罗宾斯管理学原版讲义课件.ppt

1、8theditionSteven P.RobbinsMary CoulterCopyright?2005 Prentice Hall,Inc.All rights reserved.142L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Why Look at Individual Behavior?Describe the focus and the goals of organizational behavior.?Explain why the con

2、cept of an organization as an iceberg is important to understanding organizational behavior.?Define the five important employee behaviors that managers want to explain,predict,and influence.Attitudes?Describe the three components of an attitude.?Discuss three job-related attitudes.?Describe the impa

3、ct of job satisfaction has on employee behavior.143L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Attitudes(contd)?Explain how individuals reconcile inconsistencies between attitudes and behavior.Personality?Contrast the MBTI and the big-five mod

4、el of personality.?Describe the five personality traits that have proved to be most powerful in explaining individual behavior in organizations.?Tell how emotions and emotional intelligence impact behavior.144L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study thi

5、s chapter.Perception?Explain how an understanding of perception can help managers better understand individual behavior.?Describe the key elements of attribution theory.?Discuss how the fundamental attribution error and self-serving bias can distort attributions.?Name three shortcuts used in judging

6、 others.Learning?Explain how operant conditioning helps managers understand,predict,and influence behavior.?Describe the implications of social learning theory for managing people at work.?Discuss how managers can shape behavior.145Understanding Individual Behavior?Organizational Behavior(OB)?The ac

7、tions of people at work?Dual Focus of OB?Individual behavior?Attitudes,personality,perception,learning,and motivation?Group behavior?Norms,roles,team building,leadership,and conflict?Goals of OB?To explain,predict and influence behavior146Important Employee Behaviors?Employee Productivity?A performa

8、nce measure of both efficiency and effectiveness?Absenteeism?The failure to report to work when expected?Turnover?The voluntary and involuntary permanent withdrawal from an organization147Important Employee Behaviors?Organizational Citizenship Behavior(OCB)?Discretionary behavior that is not a part

9、of an employees formal job requirements,but which promotes the effective functioning of the organization.?Job Satisfaction?The individuals general attitude toward his or her job148Psychological Factors Affecting Employee Behavior?Attitudes?Personality?Perception?Learning?Employee Productivity?Absent

10、eeism?Turnover?Organizational Citizenship?Job Satisfaction149Psychological Factors?Attitudes?Evaluative statementseither favorable or unfavorableconcerning objects,people,or events.?Components Of An Attitude?Cognitive component:the beliefs,opinions,knowledge,or information held by a person.?Affectiv

11、e component:the emotional or feeling part of an attitude.?Behavioral component:the intention to behave in a certain way.1410Psychological Factors(contd)?Job Satisfaction?Job satisfaction is affected by level of income earned and by the type of job a worker does.?Job Satisfaction and Productivity?For

12、 individuals,productivity appears to lead to job satisfaction.?For organizations,those with more satisfied employees are more effective than those with less satisfied employees.1411Psychological Factors(contd)?Job Satisfaction and Absenteeism?Satisfied employees tend to have lower levels of absentee

13、ism.?Job Satisfaction and Turnover?Satisfied employees have lower levels of turnover;dissatisfied employees have higher levels of turnover.?Turnover is affected by the level of employee performance.?The preferential treatment afforded superior employees makes satisfaction less important in predictin

14、g their turnover decisions.1412Psychological Factors(contd)?Job Satisfaction and Customer Satisfaction?The level of job satisfaction for frontline employees is related to increased customer satisfaction and loyalty.?Interaction with dissatisfied customers can increase an employees job dissatisfactio

15、n.?Actions to increase job satisfaction for customer service workers:?Hire upbeat and friendly employees.?Reward superior customer service.?Provide a positive work climate.?Use attitude surveys to track employee satisfaction.1413Psychological Factors(contd)?Job Involvement?The degree to which an emp

