组织行为学（第18版）英文课件 罗宾斯 第5 章 人格与价值观；第6 章 知觉与个体决策

OrganizationalBehaviorEighteenthEditionChapter5PersonalityandValuesCopyright©2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives(1of2)5.1Describepersonality,thewayitismeasured,andthefactorsthatshapeit.5.2DescribethestrengthsandweaknessesoftheMyers-BriggsTypeIndicator(MBTI)personalityframeworkandtheBigFivemodel.5.3Discusshowtheconceptsofcoreself-evaluation(CSE),self-monitoring,andproactivepersonalitycontributetotheunderstandingofpersonality.5.4Describehowpersonalityaffectsjobsearchandunemployment.LearningObjectives(2of2)5.5Describehowthesituationaffectswhetherpersonalitypredictsbehavior.5.6Contrastterminalandinstrumentalvalues.5.7Describethedifferencesbetweenperson-jobfitandperson-organizationfit.5.8CompareHofstede’sfivevaluedimensionsandtheGLOBEframework.DescribePersonality,theWayItIsMeasured,andtheFactorsthatShapeIt

(1of4)DefiningPersonalityPersonalityisadynamicconceptdescribingthegrowthanddevelopmentofaperson’swholepsychologicalsystem.Thesumofwaysinwhichanindividualreactstoandinteractswithothers.DescribePersonality,theWayItIsMeasured,andtheFactorsthatShapeIt

(2of4)MeasuringPersonalityManagersneedtoknowhowtomeasurepersonality.Personalitytestsareusefulinhiringdecisionsandhelpmanagersforecastwhoisbestforajob.Themostcommonmeansofmeasuringpersonalityisthroughself-reportsurveys.DescribePersonality,theWayItIsMeasured,andtheFactorsthatShapeIt(3of4)PersonalityDeterminantsIspersonalitytheresultofheredityorenvironment?Heredityreferstothosefactorsthatweredeterminedatconception.Theheredityapproacharguesthattheultimateexplanationofanindividual’spersonalityisthemolecularstructureofthegenes,locatedinthechromosomes.DescribePersonality,theWayItIsMeasured,andtheFactorsthatShapeIt(4of4)Earlyresearchtriedtoidentifyandlabelenduringpersonalitycharacteristics.Shy,aggressive,submissive,lazy,ambitious,loyal,andtimid.Thesearepersonalitytraits.StrengthsandWeaknessoftheMBTIandBigFiveModel(1of7)ThemostwidelyusedpersonalityframeworkistheMyers-BriggsTypeIndicator(MBTI).Individualsareclassifiedas:ExtrovertedorIntroverted(EorI)SensingorIntuitive(SorN)ThinkingorFeeling(TorF)PerceivingorJudging(PorJ)INTJsarevisionaries.ESTJsareorganizers.ENTPsareconceptualizers.StrengthsandWeaknessoftheMBTIandBigFiveModel(2of7)TheBigFiveModelExtraversionAgreeablenessConscientiousnessEmotionalstabilityOpennesstoexperienceStrengthsandWeaknessoftheMBTIandBigFiveModel(3of7)Exhibit5-1TraitsThatMatterMosttoBusinessSuccessatBuyoutCompaniesMostImportantLessImportantPersistenceStrongoralcommunicationAttentiontodetailTeamworkEfficiencyFlexibility/adaptabilityAnalyticalskillsEnthusiasmSettinghighstandardsListeningskillsSource:BasedonS.N.Kaplan,M.M.Klebanov,andM.Sorensen,“WhichCEOCharacteristicsandAbilitiesMatter?”TheJournalofFinance67,no.3(2012):973–1007.StrengthsandWeaknessoftheMBTIandBigFiveModel(4of7)Exhibit5-2ModelofHowBigFiveTraitsInfluenceOBCriteriaStrengthsandWeaknessoftheMBTIandBigFiveModel(5of7)TheDarkTriadMachiavellianism:thedegreetowhichanindividualispragmatic,maintainsemotionaldistance,andbelievesthatendscanjustifymeans.Narcissism:thetendencytobearrogant,haveagrandiosesenseofself-importance,requireexcessiveadmiration,andhaveasenseofentitlement.Psychopathy:thetendencyforalackofconcernforothersandalackofguiltorremorsewhentheiractionscauseharm.StrengthsandWeaknessoftheMBTIandBigFiveModel(6of7)Anemergingframeworktostudydarksidetraits:First,antisocialpeopleareindifferentandcalloustowardothers.Second,borderlinepeoplehavelowself-esteemandhighuncertainty.StrengthsandWeaknessoftheMBTIandBigFiveModel

