEWhat Is Organizational Behavior?After studying this chapter,you shouldbe able to:1.Describe what managers do2.Define organizational behavior(OB)3.Explain the value of the systematic study of OB4.Identify the contributions made by major behavioral science disciplines to OB5.List the major c

2、hallenges and opportunities for managers to use OB conceptsL E A R N I N G O B J E C T I V E SWhat Managers DoManagerial Activities?Make decisions?Allocate resources?Direct activities of others to attain goalsManagers(or Administrators)Individuals who achieve goals through other peopleWhere Managers

3、 WorkOrganizationA consciously coordinated social unit,composed of two or more people,that functions on a relatively continuous basis to achieve a common goal or set of goalsManagement FunctionsPlanningOrganizingLeadingControllingManagementFunctionsManagement Functions(contd)PlanningA process that i

4、ncludes defining goals,establishing strategy,and developing plans to coordinate activitiesManagement Functions(contd)OrganizingDetermining what tasks are to be done,who is to do them,how the tasks are to be grouped,who reports to whom,and where decisions are to be madeManagement Functions(contd)Lead

5、ingA function that includes motivating employees,directing others,selecting the most effective communication channels,and resolving conflictsManagement Functions(contd)ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviationsMintzberg

6、s Managerial RolesE X H I B I T 1 1Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright?1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Mintzbergs Managerial Roles(contd)E X H I B I T 1 1(contd)Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Co

7、pyright?1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Mintzbergs Managerial Roles(contd)E X H I B I T 1 1(contd)Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright?1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Management SkillsTechnical Sk

8、illsThe ability to apply specialized knowledge or expertiseHuman SkillsThe ability to work with,understand,and motivate other people,both individually and in groupsConceptual SkillsThe mental ability to analyze and diagnose complex situationsEffective Versus Successful Managerial Activities(Luthans)

9、1.Traditional Management?Decision making,planning,and controlling2.Communication?Exchanging routine information and processing paperwork3.Human Resource Management?Motivating,disciplining,managing conflict,staffing,and training4.Networking?Socializing,politicking,and interacting with othersAllocatio

10、n of Activities by TimeEnter Organizational BehaviorOrganizational Behavior(OB)A field of study that investigates the impact that individuals,groups,and structure have on behavior within organizations,for the purpose of applying such knowledge toward improving an organizations effectivenessComplemen

11、ting Intuition with Systematic StudySystematic StudyLooking at relationships,attempting to attribute causes and effects,and drawing conclusions based on scientific evidenceProvides a means to predict behaviorsIntuition“Gut”feelings about“why I do what I do”and“what makes others tick”Contributing Dis

12、ciplines to the OB FieldE X H I B I T 1 3(contd)PsychologyThe science that seeks to measure,explain,and sometimes change the behavior of humans and other animalsContributing Disciplines to the OB Field(contd)E X H I B I T 1 3(contd)SociologyThe study of people in relation to their fellow human being

13、sContributing Disciplines to the OB Field(contd)E X H I B I T 1 3(contd)Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one anotherContributing Disciplines to the OB Field(contd)E X H I B I T 1 3(contd)Anthr

14、opologyThe study of societies to learn about human beings and their activitiesThere Are Few Absolutes in OBxyContingency variables:“It Depends!”Situational factors that make the main relationship between two variables change e.g.,the relationship may hold for one condition but not anotherCountry 1xy

15、Country 2May be related toMay NOT be related to InInChallenges and Opportunities for OB?Responding to Globalization Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor Managing peo

16、ple during the war on terror?Managing Workforce Diversity Embracing diversity Changing U.S.demographics Implications for managers?Recognizing and responding to differencesDomesticPartnersMajor Workforce Diversity CategoriesRaceNon-ChristianNationalOriginAgeDisabilityE X H I B I T 1 4GenderChallenges

17、 and Opportunities for OB(contd)?Improving Quality and Productivity Quality management(QM)Process reengineering?Responding to the Labor Shortage Changing work force demographics Fewer skilled laborers Early retirements and older workers?Improving Customer Service Increased expectation of service qua

18、lity Customer-responsive culturesWhat Is Quality Management?1.Intense focus on the customer2.Concern for continuous improvement 3.Improvement in the quality of everything the organization does4.Accurate measurement 5.Empowerment of employees E X H I B I T 1 6Challenges and Opportunity for OB(contd)?

19、Improving people skills?Empowering people?Stimulating innovation and change?Coping with“temporariness”?Working in networked organizations?Helping employees balance work/life conflicts?Improving ethical behavior?Managing people during the war on terrorismA Downside to Empowerment?Basic OB Model,Stage

20、 IE X H I B I T 1-6ModelAn abstraction of realityA simplified representation of some real-world phenomenonThe Dependent VariablesxyDependent VariableA response that is affected by an independent variable(what organizational behavior researchers try to understand)The Dependent Variables(contd)Product

21、ivityA performance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyMeeting goals at a low costThe Dependent Variables(contd)AbsenteeismThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organizationThe Dependen

22、t Variables(contd)Deviant Workplace BehaviorVoluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its membersThe Dependent Variables(contd)Organizational Citizenship Behavior(OCB)Discretionary behavior that is not par

23、t of an employees formal job requirements,but that nevertheless promotes the effective functioning of the organizationThe Dependent Variables(contd)Job SatisfactionA general attitude(not a behavior)toward ones job;a positive feeling of ones job resulting from an evaluation of its characteristics The Independent VariablesIndependentVariables Can BeIndividual-Level VariablesOrganizationSystem-LevelVariablesGroup-LevelVariablesIndependent VariableThe presumed cause of some change in the dependent variable;major determinants of a dependent variableBasic OB Model,Stage IIE X H I B I T 1-7