16、loyee identifies with his or her job,actively participates in it,and considers his or her performance to be important to his or her self-worth.?High levels of commitment are related to fewer absences and lower resignation rates.1414Psychological Factors(contd)?Organizational Commitment?Is the degree

17、 to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.?Leads to lower levels of both absenteeism and turnover.?Could be becoming an outmoded measure as the number of workers who change employers increases.1415Psychological

18、 Factors(contd)?Perceived Organizational Support?Is the general belief of employees that their organization values their contribution and cares about their well-being.?Represents the commitment of the organization to the employee.?Providing high levels of support increases job satisfaction and lower

19、 turnover.1416Attitude Surveys?Attitude Surveys?A instrument/document that presents employees with a set of statements or questions eliciting how they feel about their jobs,work groups,supervisors,or their organization.?Provide management with feedback on employee perceptions of the organization and

20、 their jobs.1417Attitudes and Consistency?People seek consistency in two ways:?Consistency among their attitudes.?Consistency between their attitudes and behaviors.?If an inconsistency arises,individuals:?Alter their attitudesor?Alter their behavioror?Develop a rationalization for the inconsistency1

21、418Cognitive Dissonance Theory?Cognitive Dissonance?Any incompatibility or inconsistency between attitudes or between behavior and attitudes.?Any form of inconsistency is uncomfortable and individuals will try to reduce the dissonance.?The intensity of the desire to reduce the dissonance is influenc

22、ed by:?The importance of the factors creating the dissonance.?The degree to which an individual believes that the factors causing the dissonance are controllable.?Rewards available to compensate for the dissonance.1419The Importance of Attitudes?Implication for Managers?Attitudes warn of potential b

23、ehavioral problems:?Managers should do things that generate the positive attitudes that reduce absenteeism and turnover.?Attitudes influence behaviors of employees:?Managers should focus on helping employees become more productive to increase job satisfaction.?Employees will try to reduce dissonance

24、 unless:?Managers identify the external sources of dissonance.?Managers provide rewards compensating for the dissonance.1420Personality?Personality?The unique combination of psychological characteristics(measurable traits)that affect how a person reacts and interacts with others.1421Classifying Pers

25、onality Traits?Myers Briggs Type Indicator(MBTI)?A general personality assessment tool that measures the personality of an individual using four categories:?Social interaction:Extrovert or Introvert(E or I)?Preference for gathering data:Sensing or Intuitive(S or N)?Preference for decision making:Fee

26、ling or Thinking(F or T)?Style of decision making:Perceptive or Judgmental(P or J)1422The Big Five Model?Extraversion?Sociable,talkative,and assertive?Agreeableness?Good-natured,cooperative,and trusting?Conscientiousness?Responsible,dependable,persistent,and achievement oriented?Emotional Stability?

27、Calm,enthusiastic,and secure or tense,nervous,and insecure?Openness to Experience?Imaginative,artistically sensitive,and intellectual1423Other Personality Insights?Locus of Control?External locus:persons who believe that what happens to them is due to luck or chance(the uncontrollable effects of out

28、side forces).?Internal locus:persons who believe that they control their own destiny.?Machiavellianism(Mach)?The degree to which an individual is pragmatic,maintains emotional distance,and seeks to gain and manipulate power”the ends justify the means”.1424Other Personality Insights(contd)?Self-Estee

29、m(SE)?The degree to which people like or dislike themselves?High SEs?Believe in themselves and expect success.?Take more risks and use unconventional approaches.?Are more satisfied with their jobs than Low SEs.?Low SEs?Are more susceptible to external influences.?Depend on positive evaluations from

30、others.?Are more prone to conform than high SEs.1425Other Personality Insights(contd)?Self-Monitoring?An individuals ability to adjust his or her behavior to external,situational factors.?High self-monitors:?Are sensitive to external cues and behave differently in different situations.?Can present c

31、ontradictory public persona and private selves.?Low self-monitors?Do not adjust their behavior to the situation.?Are behaviorally consistent in public and private.1426Other Personality Insights(contd)?Risk-Taking?The propensity(willingness)to take risks.?High risk-takers take less time and require l