(7of7)Third,schizotypalindividualsareeccentricanddisorganized.Fourth,obsessivecompulsivepeopleareperfectionistsandcanbestubborn,yettheyattendtodetails,carryastrongworkethic,andmaybemotivatedbyachievement.Fifth,avoidantindividuals

feelinadequateandhatecriticism.CSE,Self-Monitoring,andProactivePersonalityOtherPersonalityTraitsRelevanttoOBCoreSelf-Evaluation:bottomlineconclusionsindividualshaveabouttheircapabilities,competence,andworthasaperson.Self-Monitoring:measuresanindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors.ProactivePersonality:peoplewhoidentifyopportunities,showinitiative,takeaction,andpersevereuntilmeaningfulchangeoccurs.TheSituation,JobSearch,andUnemploymentWhatpersonalitycharacteristicspredictjobsearchbehaviorsamongtheunemployed?Conscientiousnessandextraversionarethetwostrongestpredictorsofjobsearchbehavior,Self-esteemandself-efficacy(partsofCSE)arealsoimportant.TheSituation,Personality,andBehavior(1of3)Situationstrengththeory:indicatesthatthewaypersonalitytranslatesintobehaviordependsonthestrengthofthesituation.Thedegreetowhichnorms,cues,orstandardsdictateappropriatebehavior.ClarityConsistencyConstraintsConsequencesTheSituation,Personality,andBehavior(2of3)Exhibit5-3TraitActivationTheory:JobsinWhichCertainBigFiveTraitsAreMoreRelevantDetailOrientationRequiredSocialSkillsRequiredCompetitiveWorkInnovationRequiredDealingwithAngryPeopleTimePressure(Deadlines)Jobsscoringhigh(thetraitslistedhereshouldpredictbehaviorinthesejobs)blankblankblankblankblankAirtrafficcontrollerClergyCoach/scoutActorCorrectionalofficerBroadcastnewsanalystAccountantTherapistFinancialmanagerSystemsanalystTelemarketerEditorLegalsecretaryConciergeSalesrepresentativeAdvertisingwriterFlightattendantAirlinepilotJobsscoringlow(thetraitslistedhereshouldnotpredictbehaviorinthesejobs)blankblankblankblankblankForesterSoftwareengineerPostalclerkCourtreporterComposerSkincarespecialistMasseusePumpoperatorHistorianArchivistBiologistMathematicianTheSituation,Personality,andBehavior(3of3)[Exhibit5-3Continued]DetailOrientationRequiredSocialSkillsRequiredCompetitiveWorkInnovationRequiredDealingwithAngryPeopleTimePressure(Deadlines)ModelBroadcasttechnicianNuclearreactoroperatorMedicaltechnicianStatisticianFitnesstrainerJobsthatscorehighactivatethesetraits(makethemmorerelevanttopredictingbehavior)blankblankblankblankblankConscientiousness(+)Extraversion(+)Extraversion(+)Openness(+)Extraversion(+)Conscientiousness(+)BlankAgreeableness(+)Agreeableness(–)BlankAgreeableness(+)Neuroticism(–)BlankBlankBlankBlankNeuroticism(–)BlankContrastTerminalandInstrumentalValues(1of3)Values:basicconvictionsaboutwhatisright,good,ordesirable.Valuesystem:ranksvaluesintermsofintensity.TheImportanceandOrganizationofValuesValues:Laythefoundationforunderstandingofattitudesandmotivation.Influenceattitudesandbehaviors.ContrastTerminalandInstrumentalValues(2of3)Terminalvs.InstrumentalValuesTerminalvalues:desirableend-statesofexistence.Instrumentalvalues:preferredmodesofbehaviorormeansofachievingterminalvalues.ContrastTerminalandInstrumentalValues(3of3)Exhibit5-4DominantWorkValuesinToday’sWorkforceCohortEnteredtheWorkforceApproximateCurrentAgeDominantWorkValuesBoomers1965–198550sto70sSuccess,achievement,ambition,dislikeofauthority;loyaltytocareerXers1985–2000Mid-30sto50sWork-lifebalance,team-oriented,dislikeofrules;loyaltytorelationshipsMillennials2000topresentTomid-30sConfident,financialsuccess,self-reliantbutteam-oriented;loyaltytobothselfandrelationshipsPerson-JobFitvs.Person-OrganizationFit(1of3)Exhibit5-5

