组织行为学（第18版）英文课件 罗宾斯 第11 章 沟通；第12 章 领导

OrganizationalBehaviorEighteenthEditionChapter11CommunicationCopyright©2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives(1of2)11.1Describethefunctionsandprocessof

communication.11.2Contrastdownward,upward,and

lateralcommunicationthroughsmall-groupnetworksandthegrapevine.11.3Contrastoral,written,and

nonverbalcommunication.11.4Describehowchannelrichness

underliesthechoiceof

communicationchannel.11.5Differentiatebetweenautomaticandcontrolledprocessingofpersuasivemessages.LearningObjectives(2of2)11.6Identifycommonbarriersto

effectivecommunication.11.7Discusshowtoovercomethe

potentialproblemsofcross-cultural

communication.DescribetheFunctionsandProcessof

Communication(1of7)Communicationservesfivemajorfunctionswithinagroupororganization:ManagementFeedbackEmotionalsharingPersuasionInformationexchangeDescribetheFunctionsandProcessof

Communication(2of7)Communicationactstomanage

memberbehaviorinseveralways.Authorityhierarchiesandformalguidelines.Jobdescriptionsandcompanypolicies.Workgroupteasingorharassing.Communicationcreatesfeedbackbyclarifyingtoemployeeswhattheymustdo,howwelltheyaredoingit,andhowtheycanimprovetheirperformance.Formationofgoals,feedbackonprogress,andrewardfordesiredbehaviorallrequirecommunicationandstimulatemotivation.DescribetheFunctionsandProcessof

Communication(3of7)DescribetheFunctionsandProcessof

Communication(4of7)Communicationwithinthegroupisafundamentalmechanismbywhichmembersshowsatisfactionandfrustration.Communication,therefore,providesfortheemotionalsharing

offeelingsandfulfillmentofsocialneeds.DescribetheFunctionsandProcessof

Communication(5of7)Likeemotionalsharing,persuasion

canbegoodorbaddependingonif,say,aleaderistryingtopersuadeaworkgrouptobelieveintheorganization’scommitmenttocorporatesocialresponsibility(CSR)orto,conversely,persuadetheworkgrouptobreakthelawtomeetanorganizationalgoal.Persuasioncanbenefitorharmanorganization.DescribetheFunctionsandProcessof

Communication(6of7)Thefinalfunctionofcommunicationisinformationexchange

tofacilitatedecisionmaking.Communicationprovidestheinformationindividualsandgroupsneedtomakedecisionsbytransmittingthedataneededtoidentifyandevaluatechoices.DescribetheFunctionsandProcessof

Communication(7of7)Exhibit11-1TheCommunicationProcessContrastDownward,Upward,and

LateralCommunication

(1of7)Downwardcommunication:flowsfromoneleveltoalowerlevel.Assigngoals,provideinstructions,communicatepoliciesandprocedures,andprovidefeedback.Downwardcommunicationmustexplainthereasonswhyadecisionwasmade.Oneproblemistheone-waynatureofdownwardcommunication.ContrastDownward,Upward,and

LateralCommunication

(2of7)Upwardcommunication:flowstoahigherlevelinthegroupororganization.Providefeedbacktohigher-ups,informthemofprogress,andrelaycurrentproblems.Communicateinheadlines,notparagraphs.Supportyourheadlineswithactionableitems.Prepareanagendatomakesureyouuseyourboss’sattentionwell.ContrastDownward,Upward,and

LateralCommunication

(3of7)Lateralcommunication:takesplaceamongmembersofthesameworkgroup,amongmembersofworkgroupsatthesamelevel,amongmanagersatthesamelevel,oramonganyhorizontallyequivalentpersonnel.Oftennecessarytosavetimeandfacilitatecoordination.Maybeformallysanctioned.Cancreatedysfunctionalconflicts.ContrastDownward,Upward,and

LateralCommunication(4of7)Exhibit11-2ThreeCommonSmall-GroupNetworksContrastDownward,Upward,and

LateralCommunication(5of7)Exhibit11-3Small-GroupNetworksandEffectiveCriteriaCriteriaChainNetworksWheelAll-ChannelSpeedModerateFastFastAccuracyHighHighModerateEmergenceofaleaderModerateHighNoneMembersatisfactionModerateLowHighContrastDownward,Upward,and