32、ess information than low risk-takers when making a decision.?Organizational effectiveness is maximized when the risk-taking propensity of a manager is aligned with the specific demands of the job assigned to the manager.1427Emotions and Intelligence?Emotions?Intense feelings(reactions)that are direc

33、ted at specific objects(someone or something)?Universal emotions:?Anger?Fear?Sadness?Happiness?Disgust?Surprise1428Emotions and Intelligence?Emotional Intelligence(EI)?An assortment of noncognitive skills,capabilities,and competencies that influence a persons ability to succeed in coping with enviro

34、nmental demands and pressures.?Dimensions of EI:?Self-awareness:knowing what youre feeling?Self-management:managing emotions and impulses?Self-motivation:persisting despite setbacks and failures?Empathy:sensing how others are feeling?Social skills:handling the emotions of others1429Understanding Per

35、sonality Differences?Personality-Job Fit Theory(Holland)?An employees job satisfaction and likelihood of turnover depends on the compatibility of the employees personality and occupation.?Key points of the theory:?There are differences in personalities.?There are different types of jobs.?Job satisfa

36、ction and turnover are related to the match between personality and job for an individual.1430Perception?Perception?A process by which individuals give meaning(reality)to their environment by organizing and interpreting their sensory impressions.?Factors influencing perception:?The perceivers person

37、al characteristicsinterests,biases and expectations?The targets characteristicsdistinctiveness,contrast,and similarity)?The situation(context)factorsplace,time,locationdraw attention or distract from the target1431How We Perceive People?Attribution Theory?How the actions of individuals are perceived

38、 by others depends on what meaning(causation)we attribute to a given behavior.?Internally caused behavior:under the individuals control?Externally caused behavior:due to outside factors?Determining the source of behaviors:?Distinctiveness:different behaviors in different situations?Consensus:behavio

39、rs similar to others in same situation?Consistency:regularity of the same behavior1432How We Perceive People(contd)?Attribution Theory(contd)?Fundamental attribution error?The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factor

40、s.?Self-serving bias?The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.1433Shortcuts Used in Judging Others?Assumed Similarity?Assuming that others are more like us than they actually are.?Stereotyping?Judging someone on

41、the basis of our perception of a group he or she is a part of.?Halo Effect?Forming a general impression of a person on the basis of a single characteristic of that person1434Learning?Learning?Any relatively permanent change in behavior that occurs as a result of experience.?Almost all complex behavi

42、or is learned.?Learning is a continuous,life-long process.?The principles of learning can be used to shape behavior?Theories of learning:?Operant conditioning?Social learning1435Learning(contd)?Operant Conditioning(B.F.Skinner)?The theory that behavior is a function of its consequences and is learne

43、d through experience.?Operant behavior:voluntary or learned behaviors?Behaviors are learned by making rewards contingent to behaviors.?Behavior that is rewarded(positively reinforced)is likely to be repeated.?Behavior that is punished or ignored is less likely to be repeated.1436Learning(contd)?Soci

44、al Learning?The theory that individuals learn through their observations of others and through their direct experiences.?Attributes of models that influence learning:?Attentional:the attractiveness or similarity of the model?Retention:how well the model can be recalled?Motor reproduction:the reprodu

45、cibility of the models actions?Reinforcement:the rewards associated with learning the model behavior1437Learning(contd)?Shaping Behavior?Attempting to“mold”individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization.?Shaping meth

46、ods:?Positive reinforcement:rewarding desired behaviors?Negative reinforcement?Punishment?Extinction1438Learning(contd)?Shaping Behavior?Attempting to“mold”individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization.?Shaping methods:?Positive reinforcement:rewarding desired behaviors.?Negative reinforcement:removing an unpleasant consequence once the desired behavior is exhibited.?Punishment:penalizing an undesired behavior.?Extinction:eliminating a reinforcement for an undesired behavior.