羅賓斯-管理學-10版-英文PPT-14

PowerPointPresentationbyCharlieCookCopyright?2005PrenticeHall,Inc.

Allrightsreserved.LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.Attitudes 態(tài)度Personality 人格Perception 知覺Learning 學習2Copyright?2005PrenticeHall,Inc.Allrightsreserved.*UnderstandingIndividualBehavior

理解個體行為OrganizationalBehavior(OB)組織行為學Theactionsofpeopleatwork人們在工作中的活動DualFocusofOB組織行為學關注兩大領域Individualbehavior個體行為Attitudes,personality,perception,learning,andmotivation態(tài)度、人格、認知、學習、激勵Groupbehavior群體行為Norms,roles,teambuilding,leadership,andconflict群體規(guī)范、角色、團隊建設、領導和沖突GoalsofOB組織行為學的目標Toexplain,predictandinfluencebehavior.解釋、預測和影響行為3Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.1TheOrganizationasanIceberg

組織是一個冰山4Copyright?2005PrenticeHall,Inc.Allrightsreserved.*PsychologicalFactorsAffectingEmployeeBehavior影響員工行為的心理因素Attitudes 態(tài)度Personality

人格Perception

知覺Learning

學習EmployeeProductivity 員工生產(chǎn)率Absenteeism

曠職率Turnover

流動率OrganizationalCitizenship

組織公民行為JobSatisfaction

工作滿意度5Copyright?2005PrenticeHall,Inc.Allrightsreserved.*PsychologicalFactorsAttitudes態(tài)度Evaluativestatements—eitherfavorableorunfavorable—concerningobjects,people,orevents.對物體、任務和事件的評價性陳述，可以贊同也可以反對ComponentsOfAnAttitude態(tài)度的成份Cognitivecomponent（認知成份）:thebeliefs,opinions,knowledge,orinformationheldbyaperson.由個人的信念、意見、知識或個人所擁有的信息所構成Affectivecomponent（情感成份）:theemotionalorfeelingpartofanattitude.態(tài)度中的情緒與感覺部分

Behavioralcomponent（行為成份）:theintentiontobehaveinacertainway.對某人或某事表現(xiàn)出特定行為的意圖

6Copyright?2005PrenticeHall,Inc.Allrightsreserved.*工作滿意度員工對自己工作的總體態(tài)度工作滿意度受到員工的薪資水平以及工作型態(tài)所影響

工作滿意度與生產(chǎn)率就個別員工而言，生產(chǎn)率可能會創(chuàng)造員工滿意度就組織而言，擁有越多對工作感到滿意的員工，組織的生產(chǎn)率越高員工滿意度與曠職率當員工對工作越滿意，其曠職率會比較低員工滿意度與流動率當員工對工作越滿意，流動率越低；當員工對工作越不滿意，流動性越高流動率會被員工績效所影響對績效優(yōu)異的員工而言，工作滿意度對流動率的影響較低，組織會盡其所能留住績效優(yōu)異的員工員工滿意度與客戶滿意度JobSatisfaction工作滿意度7Copyright?2005PrenticeHall,Inc.Allrightsreserved.*JobInvolvementandOrganizationalCommitment工作參與和組織承諾JobInvolvement

工作參與指員工認同自己的工作、積極從事工作，并且認為工作表現(xiàn)足以彰顯個人價值的程度。高度工作參與的員工，強烈認同并且關心自己所從事的工作員工的工作參與程度愈高，曠職率及離職率愈低OrganizationalCommitment

組織承諾是指員工認同特定組織及其目標，并且希望持續(xù)成為組織內(nèi)一份子的程度能降低曠職率及離職率隨著今日轉換工作的情形增加，以此作為探討員工與企業(yè)附著關系的變量可能顯得不合時宜8Copyright?2005PrenticeHall,Inc.Allrightsreserved.*AttitudeSurveysAttitudeSurveys態(tài)度調查Ainstrument/documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs,workgroups,supervisors,ortheirorganization.給員工一系列的陳述或問題，用于了解他們對自己的工作、工作小組、上級主管或組織的感覺。Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs.讓管理層了解員工對組織和工作的看法9Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit.2SampleAttitudeSurveySource:

