组织行为学罗宾斯版本节课件

Chapter ONE What Is Organizational Behavior?Chapter ONE What Is OrganizatiAfter 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 challenges and opportunities for managers to use OB conceptsL E A R N I N G O B J E C T I V E SAfter studying this chapter,yWhat Managers DoManagerial ActivitiesMake decisionsAllocate resourcesDirect activities of others to attain goalsManagers(or Administrators)Individuals who achieve goals through other peopleWhat Managers DoManagerial ActWhere Managers 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 goalsWhere Managers WorkOrganizatioManagement FunctionsPlanningOrganizingLeadingControllingManagementFunctionsManagement FunctionsPlanningOrManagement Functions(contd)PlanningA process that includes defining goals,establishing strategy,and developing plans to coordinate activitiesManagement Functions(contd)PManagement 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)OManagement Functions(contd)LeadingA function that includes motivating employees,directing others,selecting the most effective communication channels,and resolving conflictsManagement Functions(contd)LManagement Functions(contd)ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviationsManagement Functions(contd)CMintzbergs Managerial RolesE X H I B I T 11Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Mintzbergs Managerial RolesE Mintzbergs Managerial Roles(contd)E X H I B I T 11(contd)Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Mintzbergs Managerial Roles(Mintzbergs Managerial Roles(contd)E X H I B I T 11(contd)Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Mintzbergs Managerial Roles(Management SkillsTechnical SkillsThe 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 situationsManagement SkillsTechnical SkiEffective Versus Successful Managerial Activities(Luthans)1.Traditional ManagementDecision making,planning,and controlling2.CommunicationExchanging routine information and processing paperwork3.Human Resource ManagementMotivating,disciplining,managing conflict,staffing,and training4.NetworkingSocializing,politicking,and interacting with othersEffective Versus Successful MaAllocation of Activities by TimeAllocation of Activities by TiEnter 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 effectivenessEnter Organizational BehaviorOComplementing 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”Complementing Intuition with S组织行为学罗宾斯版本节课件Contributing Disciplines to the OB FieldE X H I B I T 13(contd)PsychologyThe science that seeks to measure,explain,and sometimes change the behavior of humans and other animalsContributing Disciplines to thContributing Disciplines to the OB Field(contd)E X H I B I T 13(contd)SociologyThe study of people in relation to their fellow human beingsContributing Disciplines to thContributing Disciplines to the OB Field(contd)E X H I B I T 13(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 thContributing Disciplines to the OB Field(contd)E X H I B I T 13(contd)AnthropologyThe study of societies to learn about human beings and their activitiesContributing Disciplines to thThere Are Few Absolutes in OBxyContingency variables:“It Depends!”Situational factors that make the main relationship between two variables changee.g.,the relationship may hold for one condition but not another Country 1xyCountry 2May be related to May NOT be related to InInThere Are Few Absolutes in OBxChallenges and Opportunities for OBResponding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesCoping with anti-capitalism backlashOverseeing movement of jobs to countries with low-cost laborManaging people during the war on terrorManaging Workforce DiversityEmbracing diversityChanging U.S.demographicsImplications for managersRecognizing and responding to differencesChallenges and Opportunities fDomesticPartnersMajor Workforce Diversity CategoriesRaceNon-ChristianNationalOriginAgeDisabilityE X H I B I T 14GenderDomesticPartnersMajor WorkforChallenges and Opportunities for OB(contd)Improving Quality and ProductivityQuality management(QM)Process reengineeringResponding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workersImproving Customer ServiceIncreased expectation of service qualityCustomer-responsive culturesChallenges and Opportunities fWhat 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 16What Is Quality Management?IntChallenges and Opportunity for OB(contd)Improving people skillsEmpowering peopleStimulating innovation and changeCoping with“temporariness”Working in networked organizationsHelping employees balance work/life conflictsImproving ethical behaviorManaging people during the war on terrorismChallenges and Opportunity forA Downside to Empowerment?A Downside to Empowerment?Basic OB Model,Stage IE X H I B I T 1-6ModelAn abstraction of realityA simplified representation of some real-world phenomenonBasic OB Model,Stage IE X H IThe Dependent VariablesxyDependent VariableA response that is affected by an independent variable(what organizational behavior researchers try to understand)The Dependent VariablesxyDepenThe Dependent Variables(contd)ProductivityA performance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyMeeting goals at a low cost The Dependent Variables(contThe Dependent Variables(contd)AbsenteeismThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organizationThe Dependent Variables(contThe Dependent 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(contThe Dependent Variables(contd)Organizational Citizenship Behavior(OCB)Discretionary behavior that is not part of an employees formal job requirements,but that nevertheless promotes the effective functioning of the organizationThe Dependent Variables(contThe 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 Dependent Variables(contThe Independent VariablesIndependentVariables Can BeIndividual-Level VariablesOrganizationSystem-LevelVariablesGroup-LevelVariablesIndependent VariableThe presumed cause of some change in the dependent variable;major determinants of a dependent variable The Independent VariablesIndepBasic OB Model,Stage IIE X H I B I T 1-7Basic OB Model,Stage IIE X H