组织行为学教案英文版

1、治理学大师斯蒂芬P罗宾斯组织行为学MBA授课讲义CHAPTER 1 - INTRODUCTION TO ORGANIZATIONAL BEHAVIORCHAPTER OBJECTIVESAfter reading this chapter students should be able to:Define organizational behavior (OB).Identify the primary behavioral disciplines contributing to OB.Describe the three goals of OB.List the major challeng

2、es and opportunities for managers to use OB concepts.Describe how OB concepts can help make organizations more productive.Discuss why work force diversity has become an important issue in management.Explain how managers and organizations are responding to the problem of employee ethical dilemmas.Dis

3、cuss how knowledge of OB can help managers stimulate organizational innovation and change.LECTURE OUTLINETHE FIELD OF ORGANIZATIONAL BEHAVIORDefinitionOrganizational behavior is the systematic study of the actions and attitudes that people exhibit within organizations. (ppt 4)Key parts of the defini

4、tionSystematic study (ppt 5)The use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect. (ppt 6)OBits theories and conclusionsis based on a large number of systematically designed research studies.Syst

5、ematic study of actions (or behaviors) and attitudes include three areas: productivity, absenteeism, and turnover. (ppt 7) Managers clearly are concerned with the quantity and quality of output that each employee generates. Absence and turnoverparticularly excessively high ratescan adversely affect

6、this output.Organizational citizenshipdiscretionary behavior that is not part of an employees formal job requirements but promotes effective organizational functioningis a fourth type of behavior that has recently been found to be important in determining employee performance. (ppt 8-9)Organizationa

7、l behavior is also concerned with employee job satisfaction, which is an attitude. (ppt 10) Job satisfaction is a concern for three reasons. There may be a link between satisfaction and productivity. Satisfaction appears to be negatively related to absenteeism and turnover. It can be argued that man

8、agers have a humanistic responsibility to provide their employees with jobs that are challenging, intrinsically rewarding, and satisfying.Systematic study of people within an organizationOB is specifically concerned with work-related behavior. An organization is a consciously coordinated social unit

9、, which comprises two or more people and functions on a relatively continuous basis to achieve a common goal or set of goals. (ppt 11) OB is characterized by formal roles that define and shape the behavior of its members. Contributing Disciplines (ppt 12)Organizational behavior is applied behavioral

10、 science.The predominant contributing disciplines are psychology, sociology, social psychology, anthropology, and political science. Psychology contributes mainly at the individual/micro level of analysis, whereas the latter disciplines contribute on the group/macro level of analysis.Psychology is t

11、he science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Psychologists concern themselves with studying and attempting to understand individual behavior. Contributors are learning theorists, personality theorists, counseling psychologists, and, most i

12、mportant, industrial and organizational psychologists.Early industrial psychologists concerned themselves with problems of fatigue, boredom, and any other factor relevant to working conditions that could impede efficient work performance. More recently, their contributions have been expanded to incl

13、ude learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee-selection techniques, job design, and work stress.Sociology studies people in relati

14、on to their fellow human beings. Greatest contribution has resulted from their study of group behavior in organizations, particularly formal and complex organizations. Areas of valuable input include group dynamics, design of work teams, organizational culture, formal organization theory and structu

15、re, bureaucracy, communications, status, power, conflict, and work/life balance.Social psychology is an area within psychology, blending concepts from psychology and sociology. It focuses on the influence of people on one another. A major area of concernchangehow to implement it and how to reduce ba

16、rriers to its acceptance. Areas of significant contributions are in measuring, understanding, and changing attitudes, communication patterns, the ways in which group activities can satisfy individual needs, and group decision-making processes.Anthropology is the study of societies to learn about hum

17、an beings and their activities.It includes human physical character, evolutionary history, geographic distribution, group relationships, and cultural history and practices.This has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries a

18、nd within organizations. Political science, the study of the behavior of individuals and groups within a political environment, is frequently overlooked. Specific topics of concern to political scientists include structuring of conflict, allocation of power, and how people manipulate power for indiv

19、idual self-interest.GOALS OF ORGANIZATIONAL BEHAVIORWhat three goals does OB seek (ppt 13)ExplanationSeek to answer why an individual or a group of individuals did something.Explanation is the least important of the three goals, from a management perspective, because it occurs after the fact. Predic

20、tionThe goal of prediction focuses on future events to determine what outcomes will result from a given action. There are various ways to implement a major change, so the manager is likely to assess employee responses to several change interventions. Such information can be used in making the decisi

21、on as to which change effort to use.ControlThe most controversial goal is to control behavior because most of us live in democratic societies, which are built upon the concept of personal freedom. OB does offer technologies that facilitate the control of people. Whether those technologies should be