LateralCommunication(6of7)Theinformalcommunicationnetworkinagroupororganizationiscalledthegrapevine.Itgivesmanagersafeelforthemoraleoftheirorganization,identifiesissuesemployeesconsiderimportant,andhelpstapintoemployeeanxieties.ContrastDownward,Upward,and

LateralCommunication(7of7)Exhibit11-4DealingwithGossipandRumorsSharetheinformationyouhave,andtheinformationyoudon’t—wherethereisgoodformalcommunicationwithmuchinformation,thereisnoneedforrumors.Whenyoudon’tknowinformationthatothersareseeking,discusswhenyouwillknowandfollowup.Explain,explain,explain.Asamanager,discusswhatdecisionsaremadeandwhytheyweremade,aswellastheplangoingforward.Respondtorumorsnoncommittally,andthenverifyforyourselfthetruthsyoucan.Makecertaintogatherallsidesofthestory.Inviteemployeestodiscusstheirconcerns,ideas,suggestions,thoughts,andfeelingsaboutorganizationalmatters.Helpthemframetheirthoughtsintomoreobjectiveviewpoints.ContrastOral,Written,andNonverbalCommunication(1of7)OralCommunicationTheprimarymeansofconveyingmessages.Speeches,formalone-on-oneandgroupdiscussions,andinformalrumormillsorgrapevinesarepopularformsoforalcommunication.MeetingsVideoconferencingandconferencecallingTelephoneContrastOral,Written,andNonverbalCommunication(2of7)WrittenCommunicationLettersPowerPointE-mailInstantMessagingTextMessagingSocialMediaApsBlogsContrastOral,Written,andNonverbalCommunication(3of7)Exhibit11-5AllocationofTimeatWorkforManagersandProfessionalsSource:BasedonM.Chuietal.,“TheSocialEconomy:UnlockingValueandProductivitythroughSocialTechnologies,”McKinsey&Company,July2012,http:///insights/high_tech_telecoms_internet/the_social_economy.ContrastOral,Written,andNonverbalCommunication(4of7)OBPOLLDoYouUseSocial-NetworkingSitestoResearchJobCandidatesContrastOral,Written,andNonverbalCommunication(5of7)NonverbalCommunicationIncludesbodymovements,theintonationsoremphasiswegivetowords,facialexpressions,andthephysicaldistancebetweenthesenderandreceiver.Bodylanguagecanconveystatus,levelofengagement,andemotionalstate.ContrastOral,Written,andNonverbalCommunication(6of7)Exhibit11-6Intonations:It’stheWayYouSayIt!Changeyourtoneandyouchangeyourmeaning:BlankPlacementoftheEmphasisWhatItMeansWhydon’tItakeyoutodinnertonight?Iwasgoingtotakesomeoneelse.Whydon’tItakeyoutodinnertonight?Insteadoftheguyyouweregoingwith.Whydon’tItakeyoutodinnertonight?I’mtryingtofindareasonwhyIshouldn’ttakeyou.Whydon’tItakeyoutodinnertonight?Doyouhaveaproblemwithme?Whydon’tItakeyoutodinnertonight?Insteadofgoingonyourown.Whydon’tItakeyoutodinnertonight?Insteadoflunchtomorrow.Whydon’tItakeyoutodinnertonight?Nottomorrownight.Source:ReproducedinA.HuczynskiandD.Buchanan,OrganizationalBehavior,4thed.(Essex,UK:PearsonEducation,2001),194.ContrastOral,Written,andNonverbalCommunication(7of7)Physicaldistancealsohasmeaning.Whatisconsideredproperspacingbetweenpeoplelargelydependsonculturalnorms.AbusinesslikedistanceinsomeEuropeancountriesfeelsintimateinmanypartsofNorthAmerica.Distancemayindicateaggressivenessorsexualinterest,oritmaysignaldisinterestordispleasurewithwhatisbeingsaid.ChannelRichness

andChoiceof

CommunicationChannel(1of4)Exhibit11-7InformationRichnessandCommunicationChannelsSource:ReproducedfromR.L.DaftandR.A.Noe,OrganizationalBehavior(FortWorth,TX:Harcourt,2001),311.ChannelRichness

