组织行为学罗宾斯版本节课件.ppt

1、Chapter ONE What Is Organizational Behavior?After 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

2、 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 SWhat Managers DoManagerial Activities Make decisions Allocate resources Direct activities of others to attain goalsManagers(or Administrators)Individuals who achieve goals through other peopleWhere Manage

3、rs 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 goalsManagement FunctionsPlanningOrganizingLeadingControllingManagementFunctionsManagement Functions(contd)PlanningA process that

4、 includes defining goals,establishing strategy,and developing plans to coordinate activitiesManagement 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)Le

5、adingA function that includes motivating employees,directing others,selecting the most effective communication channels,and resolving conflictsManagement Functions(contd)ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviationsMintzbe

6、rgs 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 Roles(contd)E X H I B I T 11(contd)Source:Adapted from The Nature of Managerial Work by H.Mintzberg.Co

7、pyright 1973 by H.Mintzberg.Reprinted by permission of Pearson Education.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.Management SkillsTechnical Ski

8、llsThe 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 situationsEffective Versus Successful Managerial Activities(Luthans)1

9、.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 othersAllocation of

10、Activities by TimeEnter 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 effectivenessComplementing

11、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”Contributing Discipli

12、nes 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 the OB Field(contd)E X H I B I T 13(contd)SociologyThe study of people in relation to their fellow human beingsContri

13、buting 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 the OB Field(contd)E X H I B I T 13(contd)AnthropologyTh

14、e study of societies to learn about human beings and their activitiesThere 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 2

15、May be related to May NOT be related to InInChallenges and Opportunities for OB Responding to Globalization Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor Managing people duri

16、ng the war on terror Managing Workforce Diversity Embracing diversity Changing U.S.demographics Implications for managers Recognizing and responding to differencesDomesticPartnersMajor Workforce Diversity CategoriesRaceNon-ChristianNationalOriginAgeDisabilityE X H I B I T 14GenderChallenges and Oppo

17、rtunities for OB(contd)Improving Quality and Productivity Quality management(QM)Process reengineering Responding to the Labor Shortage Changing work force demographics Fewer skilled laborers Early retirements and older workers Improving Customer Service Increased expectation of service quality Custo

18、mer-responsive culturesWhat 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 16Challenges and Opportunity for OB(contd)Improving pe

19、ople skills Empowering people Stimulating innovation and change Coping with“temporariness”Working in networked organizations Helping employees balance work/life conflicts Improving ethical behavior Managing people during the war on terrorismA Downside to Empowerment?Basic OB Model,Stage IE X H I B I

20、 T 1-6ModelAn abstraction of realityA simplified representation of some real-world phenomenonThe Dependent VariablesxyDependent VariableA response that is affected by an independent variable(what organizational behavior researchers try to understand)The Dependent Variables(contd)ProductivityA perfor

21、mance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyMeeting goals at a low cost The Dependent Variables(contd)AbsenteeismThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organizationThe Dependent Variables(

22、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(contd)Organizational Citizenship Behavior(OCB)Discretionary behavior that is not part of an empl

23、oyees formal job requirements,but that nevertheless promotes the effective functioning of the organizationThe 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 Independent VariablesIndependentVariables Can BeIndividual-Level VariablesOrganizationSystem-LevelVariablesGroup-LevelVariablesIndependent VariableThe presumed cause of some change in the dependent variable;major determinants of a dependent variable Basic OB Model,Stage IIE X H I B I T 1-7