1、Chapter 14 FOUNDATIONS OF BEHAVIOR,Learning Objectives,You should learn to: Define the focus and goals of organizational behavior Describe the three components of an attitude Identify the role that consistency plays in attitudes Explain the relationship between satisfaction and productivity Tell how
2、 managers can use the Myers-Briggs personality type framework and the big-five model of personality,Learning Objectives (cont.),You should learn to: Define emotional intelligence情商 Describe attribution theory归因理论 and its use in explaining individual behavior个体行为 Identify the types of shortcuts捷径 man
3、agers use in judging others Explain how managers can shape塑造 employee behavior,Why Look At Individual Behavior?,Organizational Behavior (OB) concerned specifically with the actions of people at work addresses issues that are not obvious,The Organization as an Iceberg,Why Look At Individual Behavior
4、(cont.),Focus of OB individual behavior attitudes态度, personality个性, perception认知, learning学习, and motivation动机 group behavior norms准则, roles角色, team building团队建设, leadership领导, and conflict冲突 individuals in a group setting behave differently from individuals acting alone Goals of OB Explain解释, predi
5、ct预期, and influence影响 behavior managers success depends on getting things done through other people,I 个体行为 Individual Behavior,LECTURE OUTLINE 1、态度Attitudes 2、个性Personality3、认知Perception4、学习learning,Attitudes,Attitude Definition evaluative statements concerning objects, people, or events three compo
6、nents cognitive - beliefs, opinions, knowledge, or information held by a person affective - emotion or feeling term attitude usually refers to this component behavioral - intention to behave in a certain way toward someone or something,Attitudes (cont.),Job-Related Attitudesjob satisfaction - employ
7、ees general attitude toward her/his job job involvement - degree to which an employee identifies with her/his job degree of active participation in the job feeling that job performance is important to self-worth organizational commitment - employees loyalty to, identification with, and involvement i
8、n the organization organizational citizen behavior (OCB) - discretionary behavior that is not part of the formal job requirements promotes effective functioning of the organization,Attitudes (cont.),Attitudes and Consistency people seek consistency: among their attitudes between their attitudes and
9、behavior inconsistency gives rise to steps to achieve consistency alter attitudes or behavior develop rationalization for the inconsistency,present employee with questions that elicit how they feel about their jobs, work groups, supervisors, or the organization attitude score is the sum of responses
10、 to individual items,Attitude Surveys 态度调查,Sample Attitude Survey,Implications for managers,Satisfaction-Productivity Controversy争论 traditional belief was that happy workers were productive workers research evidence suggests that if satisfaction has a positive influence on productivity, it is small
11、contingency factors have clarified the relationship between satisfaction and productivity effect of environmental factors that constrain employee behavior research designs do not permit conclusions about cause and effect,PersonalityPersonality is defined as a combination of psychological traits that
12、 classifies a person.(个性是个体的心理特质的综合)Predicting behavior from personality traits(根据个性特质预测行为),Personality,Predicting Behavior from Personality Traits Locus of Control internals - believe that they control their own destiny externals - believe their lives are controlled by outside forces less satisfied
13、 and involved with their jobs more alienated from the work setting Machiavellianism - people who are high on this trait: are pragmatic, maintain emotional distance, believe that ends can justify the means are productive in jobs that require bargaining and have high rewards for success,Predicting Beh
14、avior from Personality Traits (cont.) Self-Esteem - degree of liking for oneself related to expectations for success high self-esteem individuals will take risks in job selection more satisfied with their jobs low self-esteem individuals susceptible to social influence Self-Monitoring - ability to a
15、djust ones behavior to situational factors high self-monitors can present striking contradictions between their public persona and their private selves,Personality (cont.),Predicting Behavior from Personality Traits (cont.) Risk-Taking - affects time required to make a decision how much information
16、is required before making a choice Personality Types in Different Cultures a countrys culture can influence dominant personality characteristics of its people e.g., national cultures differ in the strength of locus of control,Personality (cont.),Myers-Briggs Type Indicator (MBTI),Myers-Briggs Type I
17、ndicator (MBTI) - four dimensions social interaction: Extrovert or Introvert preference for gathering data: Sensing or Intuitive preference for decision making: Feeling or Thinking style of making decisions: Perceptive or Judgmental 16 personality types by combining dimensions lack of evidence to su