22、used in organizations becomes an ethical question.CHALLENGES AND OPPORTUNITIES FOR OB: A MANAGERIAL PERSPECTIVEThe ability to explain, predict, and control organizational behavior has never been more important to managers because of changing workforce demographics; global competition which require f

23、lexibility, rapid change and innovation; and organizational commitment and loyalty changes. (ppt 14-15)Increased Foreign AssignmentsOrganizations are no longer constrained by national borders, which means as a manager, youre increasingly likely to find yourself in a foreign assignment.Working with P

24、eople from Different CulturesGlobalization also means that you will be working with bosses, peers, and other employees that were raised in different cultures.Coping with Anti-Capitalism BacklashCapitalisms focus on efficiency and growth is not accepted worldwide.Overseeing Movement of Jobs to Countr

25、ies with Low-Cost LaborManagement is under pressure to keep labor costs down, yet moving jobs to lower labor cost countries also gets criticized.Workforce diversity means that organizations are becoming a more heterogeneous mix of people.Workforce diversity means that organizations are becoming more

26、 heterogeneous in terms of gender, race, and ethnicity.Encompasses anyone who varies from the norm. In addition to the more obvious groupswomen, African Americans, Hispanic Americans, and Asian Americansit also includes the physically disabled, homosexuals, and the elderly.Embracing Diversity (ppt 1

27、6-17)Traditional melting pot approach to differences in organizations assumed that people who were different would somehow automatically want to assimilate. Now the challenge for organizations is to make themselves more accommodating to diverse groups.Changing U.S. DemographicsDiverse groups were su

28、ch a small percentage of the U.S. workforce.The bulk of the pre-1980s workforce was male Caucasians working full time to support a non-employed wife and school-aged children. Currently, 46.6 percent of the U.S. labor force are women. Minorities and immigrants make up 23 percent.Workforce diversity h

29、as important implications for management practice. Managers need to recognize differences and respond to them.Diversity, if positively managed, can increase creativity and innovation in organizations as well as improve decision making by providing different perspectives on problems.Improving Quality

30、 and Productivity (ppt 18)Managers are facing constant challenges to improve quality and productivity. To do this, they are implementing programs such as quality management and process reengineering, which require extensive employee involvement. (ppt 19-20)See Exhibit 1-3, What Is Total Quality Mana

31、gement?Process reengineering asks managers to reconsider how work would be done and how would their organization be structured if they were to start over.Improving People Skills (ppt 21-22)People skills are critical to managerial effectiveness. There are specific people skills that managers can use

32、on the job. The text will raise this as you read.Improving Customer ServiceThe majority of employees in developed countries work in service jobs, which requires substantial interaction with an organizations customers.OB can contribute to performance by showing how employee attitudes and behavior are

33、 associated with customer satisfaction.Empowering PeopleThe reshaping of the relationship between managers and those they are supposedly responsible for managing. Decision-making is being pushed down to the operating level.Managers are allowing employees full control of their work. An increasing num

34、ber of organizations are using self-managed teams.Managers are empowering employees. Managers are having to learn how to give up control, and employees are having to learn how to take responsibility for their work and make appropriate decisions.Working in Networked OrganizationsTechnology has allowe

35、d people to communicate and work together even though they may be thousands of miles apart.Stimulating Innovation and ChangeTodays successful organizations must foster innovation and master the art of change or they will become candidates for extinction. Victory will go to those organizations that m

36、aintain their flexibility, continually improve their quality, and beat their competition to the marketplace with a constant stream of innovative products and services. The challenge for managers is to stimulate employee creativity and tolerance for change. The field of OB provides a wealth of ideas

37、and techniques to aid in realizing these goals.Coping with “Temporariness”Managers have always been concerned with change. What is different is the amount of time between change implementations. Today, change is an ongoing activity for most managers. The concept of continuous improvement, for instan

38、ce, implies constant change.Managing used to be characterized by long periods of stability interrupted occasionally by short periods of change. That is reversed today.Managers and employees face a world of permanent “temporariness.” Workers need to continually update their knowledge and skills to pe

39、rform new job requirements. Work groups are also increasingly in a state of flux. In the past employees were assigned to a specific department, and that assignment was relatively permanent. Organizations themselves are in a state of flux. They continually reorganize their various divisions, sell off

40、 poorly performing businesses, downsize operations, and replace permanent employees with temporaries.Todays managers and employees must learn to learn to live with flexibility, spontaneity, and unpredictability.I. Helping Employees Balance Work/Life ConflictsThe typical employee no longer shows up M