andChoiceof

CommunicationChannel(2of4)Thechoiceofchanneldependsonwhetherthemessageisroutine.Routinemessagestendtobestraightforwardandhaveaminimumofambiguity.Chooseoralcommunication

whenyouneedtogaugethereceiver’sreceptivity.Writtencommunicationismorereliableforcomplexandlengthycommunications.ChannelRichness

andChoiceof

CommunicationChannel(3of4)Knowyouaudienceandusegoodgrammar.LettersTextmessagingSocialmediaBloggingChannelRichness

andChoiceof

CommunicationChannel(4of4)InformationSecurityElectronicinformationPhysicalinformationInformationthatemployeesknowMostcompaniesmonitoremployeeInternetuseande-mailrecords,andsomeusevideosurveillanceandrecordphoneconversationsPersuasiveCommunication(1of2)Automaticprocessing:arelativelysuperficialconsiderationofevidenceandinformation.Ittakeslittletimeandloweffort,butitletsusbeeasilyfooledbyavarietyoftricks,likeacutejingleorglamorousphoto.Controlledprocessing:adetailedconsiderationofevidenceandinformationrelyingonfacts,figures,andlogic.Requireseffortandenergy,butit’shardertofoolsomeonewhoengagesinit.PersuasiveCommunication(2of2)Rulesofthumbfordeterminingthechoiceofprocessing:InterestlevelPriorknowledgePersonalityNeedforcognitionMessagecharacteristicsMatchyourmessagetoyouraudienceIdentifyCommonBarriersto

EffectiveCommunicationBarrierstoEffectiveCommunicationFilteringSelectiveperceptionInformationoverloadEmotionsLanguageSilenceCommunicationapprehensionLyingOvercomingProblemsinCross-Cultural

Communication(1of3)CulturalBarriersCausedbysemantics–wordsmeandifferentthingstodifferentpeople.Causedbywordconnotations–wordsimplydifferentthingsindifferentlanguages.Causedbytonedifferences.Causedbydifferencesintoleranceforconflictandmethodsforresolvingconflicts.OvercomingProblemsinCross-Cultural

Communication(2of3)Exhibit11-8High-versusLow-ContextCulturesfromOvercomingProblemsinCross-Cultural

Communication(3of3)ACulturalGuideKnowyourself.Fosteraclimateofmutualrespect,fairness,anddemocracy.Statefacts,notyourinterpretation.Considertheotherperson’sviewpoint.Proactivelymaintaintheidentityofthegroup.ImplicationsforManagers(1of2)Rememberthatyourcommunicationmodewillpartlydetermineyourcommunicationeffectiveness.Obtainfeedbackfromyouremployeestomakecertainyourmessages—howevertheyarecommunicated—areunderstood.Rememberthatwrittencommunicationcreatesmoremisunderstandingsthanoralcommunication;communicatewithemployeesthroughin-personmeetingswhenpossible.ImplicationsforManagers(2of2)Makesureyouusecommunicationstrategiesappropriatetoyouraudienceandthetypeofmessageyou’resending.Keepinmindcommunicationbarrierssuchasgenderandculture.CopyrightOrganizationalBehaviorEighteenthEditionChapter12LeadershipCopyright©2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives(1of2)12.1Summarizetheconclusionsoftraittheoriesofleadership.12.2Identifythecentraltenetsandmainlimitationsofbehavioraltheories.12.3Contrastcontingencytheoriesofleadership.12.4Describethecontemporarytheoriesofleadershipandtheirrelationshiptofoundationaltheories.LearningObjectives(2of2)12.5Discusstherolesofleadersincreatingethicalorganizations.12.6Describehowleaderscanhaveapositiveimpactontheirorganizationsthroughbuildingtrustandmentoring.12.7Identifythechallengestoourunderstandingofleadership.SummarizetheConclusionsofTraitTheoriesofLeadership(1of6)Leadershipistheabilitytoinfluenceagrouptowardtheachievementofavisionorsetofgoals.Notallleadersaremanagers,norareallmanagersleaders.Nonsanctionedleadershipisoftenasimportantormoreimportantthanformalinfluence.SummarizetheConclusionsofTraitTheoriesofLeadership(2of6)Traittheoriesofleadershipfocusonpersonalqualitiesandcharacteristics.Thesearchforpersonality,social,physical,orintellectualattributesthatdifferentiateleadersfromnon-leadersgoesbacktotheearlieststagesofleadershipresearch.SummarizetheConclusionsofTraitTheoriesofLeadership(3of6)Acomprehensivereviewoftheleadershipliterature,whenorganizedaroundtheBigFive,hasfoundextraversiontobethemostpredictivetraitofeffectiveleaders,butitismorestronglyrelatedtothewayleadersemergethantotheireffectiveness.Unlikeagreeablenessandemotionalstability,conscientiousnessandopennesstoexperiencealsoshowedstrongrelationshipstoleadership,thoughnotquiteasstrongasextraversion.SummarizetheConclusionsofTraitTheoriesofLeadership(4of6)Goodleaderswholikebeingaroundpeople:Areabletoassertthemselves(extraverted).Aredisciplinedandabletokeepcommitmentstheymake(conscientious).Haveanapparentadvantagewhenitcomestoleadership.SummarizetheConclusionsofTraitTheoriesofLeadership(5of6)Anothertraitthatmayindicateeffectiveleadershipisemotionalintelligence.AcorecomponentofEIisempathy.PeoplehighinEIaremorelikelytoemergeasleaders,evenaftertakingcognitiveabilityandpersonalityintoaccount.SummarizetheConclusionsofTraitTheoriesofLeadership(6of6)Twoconclusions:Traitscanpredictleadership.Traitsdoabetterjobpredictingtheemergenceofleadersthantheydoatdistinguishingbetweeneffectiveandineffectiveleaders.CentralTenetsandMainLimitationsofBehavioralTheories(1of3)Behavioraltheoriesofleadershipimplywecantrain