18、pport the MBTIs validity,Emotional Intelligence (EI) assortment of noncognitive skills, capabilities, and competencies that influence a persons ability to succeed in coping with environmental demands and pressures self-awareness - aware of what youre feeling self-management - ability to manage ones
19、emotions self-motivation - persistence in the face of setbacks empathy - ability to sense how others are feeling social skills - ability to handle the emotions of others EI related to performance at all organizational levels especially relevant to performance in jobs requiring social interaction,Per
20、sonality (cont.),Implications for managersThe major value of a manager understanding personality differences probably lies in employee selection.,Perception,Definition process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions印象 none of us
21、 sees reality we interpret what we see and call it reality,Factors That Influence Perceptionperceiver - individuals personal characteristics attitudes, personality, experience, expectations target - relationship of target to its background situation - time, location, light, color, and other environm
22、ental factors,Perception Challenges: What do you see?,Attribution Theory,used to explain how we judge people differently depending on what meaning we attribute to a given behavior develop explanations of why people behave in certain ways internal explanations - behavior under the control of the pers
23、on external explanations - behavior the result of situational constraints e.g., chance, rules, custom,cause of behavior determined by: distinctiveness - whether person displays a behavior in many situations or whether it is particular to one situation less distinctiveness leads to internal attributi
24、on consensus - behavior of others in same situation high consensus leads to external attribution consistency - regularity with which person engages in the behavior greater consistency leads to internal attribution,Attribution Theory (cont.),Attribution Theory,errors and biases may distort attributio
25、ns fundamental attribution error - tendency to explain behavior of others by: overestimating the influence of internal factors underestimating the influence of external factors self-serving bias - personal success attributed to internal factors personal failure attributed to external factors,Attribu
26、tion Theory (cont.),Perception (cont.),Shortcuts Frequently Used in Judging Others make perceptual task easier can be valuable or lead to errors selectivity - portions of stimuli bombarding ones senses are selected based on interests, background, and attitudes of the perceiver assumed similarity - “
27、like me” effect perception of other based on perceived similarities stereotyping - base perceptions of an individual on ones impressions of the group to which s/he belongs halo effect - general impression about a person is forged on the basis of a single characteristic,Implications for a managersMan
28、agers need to recognize that their employees react to perceptions,not reality.,Learning,Definition any relatively permanent change in behavior that occurs as a result of experience almost all complex behavior is learned Operant Conditioning argues that behavior is a function of its consequences desc
29、ribes voluntary or learned behavior reinforcement strengthens a behavior and increases the likelihood that it will be repeated pleasing consequences that follow a specific behavior increases the frequency of that behavior,Learning (cont.),Social Learning learning by observing other people and direct
30、 experience influence of model determined by: attentional processes - must recognize and attend to critical features of the model retention processes - must remember the models actions motor reproduction processes - performing actions observed in the model reinforcement processes - positive incentiv
31、es necessary to motivate performance of the models actions,Learning (cont.),Shaping: A Managerial Tool shape behavior by systematically reinforcing each successive step that moves the individual closer to the desired behavior shaping accomplished by: positive reinforcement - desired response is foll
32、owed by something pleasant negative reinforcement - desired response followed by eliminating or withdrawing something unpleasant punishment - undesirable behavior followed by something unpleasant extinction - no rewards follow undesired response,Learning (cont.),Implications for Managers manage empl
33、oyee learning by means of rewards positive and negative reinforcement strengthen a desired behavior tend to increase its frequency punishment and extinction weaken an undesired behavior tend to decrease its frequency managers should serve as models set examples of the desired behavior,Implications f
