管理学罗宾斯9版英文Robbinsfom909课件

1、管理学罗宾斯9版英文Robbinsfom9091-1Chapter9Foundationsof Individual Behavior管理学罗宾斯9版英文Robbinsfom9091-2Learning Outcomes Identify the focus and goals of organizational behavior (OB). Explain the role that attitudes play in job performance. Describe different personality theories.管理学罗宾斯9版英文Robbinsfom9091-3Lear

2、ning Outcomes (cont.) Describe perception and the factors that influence it. Discuss learning theories and their relevance in shaping behavior. Discuss contemporary issues in OB.管理学罗宾斯9版英文Robbinsfom9091-49.1Identify the focus and goals of organizational behavior (OB). 管理学罗宾斯9版英文Robbinsfom9091-5Organ

3、izational Behavior管理学罗宾斯9版英文Robbinsfom9091-6Goals of Organizational BehaviorEmployee productivityAbsenteeismTurnoverOrganizational citizenship behaviorJob satisfactionWorkplace misbehavior管理学罗宾斯9版英文Robbinsfom9091-79.2Explain the role that attitudes play in job performance.管理学罗宾斯9版英文Robbinsfom9091-8A

4、ttitudes and Job PerformanceJob satisfactionJob involvementOrganizational commitmentEmployee engagement管理学罗宾斯9版英文Robbinsfom9091-9Attitudes and Consistency Cognitive dissonance:Any incompatibility or inconsistency between attitudes or between behavior and attitudes.管理学罗宾斯9版英文Robbinsfom9091-10Understa

5、nding Attitudes管理学罗宾斯9版英文Robbinsfom9091-119.3Describe different personality theories. 管理学罗宾斯9版英文Robbinsfom9091-12Personality TheoriesPersonality:A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.管理学罗宾斯9版英文Robbi

6、nsfom9091-13Big Five Model of PersonalityThe Big Five factors are: Extraversion Agreeableness Conscientious Emotional stability1.Openness to experience管理学罗宾斯9版英文Robbinsfom9091-14Emotional IntelligenceFive dimensions: Self-awareness Self-management Self-motivation Empathy Social skills管理学罗宾斯9版英文Robbi

7、nsfom9091-15Personality TraitsCan personality traits predict practical work-related behaviors?管理学罗宾斯9版英文Robbinsfom9091-16Matching Personalities and Jobs管理学罗宾斯9版英文Robbinsfom9091-17Personality Traits Across Cultures National cultures differ in terms of the degree to which people believe they control t

8、heir environment.管理学罗宾斯9版英文Robbinsfom9091-18Understanding Personality Job-person compatibility Understanding different approaches to work Being a better manager管理学罗宾斯9版英文Robbinsfom9091-199.4Describe perception and the factors that influence it. 管理学罗宾斯9版英文Robbinsfom9091-20Perception管理学罗宾斯9版英文Robbinsf

9、om9091-21Judging Employees管理学罗宾斯9版英文Robbinsfom9091-22Distorted AttributionsFundamental 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 tendenc

10、y for individuals to attribute their successes to internal factors while putting the blame for failures on external factors.管理学罗宾斯9版英文Robbinsfom9091-23Perceptual Shortcuts管理学罗宾斯9版英文Robbinsfom9091-24Understanding Perception Employees react to perception, not reality. The potential for perceptual dist

11、ortion exists.管理学罗宾斯9版英文Robbinsfom9091-259.5Discuss learning theories and their relevance in shaping behavior. 管理学罗宾斯9版英文Robbinsfom9091-26Operant Conditioning管理学罗宾斯9版英文Robbinsfom9091-27Social Learning TheoryLearning both through observation and direct experience管理学罗宾斯9版英文Robbinsfom9091-28Shaping Beh

12、aviorPositive reinforcementNegative reinforcementPunishmentExtinction管理学罗宾斯9版英文Robbinsfom9091-29Managing Employees LearningWatch what you reward.1.Watch what you do.管理学罗宾斯9版英文Robbinsfom9091-309.6Discuss contemporary issues in OB. 管理学罗宾斯9版英文Robbinsfom9091-31Contemporary Issues管理学罗宾斯9版英文Robbinsfom9091-32Managerial Challenges