组织行为学精要第十版chapter16 organizational change
组织行为学第九章
第九章(第十版）理解工作团队一、为什么团队如此普及团队在当代如此盛行,原因何在呢?事实表明,如果完成某种工作任务时，需要多种技能、经验和判断，那么通常由团队来做效果更好。
团队还有另一方面的作用不容忽视，这就是激励的作用.因此,团队如此盛行的另一种解释是，它们是管理层增强组织中的民主气氛、提高工人积极性的一种有效手段。
二、团队与群体：二者有何不同群体定义为：为了实现某个特定的目标，由两个或两个以上相互作用和相互依赖的个体组合而成的集合体。
工作团队则不同，它通过成员的共同努力能够产生积极的协同作用,团队队员努力的结果导致团队绩效远远大于个体绩效之和.从图9-1中可以看到工作群体与工作团队的区别。
三、团队的类型组织中可能遇到的四种最主要的团队类型：问题解决团队、自我管理团队、交叉功能团队和虚拟团队。
1、问题解决团队①定义：这些团队一般由来自同一部门的5～12名计时工组成，他们每周用几个小时的时间来会面，讨论如何促进产品质量、提高生产效率、改善工作环境等问题。
我们把这种团队称为问题解决团队。
②质量圈：他们定期会面，共同讨论质量问题、调查问题的起因、提出解决问题的建议，并采取纠正性的行动。
2、自我管理团队①定义：自我管理团队通常由10~15人组成，队员之间或者是工作业绩息息相关，或者是从事相互依赖性的工作。
他们承担了最多以前由主管承担的责任。
一般来说，他们的责任范围包括：计划和安排工作日程：给各成员分配工作任务；总体把握工作的步调；做出操作层面的决策；对出现问题采取措施以及与供货商和顾客打交道。
研究总体上表明，实施这种团队形式并不总能带来积极效果。
3、交叉功能团队①定义：这些团队由来自同一等级但不同工作领域的员工组成,他们为了完成一项任务而共同工作。
同样,由来及多个部门的成员组成的委员会是交叉功能团队的另一个例子。
②作用：交叉功能团队可以成为一种有效的方式，它使组织内部（甚至是组织之间）不同领域的员工交流信息,它激发人民采用新办法解决问题，并使人们共同合作完成复杂的项目。
《组织行为学》读书笔记完整版(上)
资源分配者
做出或批准组织中的重大决策
谈判者
在重要谈判中代表组织
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人际角色
9
信息传递者角色
10
决策角色
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1.2.3 管理者的技能
概念 技能
产生新想法并 加以处理，并 将关系抽象化 的思维能力
人际技能
成功与人打交道并沟通。 理解、沟通、激励、
支持他人，倾听、冲突管理
技术技能
特定领域的过程、惯例、方法、工具
以实现一个或一系列共同目标。
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1.2.1 管理者的职能
管理者的五种职能：计划、组织、指挥、协调和控制。 ——亨利·法约尔
协调和指挥就是
领导职能：
激励下属；
指导别人的活动；
选择有效的最沟
通渠道。
指挥
解决成员间冲突。
协调
组织
管理者的五项职能
监控；比较；纠正；
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控制
计划
决定要完成的任务； 谁来承担这些任务？ 如何进行任务分类？ 谁向谁报告工作在什么地方做 决策？
者的信任，其个人建议容易被高层采纳，工作满意度得到提升，同时个人 也容易获得成长和晋升的机会。
5 01
1.2 管理者做什么
• 管理者：
– 通过他人来完成工作。 – 通过做决策、分配资源、指导他
人的活动来实现工作目标。
• 组织：
– 人们有目的地组合起来的社会单 元
– 由两个或多个个体组成 – 在一个相对连续的基础上运作，
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《组织行为学》第一篇 导论
第1章 什么是组织行为学
学习目标
• 人际关系在工作场所中的重要性 • 管理者的职能、角色和技能 • 组织行为学是什么？ • 系统研究组织行为学的价值？ • 对组织行为学有贡献的科学分支 • 组织行为学中没有绝对的真理，为什么？ • 当前应用组织行为学面临的主要挑战和机遇 • 组织行为学模型的三种分析水平
组织行为学英文版(第13版)ch16
The Ethical Dimension of Culture Organizational cultures are not neutral in their ethical orientation, even when they are not openly pursuing ethical goals. Over time, the ethical work climate (EWC), or the shared concept of right and wrong behavior in that workplace, develops as part of the organizational climate. The ethical climate reflects the true values of the organization and shapes the ethical decision making of its members.
