第二章 哈佛经理管理三论

ChapterONEWhatIsOrganizationalBehavior?Afterstudyingthischapter,youshouldbeableto:1.Describewhatmanagersdo2.Defineorganizationalbehavior(OB)3.ExplainthevalueofthesystematicstudyofOB4.IdentifythecontributionsmadebymajorbehavioralsciencedisciplinestoOB5.ListthemajorchallengesandopportunitiesformanagerstouseOBconceptsLEARNINGOBJECTIVESWhatManagersDoManagerialActivities•Makedecisions•Allocateresources•DirectactivitiesofotherstoattaingoalsManagers(orAdministrators)IndividualswhoachievegoalsthroughotherpeopleWhereManagersWorkOrganizationAconsciouslycoordinatedsocialunit,composedoftwoormorepeople,thatfunctionsonarelativelycontinuousbasistoachieveacommongoalorsetofgoalsManagementFunctionsPlanningOrganizingLeadingControllingManagementFunctionsManagementFunctions(cont’d)PlanningAprocessthatincludesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesManagementFunctions(cont’d)OrganizingDeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemadeManagementFunctions(cont’d)LeadingAfunctionthatincludesmotivatingemployees,directingothers,selectingthemosteffectivecommunicationchannels,andresolvingconflictsManagementFunctions(cont’d)ControllingMonitoringactivitiestoensuretheyarebeingaccomplishedasplannedandcorrectinganysignificantdeviationsMintzberg’sManagerialRolesEXHIBIT1–1Source:AdaptedfromTheNatureofManagerialWorkbyH.Mintzberg.Copyright©1973byH.Mintzberg.ReprintedbypermissionofPearsonEducation.Mintzberg’sManagerialRoles(cont’d)EXHIBIT1–1(cont’d)Source:AdaptedfromTheNatureofManagerialWorkbyH.Mintzberg.Copyright©1973byH.Mintzberg.ReprintedbypermissionofPearsonEducation.Mintzberg’sManagerialRoles(cont’d)EXHIBIT1–1(cont’d)Source:AdaptedfromTheNatureofManagerialWorkbyH.Mintzberg.Copyright©1973byH.Mintzberg.ReprintedbypermissionofPearsonEducation.ManagementSkillsTechnicalSkillsTheabilitytoapplyspecializedknowledgeorexpertiseHumanSkillsTheabilitytoworkwith,understand,andmotivateotherpeople,bothindividuallyandingroupsConceptualSkillsThementalabilitytoanalyzeanddiagnosecomplexsituationsEffectiveVersusSuccessfulManagerialActivities(Luthans)1.TraditionalManagement•Decisionmaking,planning,andcontrolling2.Communication•Exchangingroutineinformationandprocessingpaperwork3.HumanResourceManagement•Motivating,disciplining,managingconflict,staffing,andtraining4.Networking•Socializing,politicking,andinteractingwithothersAllocationofActivitiesbyTimeEnterOrganizationalBehaviorOrganizationalBehavior(OB)Afieldofstudythatinvestigatestheimpactthatindividuals,groups,andstructurehaveonbehaviorwithinorganizations,forthepurposeofapplyingsuchknowledgetowardimprovinganorganization’seffectivenessComplementingIntuitionwithSystematicStudySystematicStudyLookingatrelationships,attemptingtoattributecausesandeffects,anddrawingconclusionsbasedonscientificevidenceProvidesameanstopredictbehaviorsIntuition“Gut”feelingsabout“whyIdowhatIdo”and“whatmakesotherstick”ContributingDisciplinestotheOBFieldEXHIBIT1–3(cont’d)PsychologyThesciencethatseekstomeasure,explain,andsometimeschangethebehaviorofhumansandotheranimalsContributingDisciplinestotheOBField(cont’d)EXHIBIT1–3(cont’d)SociologyThestudyofpeopleinrelationtotheirfellowhumanbeingsContributingDisciplinestotheOBField(cont’d)EXHIBIT1–3(cont’d)SocialPsychologyAnareawithinpsychologythatblendsconceptsfrompsychologyandsociologyandthatfocusesontheinfluenceofpeopleononeanotherContributingDisciplinestotheOBField(cont’d)EXHIBIT1–3(cont’d)AnthropologyThestudyofsocietiestolearnabouthumanbeingsandtheiractivitiesThereAreFewAbsolutesinOBxyContingencyvariables:“ItDepends!”Situationalfactorsthatmakethemainrelationshipbetweentwovariableschange—e.g.,therelationshipmayholdforoneconditionbutnotanotherCountry1xyCountry2MayberelatedtoMayNOTberelatedtoInInChallengesandOpportunitiesforOB•RespondingtoGlobalization–Increasedforeignassignments–Workingwithpeoplefromdifferentcultures–Copingwithanti-capitalismbacklash–Overseeingmovementofjobstocountrieswithlow-costlabor–Managingpeopleduringthewaronterror•ManagingWorkforceDiversity–Embracingdiversity–ChangingU.S.demographics–Implicationsformanagers•RecognizingandrespondingtodifferencesDomesticPartnersMajorWorkforceDiversityCategoriesRaceNon-ChristianNationalOriginAgeDisabilityEXHIBIT1–4GenderChallengesandOpportunitiesforOB(cont’d)•ImprovingQualityandProductivity–Qualitymanagement(QM)–Processreengineering•RespondingtotheLaborShortage–Changingworkforcedemographics–Fewerskilledlaborers–Earlyretirementsandolderworkers•ImprovingCustomerService–Increasedexpectationofservicequality–Customer-responsiveculturesWhatIsQualityManagement?1.Intensefocusonthecustomer2.Concernforcontinuousimprovement3.Improvementinthequalityofeverythingtheorganizationdoes4.Accuratemeasurement5.EmpowermentofemployeesEXHIBIT1–6ChallengesandOpportunityforOB(cont’d)•Improvingpeopleskills•Empoweringpeople•Stimulatinginnovationandchange•Copingwith“temporariness”•Workinginnetworkedorganizations•Helpingemployeesbalancework/lifeconflicts•Improvingethicalbehav