Holland’sTypologyofPersonalityandCongruentOccupationsTypePersonalityCharacteristicsCongruentOccupationsRealistic:Prefersphysicalactivitiesthatrequireskill,strength,andcoordinationShy,genuine,persistent,stable,conforming,practicalMechanic,drillpressoperator,assembly-lineworker,farmerInvestigative:Prefersactivitiesthatinvolvethinking,organizing,andunderstandingAnalytical,original,curious,independentBiologist,economist,mathematician,newsreporterSocial:PrefersactivitiesthatinvolvehelpinganddevelopingothersSociable,friendly,cooperative,understandingSocialworker,teacher,counselor,clinicalpsychologistConventional:Prefersrule-regulated,orderly,andunambiguousactivitiesConforming,efficient,practical,unimaginative,inflexibleAccountant,corporatemanager,bankteller,fileclerkEnterprising:PrefersverbalactivitiesinwhichthereareopportunitiestoinfluenceothersandattainpowerSelf-confident,ambitious,energetic,domineeringLawyer,realestateagent,publicrelationsspecialist,smallbusinessmanagerArtistic:PrefersambiguousandunsystematicactivitiesthatallowcreativeexpressionImaginative,disorderly,idealistic,emotional,impracticalPainter,musician,writer,interiordecoratorPerson-JobFitvs.Person-OrganizationFit(2of3)Person-OrganizationFitPeoplehighonextraversionfitwellwithaggressiveandteam-orientedcultures.Peoplehighonagreeablenessmatchupbetterwithasupportiveorganizationalclimatethanonefocusedonaggressiveness.Peoplehighonopennesstoexperiencefitbetterinorganizationsthatemphasizeinnovationratherthanstandardization.Person-JobFitvs.Person-OrganizationFit(3of3)OtherDimensionsofFitAlthoughperson-jobfitandperson-organizationfitareconsideredthemostsalientdimensionsforworkplaceoutcomes,otheravenuesoffitareworthexamining.Person-groupfitPerson-supervisorfitHofstede’sFiveValueDimensionsandGLOBE(1of2)Hofstede’sFrameworkPowerdistanceIndividualismversuscollectivismMasculinityversusfemininityUncertaintyavoidanceLong-termversusshort-termorientationHofstede’sFiveValueDimensionsandGLOBE

(2of2)TheGLOBEFrameworkforAssessingCultureTheGlobalLeadershipandOrganizationalBehaviorEffectiveness(GLOBE)researchprogramupdatedHofstede’sresearch.Datafrom825organizationsand62countries.UsedvariablessimilartoHofstede’s.Addedsomenewsones.ImplicationsforManagers(1of2)Considerscreeningjobcandidatesforhighconscientiousness—andtheotherBigFivetraits—dependingonthecriteriayourorganizationfindsmostimportant.Otheraspects,suchascoreself-evaluationornarcissism,mayberelevantincertainsituations.AlthoughtheMBTIhasfaults,youcanuseitfortraininganddevelopment;tohelpemployeesbetterunderstandeachother,opencommunicationinworkgroups,andpossiblyreduceconflicts.ImplicationsforManagers(2of2)Evaluatejobs,workgroups,andyourorganizationtodeterminetheoptimalpersonalityfit.Considersituationalfactorswhenevaluatingobservablepersonalitytraits,andlowerthesituationstrengthtobetterascertainpersonalitycharacteristicsmoreclosely.Themoreyouconsiderpeople’sdifferentcultures,thebetteryouwillbeabletodeterminetheirworkbehaviorandcreateapositiveorganizationalclimatethatperformswell.CopyrightOrganizationalBehaviorEighteenthEditionChapter6PerceptionandIndividualDecisionMakingCopyright©2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives6.1Explainthefactorsthatinfluenceperception.6.2Describeattributiontheory.6.3Explainthelinkbetweenperceptionanddecisionmaking.6.4Contrasttherationalmodelofdecisionmakingwithboundedrationalityandintuition.6.5Explainhowindividualdifferencesandorganizationalconstraintsaffectdecisionmaking.6.6Contrastthethreeethicaldecisioncriteria.6.7Describethethree-stagemodelofcreativity.ExplaintheFactorsThatInfluencePerception

(1of2)Perceptionisaprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionstogivemeaningtotheirenvironment.ItisimportanttothestudyofOBbecausepeople’sbehaviorsarebasedontheirperceptionofwhatrealityis,notonrealityitself.ExplaintheFactorsThatInfluencePerception(2of2)Exhibit6-1FactorsThatInfluencePerceptionExplainAttributionTheory

