组织行为学255(1)

ORGANIZATIONALBEHAVIORTENTHEDITIONAFTERSTUDYINGTHISCHAPTERANDLISTENINGTOMYLECTUER,IHOPETHTATYOUWILLBEABLETO:1.Defineorganizationalbehavior(OB).2.Describewhatmanagersdo.3.ExplainthevalueofthesystematicstudyofOB.4.ListthemajorchallengesandopportunitiesformanagerstouseOBconcepts.5.IdentifythecontributionsmadebymajorbehavioralsciencedisciplinestoOB.LEARNINGOBJECTIVES6.DescribewhymanagersrequireaknowledgeofOB.7.ExplaintheneedforacontingencyapproachtothestudyofOB.LEARNINGOBJECTIVES(cont’d)WhatManagersDoManagerialActivities•Makedecisions•Allocateresources•DirectactivitiesofotherstoattaingoalsWhereManagersWorkManagementFunctionsManagementFunctionsPlanningOrganizingLeadingControllingManagementFunctions(cont’d)ManagementFunctions(cont’d)ManagementFunctions(cont’d)ManagementFunctions(cont’d)EXHIBIT1-1aMintzberg’sManagerialRolesEXHIBIT1-1bMintzberg’sManagerialRoles(cont’d)EXHIBIT1-1cMintzberg’sManagerialRoles(cont’d)ManagementSkillsEffectiveVersusSuccessfulManagerialActivities(Luthans)1.Traditionalmanagement•Decisionmaking,planning,andcontrolling2.Communications•Exchangingroutineinformationandprocessingpaperwork3.Humanresourcemanagement•Motivating,disciplining,managingconflict,staffing,andtraining4.Networking•Socializing,politicking,andinteractingwithothersEXHIBIT1-2AllocationofActivitiesbyTimeEnterOrganizationalBehaviorContributingDisciplinestotheOBFieldEXHIBIT1-3aContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3bContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3cContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3dContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3fThereAreFewAbsolutesinOBContingencyVariablesxyChallengesandOpportunityforOBRespondingtoGlobalizationManagingWorkforceDiversityImprovingQualityandProductivityRespondingtotheLaborShortageImprovingCustomerServiceChallengesandOpportunityforOB(cont’d)ImprovingPeopleSkillsEmpoweringPeopleCopingwith“Temporariness”StimulationInnovationandChangeHelpingEmployeesBalanceWork/LifeConflictsImprovingEthicalBehaviorEXHIBIT1-6BasicOBModel,StageITheDependentVariablesxyTheDependentVariables(cont’d)TheDependentVariables(cont’d)TheDependentVariables(cont’d)TheDependentVariables(cont’d)TheIndependentVariablesIndependentVariablesIndividual-LevelVariablesOrganizationSystem-LevelVariablesGroup-LevelVariablesORGANIZATIONALBEHAVIORAFTERSTUDYINGCHAPTERTHREEANDLISTENINGTOMYLECTUER,YOUSHOULDBEABLETO:1.Contrastterminalandinstrumentalvalues.2.Listthedominantvaluesintoday’sworkforce.3.Identifythefivevaluedimensionsofnationalculture.4.Contrastthethreecomponentsofanattitude.5.Summarizetherelationshipbetweenattitudesandbehavior.6.:7.Statetherelationshipbetweenjobsatisfactionandbehavior.8.Identifyfouremployeeresponsestodissatisfaction.LEARNINGOBJECTIVES(cont’d)ValuesTypesofValues–-RokeachValueSurveyValuesintheRokeachSurveyEXHIBIT3-1aValuesintheRokeachSurvey(cont’d)EXHIBIT3-1bMeanValueRankingsofExecutives,UnionMembers,andActivistsEXHIBIT3-2DominantWorkValuesinToday’sWorkforceEXHIBIT3-3Values,Loyalty,andEthicalBehaviorEthicalClimateintheOrganizationEthicalValuesandBehaviorsofLeadersHofstede’sFrameworkforAssessingCulturesHofstede’sFramework(cont’d)Hofstede’sFramework(cont’d)Hofstede’sFramework(cont’d)Hofstede’sFramework(cont’d)TheGLOBEFrameworkforAssessingCultures•Assertiveness•FutureOrientation•Genderdifferentiation•Uncertaintyavoidance•Powerdistance•Individual/collectivism•In-groupcollectivism•Powerorientation•HumaneorientationEXHIBIT3-4AttitudesTypesofAttitudesTheTheoryofCognitiveDissonanceDesiretoreducedissonance•Importanceofelementscreatingdissonance•Degreeofindividualinfluenceoverelements•RewardsinvolvedindissonanceMeasuringtheA-BRelationshipRecentresearchindicatesthattheattitudes(A)significantlypredictbehaviors(B)whenmoderatingvariablesaretakenintoaccount.ModeratingVariables•Importanceoftheattitude•Specificityoftheattitude•Accessibilityoftheattitude•Socialpressuresontheindividual•DirectexperiencewiththeattitudeSelf-PerceptionTheoryAnApplication:AttitudeSurveysSampleAttitudeSurveyEXHIBIT3-5JobSatisfactionMeasuringJobSatisfaction–Singleglobalrating–SummationscoreHowSatisfiedArePeopleinTheirJobs?–Jobsatisfactiondeclinedto50.7%in2000–Declineattributedto:•Pressurestoincreaseproductivity•LesscontroloverworkTheEffectofJobSatisfactiononEmployeePerformanceSatisfactionandProductivity–Satisfiedworkersaren’tnecessarilymoreproductive.–Workerproductivityishigherinorganizationswithmoresatisfiedworkers.SatisfactionandAbsenteeism–Satisfiedemployeeshavefeweravoidableabsences.SatisfactionandTurnover–Satisfiedemployeesarelesslikelytoquit.–Organizationstakeactionstocultivatehighperformersandtoweedoutlowerperformers.ResponsestoJobDissatisfactionEXHIBIT3-6HowEmployeesCanExpressDissatisfactionJobSatisfactionandOCBSatisfactionandOrganizationalCitizenshipBehavior(OCB)–Satisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinb