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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,-Fifth level,Copyright 2015 Pearson Education,Inc.,9-,#,Copyright 2015 Pearson Education,Inc.,9-,1,Chapter,9,Foundations,of Individual Behavior,Copyright 2015 Pearson Educat,Learning Outcomes,Identify,the focus and goals of organizational behavior(OB).,Explain,the role that attitudes play in job performance.,Describe,different personality theories.,Copyright 2015 Pearson Education,Inc.,9-,2,Learning OutcomesIdentify the,Learning Outcomes(cont.),Describe,perception and the factors that influence it.,Discuss,learning theories and their relevance in shaping behavior.,Discuss,contemporary issues in OB.,Copyright 2015 Pearson Education,Inc.,9-,3,Learning Outcomes(cont.)Descr,Copyright 2015 Pearson Education,Inc.,9-,4,9.1,Identify the focus and goals of organizational behavior(OB).,Copyright 2015 Pearson Educat,Organizational Behavior,Copyright 2015 Pearson Education,Inc.,9-,5,Organizational BehaviorCopyrig,Goals of Organizational Behavior,Employee productivity,Absenteeism,Turnover,Organizational citizenship behavior,Job satisfaction,Workplace misbehavior,Copyright 2015 Pearson Education,Inc.,9-,6,Goals of Organizational Behavi,Copyright 2015 Pearson Education,Inc.,9-,7,9.2,Explain the role that attitudes play in job performance.,Copyright 2015 Pearson Educat,Attitudes and Job Performance,Job satisfaction,Job involvement,Organizational commitment,Employee engagement,Copyright 2015 Pearson Education,Inc.,9-,8,Attitudes and Job PerformanceJ,Attitudes and Consistency,Cognitive dissonance:,Any incompatibility or inconsistency between attitudes or between behavior and attitudes.,Copyright 2015 Pearson Education,Inc.,9-,9,Attitudes and ConsistencyCopyr,Understanding Attitudes,9-,10,Copyright 2015 Pearson Education,Inc.,Understanding Attitudes9-10Cop,Copyright 2015 Pearson Education,Inc.,9-,11,9.3,Describe different personality theories.,Copyright 2015 Pearson Educat,Personality Theories,Personality:,A unique combination of emotional,thought,and behavioral patterns that affect how a person reacts to situations and interacts with others.,Copyright 2015 Pearson Education,Inc.,9-,12,Personality TheoriesPersonali,Big Five Model of Personality,The Big Five factors are:,Extraversion,Agreeableness,Conscientious,Emotional stability,Openness to experience,Copyright 2015 Pearson Education,Inc.,9-,13,Big Five Model of PersonalityT,Emotional Intelligence,Five dimensions:,Self-awareness,Self-management,Self-motivation,Empathy,Social skills,Copyright 2015 Pearson Education,Inc.,9-,14,Emotional IntelligenceFive di,Personality Traits,Can personality traits predict practical work-related behaviors?,Copyright 2015 Pearson Education,Inc.,9-,15,Personality TraitsCopyright,Matching Personalities and Jobs,Copyright 2015 Pearson Education,Inc.,9-,16,Matching Personalities and Job,Personality Traits Across Cultures,Copyright 2015 Pearson Education,Inc.,9-,17,National cultures differ in terms of the degree to which people believe they control their environment.,Personality Traits Across Cult,Understanding Personality,Job-person compatibility,Understanding different approaches to work,Being a better manager,Copyright 2015 Pearson Education,Inc.,9-,18,Understanding PersonalityJob-p,Copyright 2015 Pearson Education,Inc.,9-,19,9.4,Describe perception and the factors that influence it.,Copyright 2015 Pearson Educat,Perception,Copyright 2015 Pearson Education,Inc.,9-,20,PerceptionCopyright 2015 Pear,Judging Employees,Copyright 2015 Pearson Education,Inc.,9-,21,Judging EmployeesCopyright 20,Distorted Attributions,Fundamental attribution error:,The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.,Self-serving bias:,The tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors.,Copyright 2015 Pearson Education,Inc.,9-,22,Distorted AttributionsFundame,Perceptual Shortcuts,Copyright 2015 Pearson Education,Inc.,9-,23,Perceptual ShortcutsCopyright,Understanding Perception,Copyright 2015 Pearson Education,Inc.,9-,24,Employees react to perception,not reality.,The potential for perceptual distortion exists.,Understanding PerceptionCopyri,Copyright 2015 Pearson Education,Inc.,9-,25,9.5,Discuss learning theories and their relevance in shaping behavior.,Copyright 2015 Pearson Educat,Operant Conditioning,Copyright 2015 Pearson Education,Inc.,9-,26,Operant ConditioningCopyright,Social Learning Theory,Copyright 2015 Pearson Education,Inc.,9-,27,Learning both through,observation,and,direct experience,Social Learning TheoryCopyrigh,Shaping Behavior,Copyright 2015 Pearson Education,Inc.,9-,28,Positive reinforcement,Negative reinforcement,Punishment,Extinction,Shaping BehaviorCopyright 201,Managing Employees Learning,Copyright 2015 Pearson Education,Inc.,9-,29,Watch what you reward.,W
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