BasedonT.Lammers,“TheEssentialEmployeeSurvey,”Inc.,December1992,pp.159–61.10Copyright?2005PrenticeHall,Inc.Allrightsreserved.*AttitudesandConsistency態(tài)度與一致性Peopleseekconsistencyintwoways人們會透過兩種方法尋求一致性：Consistencyamongtheirattitudes.在態(tài)度間尋求一致性Consistencybetweentheirattitudesandbehaviors.在態(tài)度和行為間追求一致性Ifaninconsistencyarises,individuals若出現(xiàn)不一致，人們會：

Altertheirattitudes改變他們的態(tài)度

orAltertheirbehavior改變他們的行為

orDeveloparationalizationfortheinconsistency對不一致的現(xiàn)象提出合理的解釋11Copyright?2005PrenticeHall,Inc.Allrightsreserved.*CognitiveDissonanceTheoryCognitiveDissonance認知失調Anyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.個人對事情的認知或態(tài)度與行為間出現(xiàn)矛盾或不一致Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance.任何形式的不一致都會使人感到不舒服，因此個人會試著降低不協(xié)調的認知發(fā)生Theintensityofthedesiretoreducethedissonanceisinfluencedby減低失調想法的強度受以下因素所影響：Theimportanceofthefactorscreatingthedissonance.引起失調的原因是否重要Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable.當事人認為引發(fā)失調的因素是否能控制Rewardsavailabletocompensateforthedissonance.因失調而獲得報酬的補償12Copyright?2005PrenticeHall,Inc.Allrightsreserved.*TheImportanceofAttitudesImplicationforManagersAttitudeswarnofpotentialbehavioralproblems態(tài)度會為潛在的行為問題發(fā)出警訊：Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover.管理者應該要關心員工的態(tài)度，來降低曠職率及離職率Attitudesinfluencebehaviorsofemployees態(tài)度會影響員工的行為：Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction.管理者應關注在協(xié)助提升員工生產(chǎn)率以增加工作滿意度13Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Personality人格Personality人格Theuniquecombinationofpsychologicalcharacteristics(measurabletraits)thataffecthowapersonreactsandinteractswithothers.每個人的人格特質都是某些獨特心理特征的組合，會影響一個人的反應及其與他人的互動14Copyright?2005PrenticeHall,Inc.Allrightsreserved.*ClassifyingPersonalityTraitsMyersBriggsTypeIndicator(MBTI)Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories:Socialinteraction:ExtrovertorIntrovert

(EorI)社交傾向：外向型或者內(nèi)向型Preferenceforgatheringdata:SensingorIntuitive(SorN)資料收集：領悟型或直覺型Preferencefordecisionmaking:FeelingorThinking(ForT)決策偏好：情感型或思維型Styleofdecisionmaking:PerceptiveorJudgmental(PorJ)決策風格：感知型或判斷型15Copyright?2005PrenticeHall,Inc.Allrightsreserved.*TheBigFiveModel大五人格模型Extraversion外傾性Sociable,talkative,andassertive個人社交、健談與決斷力

Agreeableness隨和性Good-natured,cooperative,andtrusting

脾氣好、合群，以及可信任

Conscientiousness責任意識Responsible,dependable,persistent,andachievementoriented有責任感、可靠性、毅力及成就導向EmotionalStability情緒穩(wěn)定性Calm,enthusiastic,andsecureortense,nervous,andinsecure冷靜、熱心、安定或緊張、神經(jīng)質、不穩(wěn)定的