34、or managersManagers can clearly benefit from understanding the learning process.Implications for individual: Individual learning Incremental learning Adaptive learning Developmental learning,第15章 UNDERSTANDING GROUPS AND TEAMS 群体与团队,Learning Objectives,You should learn to: Differentiate between form
35、al and informal groups群体 Describe the five stages of group development群体建立 Identify how roles角色 and norms准则 influence an employees behavior Describe the key components组成要素 in the group behavior model Identify the advantages and disadvantages of group decision making决策,Learning Objectives (cont.),You
36、 should learn to: Explain the increased popularity越来越普遍 of teams in organizations Describe the four most common types类型 of teams in organizations List the characteristics特征 of effective teams有效团队 Identify how managers can build trust信任,Understanding Group Behavior,Group two or more interacting and i
37、nterdependent individuals who come together to achieve particular goals formal groups - established by the organization have designated work assignments and specific tasks different types exist informal groups - occur naturally in the workplace in response to the need for social contact,Examples of
38、Formal Groups,Understanding Group Behavior (cont.),Stages of Group Development forming - people join the group either because of a work assignment or for some other benefit begin to define the groups purpose, structure, and leadership stage marked by much uncertainty storming - acceptance of the gro
39、ups existence conflict over who will control the group norming - relationships and a sense of group identity develop group assimilates a common set of expectations of what defines correct member behavior,Understanding Group Behavior (cont.),performing - group structure is functional and accepted gro
40、up energy has moved to task performance adjourning - group prepares to disband attention devoted to wrapping up activitiesGroup does not necessarily become more effective as it moves through the first four stage group effectiveness is a complex issue that is affected by factors other than developmen
41、tal stage,Stages Of Group Development,Prestage,Stage I Forming,Stage II Storming,Stage III Norming,Stage V Adjourning,Stage IV Performing,Understanding Group Behavior (cont.),Basic Group Concepts Role - set of expected behavior patterns attributed to someone who occupies a given position in a social
42、 unit group members have particular roles roles oriented towards task accomplishment or maintaining group member satisfaction individuals play multiple roles role conflict - individual confronted by different role expectations,Understanding Group Behavior (cont.),Norms - acceptable standards or expe
43、ctations that are shared by the groups members each group has: its own unique set of norms common norms related to levels of effort and performance exert powerful influence on performance Conformity - acceptance by group makes some members susceptible to conformity pressures group norms push members
44、 toward conformity results in alignment of opinions,Understanding Group Behavior (cont.),Status - a prestige grading, position, or rank in a group may be conferred informally based on personal characteristics may be formally conferred Group Size - effect on behavior of group depends upon the type of
45、 outcome large groups - good for getting diverse input small groups - good at making use of information dispersion of responsibility in large groups leads to free rider tendency,Understanding Group Behavior (cont.),Group Cohesiveness - degree to which members are attracted to a group and share the g
46、roups goals relationship between cohesiveness and group effectiveness depends upon the alignment of group and organizational goals,Strong Increase in Productivity,Decrease in Productivity,No Significant Effect on Productivity,Moderate Increase in Productivity,Relationship Between Cohesiveness And Pr
47、oductivity,Understanding Group Behavior (cont.),Basic Group Concepts (cont.) Conflict Management conflict - perceived incompatible differences resulting in some form of interference or opposition differences may be real or not traditional view - conflict must be avoided human relations view - confli
48、ct is a natural and inevitable outcome in any group conflict need not be negative conflict has the potential to be a positive force for performance,Understanding Group Behavior (cont.),Conflict Management (cont.)冲突管理 interactionist view - some conflict is absolutely necessary functional conflict - s
49、upports the goals of the work group and improves its performance dysfunctional conflict - prevents group from achieving its goals,Understanding Group Behavior (cont.),Conflict Management (cont.) type of conflict task conflict - content and goals of the work low-to-moderate levels are functional relationship conflict - interpersonal relationships almost always dysfunctional process conflict - how work gets done low levels are functional conflict may be resolved in five ways no technique is ideal for every situation,Conflict and Group Performance,