(1of10)Attributiontheorysuggeststhatwhenweobserveanindividual’sbehavior,weattempttodeterminewhetheritwasinternallyorexternallycaused.Determinationdependsonthreefactors:DistinctivenessConsensusConsistencyExplainAttributionTheory(2of10)ClarificationofthedifferencesbetweeninternalandexternalcausationInternallycaused–thosethatarebelievedtobeunderthepersonalcontroloftheindividual.Externallycaused–resultingfromoutsidecauses.ExplainAttributionTheory(3of10)Exhibit6-2AttributionTheoryExplainAttributionTheory(4of10)FundamentalattributionerrorWehaveatendencytounderestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalorpersonalfactors.Self-servingbiasIndividualsattributetheirownsuccessestointernalfactors.ExplainAttributionTheory(5of10)CommonShortcutsinJudgingOthersSelectiveperceptionAnycharacteristicthatmakesaperson,object,oreventstandoutwillincreasetheprobabilitythatitwillbeperceived.Sincewecan’tobserveeverythinggoingonaroundus,weengageinselectiveperception.ExplainAttributionTheory(6of10)HaloeffectThehaloeffectoccurswhenwedrawageneralimpressionbasedonasinglecharacteristic.ContrasteffectsWedonotevaluateapersoninisolation.Ourreactiontoonepersonisinfluencedbyotherpersonswehaverecentlyencountered.ExplainAttributionTheory

(7of10)StereotypingJudgingsomeonebasedonone’sperceptionofthegrouptowhichthatpersonbelongs.Wehavetomonitorourselvestomakesurewe’renotunfairlyapplyingastereotypeinourevaluationsanddecisions.ExplainAttributionTheory

(8of10)ApplicationsofShortcutsinOrganizationsEmploymentInterviewEvidenceindicatesthatinterviewersmakeperceptualjudgmentsthatareofteninaccurate.Interviewersgenerallydrawearlyimpressionsthatbecomeveryquicklyentrenched.Studiesindicatethatmostinterviewers’decisionschangeverylittleafterthefirstfourorfiveminutesoftheinterview.ExplainAttributionTheory

(9of10)PerformanceExpectationsEvidencedemonstratesthatpeoplewillattempttovalidatetheirperceptionsofreality,evenwhenthoseperceptionsarefaulty.Self-fulfillingprophecy,

orthePygmalioneffect,characterizesthefactthatpeople’sexpectationsdeterminetheirbehavior.Expectationsbecomereality.ExplainAttributionTheory

(10of10)PerformanceEvaluationAnemployee’sperformanceappraisalisverymuchdependentupontheperceptualprocess.Manyjobsareevaluatedinsubjectiveterms.Subjectivemeasuresareproblematicbecauseofselectiveperception,contrasteffects,haloeffects,andsoon.ExplaintheLinkBetweenPerceptionandDecisionMakingIndividualsmakedecisions–choosingfromtwoormorealternatives.Decisionmakingoccursasareactiontoaproblem.Thereisadiscrepancybetweensomecurrentstateofaffairsandsomedesiredstate,requiringconsiderationofalternativecoursesofaction.Oneperson’sproblemisanother’ssatisfactorystateofaffairs.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition(1of12)Exhibit6-3StepsintheRationalDecision-MakingModelDefinetheproblem.Identifythedecisioncriteria.Allocateweightstothecriteria.Developthealternatives.Evaluatethealternatives.Selectthebestalternative.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition

(2of12)AssumptionsoftheRationalModelThedecisionmaker…Hascompleteinformation.Isabletoidentifyalltherelevantoptionsinanunbiasedmanner.Choosestheoptionwiththehighestutility.Mostdecisionsintherealworlddon’tfollowtherationalmodel.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition(3of12)BoundedRationalityMostpeoplerespondtoacomplexproblembyreducingittoalevelatwhichitcanbereadilyunderstood.Peoplesatisfice–theyseeksolutionsthataresatisfactoryandsufficient.Individualsoperatewithintheconfinesofboundedrationality.Theyconstructsimplifiedmodelsthatextracttheessentialfeatures.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition

(4of12)Howdoesboundedrationalitywork?Onceaproblemisidentified,thesearchforcriteriaandoptionsbegins.Alimitedlistofthemoreconspicuouschoicesisidentified.Thedecisionmakerthenreviewsthelist,lookingforasolutionthatis“goodenough.”RationalModelofDecisionMakingvs.BoundedRationalityandIntuition

(5of12)IntuitionIntuitivedecisionmakingoccursoutsideconsciousthought;itreliesonholisticassociations,orlinksbetweendisparatepiecesofinformation,isfast,andisaffectivelycharged,meaningitusuallyengagestheemotions.Thekeyisneithertoabandonnorrelysolelyonintuition,buttosupplementitwithevidenceandgoodjudgment.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition

