管理学,罗宾斯,9版,英文Robbins-fom9-09

Copyright©2021PearsonEducation,Inc.9-1Chapter9FoundationsofIndividualBehaviorLearningOutcomesIdentifythefocusandgoalsoforganizationalbehavior(OB).Explaintherolethatattitudesplayinjobperformance.Describedifferentpersonalitytheories.Copyright©2021PearsonEducation,Inc.9-2LearningOutcomes(cont.)Describeperceptionandthefactorsthatinfluenceit.Discusslearningtheoriesandtheirrelevanceinshapingbehavior.DiscusscontemporaryissuesinOB.Copyright©2021PearsonEducation,Inc.9-3Copyright©2021PearsonEducation,Inc.9-49.1Identifythefocusandgoalsoforganizationalbehavior(OB).OrganizationalBehaviorCopyright©2021PearsonEducation,Inc.9-5GoalsofOrganizationalBehaviorEmployeeproductivityAbsenteeismTurnoverOrganizationalcitizenshipbehaviorJobsatisfactionWorkplacemisbehaviorCopyright©2021PearsonEducation,Inc.9-6Copyright©2021PearsonEducation,Inc.9-79.2Explaintherolethatattitudesplayinjobperformance.AttitudesandJobPerformanceJobsatisfactionJobinvolvementOrganizationalcommitmentEmployeeengagementCopyright©2021PearsonEducation,Inc.9-8AttitudesandConsistency Cognitivedissonance: Anyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.Copyright©2021PearsonEducation,Inc.9-9UnderstandingAttitudes9-10Copyright©2021PearsonEducation,Inc.Copyright©2021PearsonEducation,Inc.9-119.3Describedifferentpersonalitytheories.PersonalityTheories Personality: Auniquecombinationofemotional,thought,andbehavioralpatternsthataffecthowapersonreactstosituationsandinteractswithothers.Copyright©2021PearsonEducation,Inc.9-12BigFiveModelofPersonalityTheBigFivefactorsare:ExtraversionAgreeablenessConscientiousEmotionalstabilityOpennesstoexperienceCopyright©2021PearsonEducation,Inc.9-13EmotionalIntelligence Fivedimensions:Self-awarenessSelf-managementSelf-motivationEmpathySocialskillsCopyright©2021PearsonEducation,Inc.9-14PersonalityTraits

Canpersonalitytraitspredictpracticalwork-relatedbehaviors?

Copyright©2021PearsonEducation,Inc.9-15MatchingPersonalitiesandJobsCopyright©2021PearsonEducation,Inc.9-16PersonalityTraitsAcrossCulturesCopyright©2021PearsonEducation,Inc.9-17

Nationalculturesdifferintermsofthedegreetowhichpeoplebelievetheycontroltheirenvironment.UnderstandingPersonalityJob-personcompatibilityUnderstandingdifferentapproachestoworkBeingabettermanagerCopyright©2021PearsonEducation,Inc.9-18Copyright©2021PearsonEducation,Inc.9-199.4Describeperceptionandthefactorsthatinfluenceit.PerceptionCopyright©2021PearsonEducation,Inc.9-20JudgingEmployeesCopyright©2021PearsonEducation,Inc.9-21DistortedAttributions Fundamentalattributionerror: Thetendencytounderestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalfactorswhenmakingjudgmentsaboutthebehaviorofothers. Self-servingbias: Thetendencyforindividualstoattributetheirsuccessestointernalfactorswhileputtingtheblameforfailuresonexternalfactors.Copyright©2021PearsonEducation,Inc.9-22PerceptualShortcutsCopyright©2021PearsonEducation,Inc.9-23UnderstandingPerceptionCopyright©2021PearsonEducation,Inc.9-24Employeesreacttoperception,notreality.Thepotentialforperceptualdistortionexists.Copyright©2021PearsonEducation,Inc.9-259.5Discusslearningtheoriesandtheirrelevanceinshapingbehavior.OperantConditioningCopyright©2021PearsonEducation,Inc.9-26SocialLearningTheoryCopyright©2021PearsonEducation,Inc.9-27

LearningboththroughobservationanddirectexperienceShapingBehaviorCopyright©2021PearsonEducation,Inc.9-28PositivereinforcementNegativereinforcementPunishmentExtinctionManagingEmployees’LearningCopyright©2021PearsonEducation,Inc.9-29Watchwhatyoureward.Watchwhatyoudo.Copyright©2021PearsonEducation,Inc.9-309.6DiscusscontemporaryissuesinOB.ContemporaryIssuesCopyright©2021PearsonEducation,Inc.9-31ManagerialChallengesCopyright©202