peopletobeleaders.OhioStateStudiesfoundtwobehaviorsthataccountedformostleadershipbehavior:InitiatingstructureConsiderationCentralTenetsandMainLimitationsofBehavioralTheories(2of3)TheGLOBEstudysuggeststhereareinternationaldifferencesinpreferenceforinitiatingstructureandconsideration.Foundthatleadershighinconsiderationwouldsucceedbestinwhereculturesdidnotfavorunilateraldecisionmaking.CentralTenetsandMainLimitationsofBehavioralTheories(3of3)SummaryofTraitTheoriesandBehavioralTheoriesLeaderswhohavecertaintraitsandwhodisplayculturallyappropriateconsiderationandstructuringbehaviorsdoappeartobemoreeffective.Traitsandbehaviorsdonotguaranteesuccess.Contextmatterstoo.ContrastContingencyTheoriesofLeadership(1of7)TheFiedlercontingencymodel:effectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithsubordinatesandthedegreetowhichthesituationgivescontroltotheleader.Theleastpreferredcoworker(LPC)questionnaire:Task-orrelationship-oriented.Assumesleadershipstyleisfixed.ContrastContingencyTheoriesofLeadership(2of7)DefiningtheSituationContingencydimensions:Leader-memberrelationsTaskstructurePositionpowerContrastContingencyTheoriesofLeadership(3of7)Exhibit12-1FindingsfromtheFiedlerModelContrastContingencyTheoriesofLeadership(4of7)Situationalleadershiptheory(SLT)isacontingencytheorythatfocusesonthefollowers.Successfulleadershipisachievedbyselectingtherightleadershipstyle,whichiscontingentonthelevelofthefollowers’readiness.ContrastContingencyTheoriesofLeadership(5of7)Path-goaltheory:ContingencymodelofleadershipthatextractskeyelementsfromtheOhioStateleadershipresearchoninitiatingstructureandconsiderationandtheexpectancytheoryofmotivation.Derivedfrombeliefthateffectiveleadersclarifythepathtohelpfollowersachieveworkgoals.ContrastContingencyTheoriesofLeadership(6of7)Theleader-participationmodelrelatesleadershipbehaviorandparticipationindecisionmaking.Leaderbehaviormustadjusttoreflectthetaskstructure.ContrastContingencyTheoriesofLeadership(7of7)OBPOLLHowAreYouDevelopingYourLeadershipSkillsNote:Surveyof700respondents.Source:BasedonJ.Brox,“TheResultsAreIn:HowDoYouEnsureYou’reConstantlyDevelopingasaLeader?”May14,2013,http:///index.php/2013/05/results-ensure-youre-constantly-developing-leader/#more-4732.ContemporaryTheoriesofLeadership