(6of12)Exhibit6-4ReducingBiasesandErrorsFocusonGoals.Withoutgoals,youcan’tberational,youdon’tknowwhatinformationyouneed,youdon’tknowwhichinformationisrelevantandwhichisirrelevant,you’llfinditdifficulttochoosebetweenalternatives,andyou’refarmorelikelytoexperienceregretoverthechoicesyoumake.Cleargoalsmakedecisionmakingeasierandhelpyoueliminateoptionsthatareinconsistentwithyourinterests.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition(7of12)[Exhibit6-4Continued]LookforInformationThatDisconfirmsYourBeliefs.Oneofthemosteffectivemeansforcounteractingoverconfidenceandtheconfirmationandhindsightbiasesistoactivelylookforinformationthatcontradictsyourbeliefsandassumptions.Whenweovertlyconsidervariouswayswecouldbewrong,wechallengeourtendenciestothinkwe’resmarterthanweactuallyare.Don’tTrytoCreateMeaningoutofRandomEvents.Theeducatedmindhasbeentrainedtolookforcause-and-effectrelationships.Whensomethinghappens,weaskwhy.Andwhenwecan’tfindreasons,weofteninventthem.Youhavetoacceptthatthereareeventsinlifethatareoutsideyourcontrol.Askyourselfifpatternscanbemeaningfullyexplainedorwhethertheyaremerelycoincidence.Don’tattempttocreatemeaningoutofcoincidence.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition(8of12)[Exhibit6-4Continued]IncreaseYourOptions.Nomatterhowmanyoptionsyou’veidentified,yourfinalchoicecanbenobetterthanthebestoftheoptionsetyou’veselected.Thisarguesforincreasingyourdecisionalternativesandforusingcreativityindevelopingawiderangeofdiversechoices.Themorealternativesyoucangenerate,andthemorediversethosealternatives,thegreateryourchanceoffindinganoutstandingone.Source:BasedonS.P.Robbins,Decide&Conquer:MakingWinningDecisionsandTakingControlofYourLife(UpperSaddleRiver,NJ:FinancialTimes/PrenticeHall,2004),164–68.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition

(9of12)CommonBiasesandErrorsinDecisionMakingOverconfidenceBias:individualswhoseintellectualandinterpersonalabilitiesareweakestaremostlikelytooverestimatetheirperformanceandability.AnchoringBias:fixatingoninitialinformationasastartingpointandfailingtoadequatelyadjustforsubsequentinformation.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition(10of12)ConfirmationBias:typeofselectiveperception.Seekoutinformationthatreaffirmspastchoices,anddiscountinformationthatcontradictspastjudgments.AvailabilityBias:tendencyforpeopletobasejudgmentsoninformationthatisreadilyavailable.RationalModelofDecisionMakingvs.BoundedRationalityandIntuition(11of12)EscalationofCommitment:stayingwithadecisionevenwhenthereisclearevidencethatit’swrong.Likelytooccurwhenindividualsviewthemselvesasresponsiblefortheoutcome.RandomnessError:ourtendencytobelievewecanpredicttheoutcomeofrandomevents.Decisionmakingbecomesimpairedwhenwetrytocreatemeaningoutofrandomevents.RationalModelofDecisionMakingvs.

BoundedRationalityandIntuition

(12of12)RiskAversion:thetendencytopreferasurethinginsteadofariskyoutcome.Ambitiouspeople

withpowerthatcanbetakenawayappeartobeespecially

riskaverse.Peoplewillmorelikelyengageinrisk-seekingbehavior

fornegativeoutcomes,andrisk-aversebehaviorforpositiveoutcomes,whenunderstress.HindsightBias:thetendencytobelievefalselythatonehasaccuratelypredictedtheoutcomeofanevent,afterthatoutcomeisactuallyknown.IndividualDifferences,OrganizationalConstraints,andDecisionMaking(1of2)IndividualDifferencesPersonalityConscientiousnessHighself-esteemGenderRuminationMentalAbilityCulturalDifferencesIndividualDifferences,OrganizationalConstraints,andDecisionMaking

(2of2)OrganizationalConstraintsPerformanceEvaluationSystemsRewardSystemsFormalRegulationsSystem-ImposedTimeConstraintsHistoricalPrecedentsContrasttheThreeEthicalDecisionCriteria

(1of3)Utilitarianism:decisionsaremadesolelyonthebasisoftheiroutcomesorconsequences.Focusonrights:callsonindividualstomakedecisionsconsistentwithfundamentallibertiesandprivilegesassetforthindocumentssuchastheBillofRights.Protectswhistle-blowers.Imposeand