管理学原理management教学课件

Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionChapter Learning ObjectivesAfter studying this chapter you should be able to:Demonstrate the importance of interpersonal skills in the workplace.Describe the managers functions,roles,and skills.Define organisational behaviour(OB).Show the value to OB of systematic study.Identify the major behavioural science disciplines that contribute to OB.Demonstrate why few absolutes apply to OB.Identify the challenges and opportunities managers have in applying OB concepts.Compare the three levels of analysis in this books OB model.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionThe Importance of Interpersonal SkillsUnderstanding OB helps determine manager effectivenessTechnical and quantitative skills are important But leadership and communication skills are CRITICALorganisational benefits of skilled managersLower turnover of quality employeesHigher quality applications for recruitmentBetter financial performanceCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionWhat Managers DoThey get things done through other people.Management Activities:Make decisionsAllocate resourcesDirect activities of others to attain goalsWork in an organisationA 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 goals.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionManagement FunctionsCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionDiscovered ten managerial rolesSeparated into three groups:InterpersonalInformationalDecisionalMintzbergs Managerial RolesCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionMintzbergs Managerial Roles:InterpersonalSource:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionMintzbergs Managerial Roles:InformationalSource:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionMintzbergs Managerial Roles:DecisionalSource:Adapted from The Nature of Managerial Work by H.Mintzberg.Copyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionEssential Management SkillsTechnical SkillsThe ability to apply specialised knowledge or expertiseHuman SkillsThe ability to work with,understand,and motivate other people,both individually and in groupsConceptual SkillsThe mental ability to analyse and diagnose complex situationsCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionLuthans Study of Managerial ActivitiesFour types of managerial activity:Traditional ManagementDecision making,planning,and controllingCommunicationExchanging routine information and processing paperworkHuman Resource ManagementMotivating,disciplining,managing conflict,staffing and trainingNetworkingsocialising,politicking,and interacting with othersCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionSuccessful vs.Effective Allocation by TimeCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionOrganisational behaviourA field of study that investigates the impact that individuals,groups,and structure have on behaviour within organisations,for the purpose of applying such knowledge toward improving an organisations effectiveness.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionIntuition and Systematic StudyThe two are complementary means of predicting behaviour.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionAn Outgrowth of Systematic StudyEvidence-Based Management(EBM)Evidence-Based Management(EBM)Basing managerial decisions on the best available Basing managerial decisions on the best available scientific evidencescientific evidenceMust think like scientists:Must think like scientists:Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionChallenges for ManagersThe trick is to know when to go with your gut.Jack WelshIntuition is often based on inaccurate informationFads and fashions are common in managementSystematic study can be time consumingUse evidence as much as possible to inform your intuition and experience.That is the promise of OB.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionContributing Disciplines Many behavioural sciences have contributed to the development ofOrganisationalBehaviourCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionPsychologyThe science that seeks to measure,explain,and sometimes change the behaviour of humans and other animals.Unit of Analysis:IndividualContributions to OB:Learning,motivation,personality,emotions,perceptionTraining,leadership effectiveness,job satisfactionIndividual decision making,performance appraisal attitude measurementEmployee selection,work design,and work stressCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionSocial PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.Unit of Analysis:GroupContributions to OB:behavioural changeAttitude changeCommunicationGroup processesGroup decision makingCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionSociologyContributions to OB:Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviourFormal organisation theoryorganisational technologyorganisational changeorganisational cultureThe study of people in relation to their fellow human beings.The unit of analysis is the organisational system or groupCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionAnthropologyContributions to OB:organisational cultureorganisational environmentComparative valuesComparative attitudesCross-cultural analysisThe study of societies to learn about human beings and their activities.The unit of analysis is the organisational system and group.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionChallenges and Opportunities for OBResponding to Economic PressuresResponding to GlobalisationManaging Workforce DiversityImproving Quality and ProductivityImproving Customer ServiceImproving People SkillsStimulating Innovation and ChangeCoping with“Temporariness”Working in Networked organisationsHelping Employees Balance Work-Life ConflictsCreating a Positive Work EnvironmentImproving Ethical behaviourCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionResponding to Economic PressuresWhat do you do during difficult economic times?Effective management is critical during hard economic times.Managers need to handle difficult activities such as firing employees,motivating employees to do more with less and working through the stress employees feel when they are worrying about their future.OB focuses on issues such as stress,decision making,and coping during difficult times.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionResponding to GlobalisationIncreased foreign assignmentsWorking with people from different culturesOverseeing movement of jobs to countries with low-cost laborCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionManaging Workforce Diversity People in organisations are becoming more heterogeneous demographicallyEmbracing diversityChanging Australian demographicsChanging management philosophy Recognising and responding to differencesCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionDeveloping an OB ModelA model is an abstraction of reality a simplified representation of some real-world phenomenon.Our OB model has three levels of analysisEach level is constructed on the prior levelExhibit 1.4Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionTypes of Study VariablesIndependent(X)The presumed cause of the change in the dependent variable(Y).This is the variable that OB researchers manipulate to observe the changes in Y.Dependent(Y)This is the response to X(the independent variable).It is what the OB researchers want to predict or explain.The interesting variable!Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionKey OB Dependent VariablesProductivityTransforming inputs to outputs at lowest cost.Includes the concepts of effectiveness(achievement of goals)and efficiency(meeting goals at a low cost).AbsenteeismFailure to report to work a huge cost to employers.TurnoverVoluntary and involuntary permanent withdrawal from an organisation.Deviant Workplace behaviourVoluntary behaviour that violates significant organisational norms and thereby threatens the well-being of the organisation and/or any of its members.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionKey OB Dependent Variables(cont)organisational Citizenship behaviour(OCB)Discretionary behaviour that is not part of an employees formal job requirements,but that nevertheless promotes the effective functioning of the organisation.Job SatisfactionA general attitude(not a behaviour)toward ones job;a positive feeling of ones job resulting from an evaluation of its characteristics.Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionThe Key OB Independent VariablesThe independent variable(X)can be at any of these three levels in this model:IndividualBiographical characteristics,personality and emotions,values and attitudes,ability,perception,motivation,individual learning,and individual decision making GroupCommunication,group decision making,leadership and trust,group structure,conflict,power and politics,and work teams Organisation Systemorganisational culture,human resource policies and practices,and organisational structure and designCopyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th editionOB ModelIndependent Variables(X)Dependent Variables(Y)Three LevelsExhibit 1.5谢谢！