OpennesstoExperience

經(jīng)驗的開放性Imaginative,artisticallysensitive,andintellectual想象力、藝術敏感度、智力16Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights其它人格觀點LocusofControl控制點Externallocus外控傾向:personswhobelievethatwhathappenstothemisduetoluckorchance(theuncontrollableeffectsofoutsideforces).Internallocus內(nèi)控傾向:personswhobelievethattheycontroltheirowndestiny.Machiavellianism(Mach)馬基維利主義（權謀主義）Thedegreetowhichanindividualispragmatic,maintainsemotionaldistance,andseekstogainandmanipulatepower—”theendsjustifythemeans”.崇尚務實主義、保持情緒穩(wěn)定，并且相信結果決定手段，亦即“如果這樣行得通，就用這個做法”17Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights(cont’d)Self-Esteem(SE)自尊Thedegreetowhichpeoplelikeordislikethemselves

人們喜歡自己或不喜歡自己的程度

HighSEs高度自尊者Believeinthemselvesandexpectsuccess.認為自己擁有足以成功的能力Takemorerisksanduseunconventionalapproaches.在工作選擇上愿意承擔較高的風險，也較愿意選擇非一般性的工作AremoresatisfiedwiththeirjobsthanLowSEs.

更滿意自身的工作LowSEs低度自尊者

Aremoresusceptibletoexternalinfluences.受外在因素影響的程度高Dependonpositiveevaluationsfromothers.仰賴他人給予正面的價值肯定

AremorepronetoconformthanhighSEs.

更傾向尋求他人的認可18Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights(cont’d)Self-Monitoring自我監(jiān)控Anindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors.個人調整自我行為以適應外在環(huán)境因素的能力Highself-monitors高度自我監(jiān)控者:Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations.對于外在變化極具敏感性，并且可以在不同的環(huán)境中采取不同的行為Canpresentcontradictorypublicpersonaandprivateselves.可以在公領域及私領域之間展現(xiàn)完全不同的行為Lowself-monitors低度自我監(jiān)控者：

Donotadjusttheirbehaviortothesituation.無法調整自己的行為

Arebehaviorallyconsistentinpublicandprivate.在公領域和私領域之間展現(xiàn)一致的行為19Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights(cont’d)Risk-Taking風險承受Thepropensity(willingness)totakerisks.承擔風險的意愿Highrisk-takerstakelesstimeandrequirelessinformationthanlowrisk-takerswhenmakingadecision.在做決策時，高度風險承擔者比低度風險承擔者花費較少的時間及信息來做決策Organizationaleffectivenessismaximizedwhentherisk-takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager.為使組織效益極大化，管理者應該試圖滿足愿意承擔風險的員工與特定工作需求20Copyright?2005PrenticeHall,Inc.Allrightsreserved.*EmotionsandIntelligence情緒智力Emotions情緒Intensefeelings(reactions)thataredirectedatspecificobjects(someoneorsomething)情緒是受到某人或某事刺激時的立即感受Universalemotions:Anger生氣Fear恐懼Sadness悲傷Happiness快樂Disgust厭惡Surprise驚訝21Copyright?2005PrenticeHall,Inc.Allrightsreserved.*EmotionsandIntelligenceEmotionalIntelligence(EI)情緒智力Anassortmentofnoncognitiveskills,capabilities,andcompetenciesthatinfluenceaperson’sabilitytosucceedincopingwithenvironmentaldemandsandpressures.一種非認知的技能、潛能和素質范疇，它影響到一個人能否成功地面對環(huán)境的要求與壓力。DimensionsofEI:情緒智力的維度Self-awareness:knowingwhatyou’refeeling自我意識Self-management:managingemotionsandimpulses自我管理Self-motivation:persistingdespitesetbacksandfailures自我激勵Empathy:sensinghowothersarefeeling感同身受Socialskills:handlingtheemotionsofothers社會技能22Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.4Holland’sTypologyofPersonalityandSampleOccupations人格類型與職業(yè)范例Realistic現(xiàn)實型傾向從事需要技巧、力量與合作的活動Investigative研究型喜歡需要思考、組織以及理解的活動Social社會型喜歡幫助或引導他人的活動Conventional傳統(tǒng)型喜歡規(guī)范、有秩序、明確的活動Enterprising.企業(yè)型喜歡談話式的活動，以藉此影響他人、得到權力Artistic.藝術型喜歡可以自由表達創(chuàng)作、不受限制、沒有規(guī)范的活動23Copyright?2005PrenticeHall,Inc.Allrightsreserved.*UnderstandingPersonalityDifferencesPersonality-JobFitTheory(Holland)人格—職業(yè)配合理論Anemployee’sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee’spersonalityandoccupation.一位員工對工作的滿意度以及離職的機率，取決于性格與工作環(huán)境契合的程度Keypointsofthetheory理論重點：Therearedifferencesinpersonalities.每個人的性格都有先天差異Therearedifferenttypesofjobs.有各種不同類型的工作

Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual.在工作環(huán)境和本身性格一致的情況下，工作滿意度和離職率有關24Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Perception知覺Perception知覺Aprocessbywhichindividualsgivemeaning(reality)totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions.個體為了對自己所在的環(huán)境賦予意義而組織和解釋自己的感覺印象的過程。Factorsinfluencingperception:知覺主體——興趣、經(jīng)歷以及期待目標——特色、對比和相似性情境——如地點、時間、位置，會引起對目標物的吸引力或轉移25Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.5PerceptionChallenges:WhatDoYouSee?26Copyright?2005PrenticeHall,Inc.Allrightsreserved.*27Copyright?2005PrenticeHall,Inc.Allrightsreserved.*HowWePerceivePeople歸因理論歸因理論(attributiontheory)說明了我們對某一特定行為的不同解釋，會導致我們對該特定人物的不同判斷發(fā)自內(nèi)在的行為：是個體能主動掌控的外在因素的行為：受外部因素的影響決定行為的因素情況特殊性：不同的情境下有不同的行為團體共通性：在相同情境下，每個人都會有相同的反應個體一貫性：相同行為的規(guī)律性28Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.6AttributionTheory歸因理論29Copyright?2005PrenticeHall,Inc.Allrightsreserved.*HowWePerceivePeople(cont’d)AttributionTheory(cont’d)Fundamentalattributionerror基本歸因錯誤Thetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors.當在判斷他人行為時，會有低估外在因素的影響，以及高估內(nèi)部或個人因素影響的現(xiàn)象Self-servingbias自我服務偏差Thetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors.個人傾向于把成功歸因于自己的能力或努力等內(nèi)部因素，卻將失敗歸因于運氣不佳等外部因素30Copyright?2005PrenticeHall,Inc.Allrightsreserved.*ShortcutsUsedinJudgingOthersAssumedSimilarity假設相似Assumingthatothersaremorelikeusthantheyactuallyare.假設每個人都和我們一樣，而非他們實際的樣子Stereotyping刻板印象Judgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof.將觀察對象列入某一特定族群，并以此來判斷其性格HaloEffect月暈效應Formingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson判斷某人的依據(jù)是以其單一特征來評斷31Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Learning學習Learning學習Anyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.由經(jīng)驗所導致較長期性的行為改變Almostallcomplexbehaviorislearned.幾乎所有復雜的行為都是學習而來的Learningisacontinuous,life-longprocess.學習是持續(xù)且一輩子的過程Theprinciplesoflearningcanbeusedtoshapebehavior利用學習原理可以塑造行為Theoriesoflearning:

學習理論OperantconditioningSociallearning社會學習32Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Learning(cont’d)OperantConditioning操作性條件反射

(B.F.Skinner)Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience.操作性條件反射理論認為結果會影響一個人的行為，而且是透過經(jīng)驗而習得Operantbehavior:voluntaryorlearnedbehaviors操作性反射行為：行為是自發(fā)和學習而來Behaviorsarelearnedbymakingrewardscontingenttobehaviors.透過行為表現(xiàn)的獎賞而習得行為Behaviorthatisrewarded(positivelyreinforced)islikelytoberepeated.正面獎賞的行為是可以重復發(fā)生

Behav