41、onday through Friday for an eight- or nine-hour shift.A number of forces have contributed to the blurring of the line between work and nonwork time, thus, creating personal conflicts and stress.a)The creation of global organizations means the work world never sleeps.b)Communication technology allows

42、 employees to do their work anywhereat home, in their car, or on the beach.c)Organizations are asking employees to put in longer hours.d)Few families have only a single breadwinner.Employees are not happy about work squeezing out personal lives.Organizations that do not help their people achieve wor

43、k/life balance will find it increasingly hard to attach and retain employees.J.Declining Employee Loyalty1.Corporate employees used to believe that their employers would reward loyalty and good work with job security, generous benefits, and steady pay increases. 2.That changed beginning in the mid-1

44、980s as corporations sought to become “lean and mean” by closing factories, moving operations to lower-cost countries, selling off or closing down less-profitable businesses, eliminating entire levels of management, replacing permanent employees with temporaries, and substituting performance-based p

45、ay systems for seniority-based programs. 3.European companies are also doing this.These changes have resulted in a sharp decline in employee loyalty.K.Improving Ethical BehaviorIn todays organizational world it is not surprising that many employees feel pressured to cut corners, break rules, and eng

46、age in other forms of questionable practices.Members of organizations are increasingly finding themselves facing ethical dilemmas, situations in which they are required to define right and wrong conduct. Good ethical behavior has never been clearly defined. In recent years the line differentiating r

47、ight from wrong has become even more blurred. All around them employees see peopleelected officials, successful executives, and employees in other companiesengaging in unethical practices.4.There are a variety of responses to this problem.Write and distribute codes of ethics to guide employees throu

48、gh ethical dilemmas. Offer seminars, workshops, and similar training programs to try to improve ethical behaviors. Provide in-house advisors, who can be contacted, in many cases anonymously, for assistance in dealing with ethical issues. Create protection mechanisms for employees who reveal internal

49、 unethical practices.5.Todays manager needs to create an ethically healthful climate in which his or her employees can do their work productively and confront a minimal degree of ambiguity regarding what constitutes right and wrong behaviors.THE PLAN OF THIS BOOKThe book uses a building block approa

50、ch. (ppt 23)See Exhibit 1-4.Chapters 2 through 6 deal with the individual in the organization. The foundations of individual behaviorvalues, attitudes, perception, and learning. The role of personality and emotions in individual behavior. Conclude with motivation issues and individual decision makin

51、g.Chapters 7 through 12 address group behavior. Introduce a group behavior model.Discuss ways to make teams more effective.Consider communication issues and group decision-making.Investigate leadership and the issues of trust, power, politics, and conflict and negotiation.Organizational behavior rea

52、ches its highest level of sophistication when we add the formal organization system to our knowledge of individual and group behavior. Chapters 13 through 16, discuss:How an organizations structure, work design, and technology affect behavior.The effect that an organizations human resource policies

53、and practices have on people.How each organization has its own culture that acts to shape the behavior of its members.The various organizational change and development techniques that managers can use to affect behavior for the organizations benefit.SUMMARY (ppt 24-25)Organizational behavior (OB) is

54、 the systematic study of the actions and attitudes that people exhibit within organizations.Organizational behavior is applied behavioral science. The predominant contributing disciplines are psychology, sociology, social psychology, anthropology, and political science.The three primary goals of OB

55、are to explain why an individual or a group of individuals do something; to predict future eventsto determine what outcomes will result from a given action; and to control behavior, the most controversial goal of the three. OB does offer technologies that facilitate the control of people. Whether th

56、ose technologies should be used in organizations becomes an ethical question.The major challenges and opportunities for managers to use OB concepts occur in the areas of customer service, improving quality and productivity through the use of quality management, reengineering and other techniques; im

57、proving people skills; managing workforce diversitya key challenge since organizations are becoming more heterogeneous in terms of gender, race, and ethnicity; responding to globalization; empowering people by the reshaping of the relationship between managers and those theyre supposedly responsible

58、 for managing; stimulating innovation and change; coping with temporariness as the workforce becomes more part time and contingency based; dealing with declining employee loyalty; and improving ethical behavior.The plan of the book is built on a building-block approach. Chapters 2 through 6 deal wit

59、h the individual in the organization. Chapters 7 through 12 address group behavior. Chapters 13 through 16, discuss how an organizations structure, work design, and technology affect behavior, the effect that an organizations human resource management policies and practices have on people, how each

60、organization has its own culture that acts to shape the behavior of its members, and the various organizational change and development techniques that managers can use to affect behavior for the organizations benefit.DISCUSSION QUESTIONSDefine organizational behavior (OB).Answer - Organizational beh