(1of12)Exhibit12-2Leader–MemberExchangeTheoryfromContemporaryTheoriesofLeadership(2of12)Exhibit12-3KeyCharacteristicsofaCharismaticLeader1.Visionandarticulation.Hasavision—expressedasanidealizedgoal—thatproposesafuturebetterthanthestatusquo;abletoclarifytheimportanceofthevisionintermsthatareunderstandabletoothers.2.Personalrisk.Willingtotakeonhighpersonalrisk,incurhighcosts,andengageinself-sacrificetoachievethevision.3.Sensitivitytofollowerneeds.Perceptiveofothers’abilitiesandresponsivetotheirneedsandfeelings.4.Unconventionalbehavior.Engagesinbehaviorsthatareperceivedasnovelandcountertonorms.Source:BasedonJ.A.CongerandR.N.Kanungo,CharismaticLeadershipinOrganizations(ThousandOaks,CA:Sage,1998),94.ContemporaryTheoriesofLeadership

(3of12)AreCharismaticLeadersBornorMade?Someindividualsarebornwithcharismatictraits,othersaretrainedtoexhibitcharismaticbehaviors.Developtheauraofcharisma.Useyourpassiontogenerateenthusiasm.Speakinananimatedvoice,reinforceyourmessagewitheyecontactandfacialexpressions,andgestureforemphasis.Bringoutthepotentialinfollowersbytappingintotheiremotionsandcreateabondthatinspiresthem.ContemporaryTheoriesofLeadership(4of12)HowCharismaticLeadersInfluenceFollowersArticulatinganappealingvision.Developingavisionstatement.Establishinganewsetofvalues.Conveyingcourageandconvictionaboutthevision.ContemporaryTheoriesofLeadership(5of12)DoesEffectiveCharismaticLeadershipDependontheSituation?Peopleareespeciallyreceptivewhentheysenseacrisisorwhentheyareunderstress.ContemporaryTheoriesofLeadership(6of12)TheDarkSideofCharismaticLeadershipManyleadersdon’tnecessarilyactinthebestinterestoftheircompanies.Manyhaveallowedtheirpersonalgoalstooverridethegoalsoftheorganization.Individualswhoarenarcissisticarealsohigherinsomebehaviorsassociatedwithcharismaticleadership.ContemporaryTheoriesofLeadership(7of12)Exhibit12-4CharacteristicsofTransactionalandTransformationalLeadersTransactionalLeaderContingentReward:Contractsexchangeofrewardsforeffort,promisesrewardsforgoodperformance,recognizesaccomplishments.ManagementbyException(active):Watchesandsearchesfordeviationsfromrulesandstandards,takescorrectiveaction.ManagementbyException(passive):Intervenesonlyifstandardsarenotmet.Laissez-Faire:Abdicatesresponsibilities,avoidsmakingdecisions.TransformationalLeaderIdealizedInfluence:Providesvisionandsenseofmission,instillspride,gainsrespectandtrust.InspirationalMotivation:Communicateshighexpectations,usessymbolstofocusefforts,expressesimportantpurposesinsimpleways.IntellectualStimulation:Promotesintelligence,rationality,andcarefulproblemsolving.IndividualizedConsideration:Givespersonalattention,treatseachemployeeindividually,coaches,advises.Sources:BasedonB.M.Bass,LeadershipandPerformanceBeyondExpectations(NewYork,NY:FreePress,1990);andT.A.JudgeandR.F.Piccolo,“TransformationalandTransactionalLeadership:AMeta-AnalyticTestofTheirRelativeValidity,”JournalofAppliedPsychology89,no.5(2004):755–68.ContemporaryTheoriesofLeadership(8of12)Exhibit12-5FullRangeofLeadershipModelContemporaryTheoriesofLeadership(9of12)HowTransformationalLeadershipWorksCreativity–theirsandothers.Decentralizationofresponsibility.Propensitytotakerisks.Compensationisgearedtowardlong-termresults.Greateragreementamongtopmanagersabouttheorganization’sgoals.ContemporaryTheoriesofLeadership(10of12)EvaluationofTransformationalLeadershipTransformationalleadershiphasbeensupportedatdiversejoblevelsandoccupations,butitisn’teffectiveinallsituations.Ithasagreaterimpactonthebottomlineinsmaller,privately-heldfirmsthaninmorecomplexorganizations.ContemporaryTheoriesofLeadership(11of12)TransformationalversusTransactionalLeadershipTransformationalleadershipismorestronglycorrelatedwithavarietyofworkplaceoutcomes.ContemporaryTheoriesofLeadership(12of12)TransformationalversusCharismaticLeadershipCharismaticleadershipplacesmoreemphasisonthewayleaderscommunicate–aretheypassionateanddynamic?Transformationalleadershipfocusesmoreonwhattheyarecommunicating–isitacompellingvision?Bothfocusontheleader’sabilitytoinspirefollowers.RoleofLeadersinCreatingEthicalOrganizations(1of4)AuthenticLeadershipAuthenticleaders:Knowwhotheyare.Knowwhattheybelieveinandvalue.Actonthosevaluesandbeliefsopenlyandcandidly.Theresult:peoplecometohavefaithinthem.RoleofLeadersinCreatingEthicalOrganizations(2of4)EthicalLeadershipEthicstouchesonleadershipatanumberofjunctures.Effortshavebeenmadetocombineethicalandcharismaticleadershipintoanideaofsocializedcharismaticleadership–leadershipthatconveysother-centeredvaluesbyleaderswhomodelethicalconduct.RoleofLeadersinCreatingEthicalOrganizations(3of4)AbusiveSupervisionReferstotheperceptionthatasupervisorishostileintheirverbalandnonverbalbehavior.Negativelyaffectshealth,leadstoincreaseddepression,emotionalexhaustion,andjobtensionperceptions.Leadstodecreasesinorganizationalcommitment,jobsatisfaction,andperceivedorganizationalsupportalongwithincreasedwork-familyconflict.Canadverselyaffectemployeeperformanceandotheremployeebehaviors.RoleofLeadersinCreatingEthicalOrganizations(4of4)ServantLeadershipServantleadersgobeyondtheirself-interestandinsteadfocusonopportunitiestohelpfollowersgrowanddevelop.Characteristicbehaviorsincludelistening,empathizing,persuading,acceptingstewardship,andactivelydevelopingfollowers’potential.PositiveLeadership(1of4)TrustandLeadershipTrust:apsychologicalstatethatexistswhenyouagreetomakeyourselfvulnerabletoanotherbecauseyouhavepositiveexpectationsabouthowthingsaregoingtoturnout.Aprimaryattributeassociatedwithleadership.Whentrustisbroken,itcanhaveseriousadverseeffectsonagroup’sperformance.PositiveLeadership(2of4)Exhibit12-6TheNatureofTrustPositiveLeadership(3of4)TrustpropensityTrustandCultureTheRoleofTimeRegainingTrustPositiveLeadership(4of4)Exhibit12-7CareerandPsychologicalFunctionsoftheMentoringRelationshipCareerFunctionsPsychosocialFunctionsLobbyingtogettheprotégéchallengingandvisibleassignmentsCounselingtheprotégétobolsterhisorherself-confidenceCoachingtheprotégétohelpdevelophisorherskillsandachieveworkobjectivesSharingpersonalexperienceswiththeprotégéProvidingexposuretoinfluentialindividualswithintheorganizationProvidingfriendshipandacceptanceProtectingtheprotégéfrompossibleriskstohisorherreputationActingasarolemodelSponsoringtheprotégébynominatinghimorherforpotentialadvancesorpromotionsBlankActingasasoundingboardforideastheprotégémightbehesitanttosharewithadirectsupervisorBlankChallengestoourUnderstandingofLeadership(1of4)Muchofanorganization’ssuccessorfailureisduetofactorsoutsidetheinfluenceofleadership.Inmanycases,successorfailureisjustamatterofbeingintherightorwrongplaceatagiventime.Theattributiontheoryofleadershipsaysleadershipismerelyanattributionpeoplemakeaboutotherindividuals.Challen