Copyright © 2015 Pearson Education, Inc.
16-8
LO 1
Describe the Common Characteristics of Organizational Culture
Strong versus Weak Cultures Strong culture – core values are intensely held and widely shared. Culture versus Formalization High formalization creates predictability, orderliness, and consistency. Formalization and culture are two different roads to the same destination.
组织行为学 目录(罗)
目录第一章绪论…………………………………………………第一节组织行为学的基本概念……………………………………第二节组织行为学的演进和发展…………………………………第三节组织行为学的研究方法……………………………………本章小结……………………………………………………………第二章个体心理现象与个体行为……………………………………第一节个体心理现象………………………………………………第二节个性倾向性与行为…………………………………………第三节个性心理特征与行为………………………………………本章小结……………………………………………………………第三章组织承诺和组织公民行为……………………………………第一节组织承诺与个体行为………………………………………第二节组织公民行为与个体行为…………………………………本章小结……………………………………………………………第四章人性理论……………………………………………………第一节人性理论概述……………………………………………第二节西方的人性理论……………………………………………第三节我国人性理论………………………………………………本章小结………………………………………………………………第五章群体心理、群体行为与群体绩效………………………………第一节群体概述……………………………………………………第二节非正式群体…………………………………………………第三节群体行为的一般规律……………………………………第四节影响群体心理、行为和绩效的主要因素…………………第五节群体决策……………………………………………………本章小结……………………………………………………………第六章组织中的人际关系…………………………………………第一节人际关系概述…………………………………………第二节人际关系的理论………………………………………第三节人际关系的平衡…………………………………………第四节人际关系的测量………………………………………本章小结…………………………………………………………第七章激励理论……………………………………………………第一节激励概述………………………………………第二节内容型激励理论……………………………………第三节过程型激励理论………………………………………第四节行为改造型激励理论…………………………………第五节激励理论与文化背景……………………………………本章小结…………………………………………………………第八章组织文化与组织行为……………………………………第一节组织文化的内涵………………………………………第二节组织文化的功能及影响因素…………………………第三节组织文化建设…………………………………………本章小结……………………………………………………………第九章领导的心理与组织行为……………………………………第一节领导及领导的影响力……………………………………第二节领导的有效性理论………………………………………第三节领导的有效性……………………………………………本章小结…………………………………………………………第十章组织行为的有效性…………………………………………第一节组织概述………………………………………………第二节组织结构………………………………………………第三节对组织变革的有效管理………………………………第四节组织发展………………………………………………本章小结…………………………………………………………参考文献。
组织行为学概述组织行为学
变革推动
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组织行为学帮助组织识别变革的必要性，推动变革的实施，并
管理变革过程中的阻力。
创新与创造力
02
组织行为学鼓励创新思维和创造力，为组织带来新的机会和竞
争优势。
组织文化塑造
03
通过组织行为学的理论和方法，塑造和维护积极的组织文化，
增强组织的凝聚力和适应性。
组织冲突与解决
冲突识别
组织行为学帮助管理者识别和诊断冲突的来源和性质，包括人际 关系、资源分配和目标不一致等。
应用场景
案例研究法适用于对特定组织或行业进行深入研究，例如分析成功 企业的组织结构和文化特点。
PART 05
组织行为学未来发展
人工智能与组织行为学
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人工智能在组织行为学中的应用
随着人工智能技术的不断发展，其在组织行为学中的应用也越来越广泛。
例如，AI可以通过大数据分析，对组织行为进行深入研究和预测，为组
绩效管理
组织行为学在绩效管理中强调公平、公正和客观 的评估标准，以及提供有效的反馈和激励措施。
培训与发展
组织行为学有助于设计有效的培训计划，提高员 工的技能和能力，促进个人和组织的发展。
员工关系与福利
组织行为学关注员工满意度、工作生活平衡和福 利政策，以提高员工的忠诚度和工作积极性。
组织变革与发展
组织行为学强调人际关系技能在管理 中的重要性，帮助管理者更好地与员 工沟通和合作。
学科发展历程
起源
组织行为学的起源可以追溯到20世纪初的工业心理学，当 时的研究主要关注于工作环境中人的心理和行为。
发展
随着管理理论和实践的发展，组织行为学逐渐成为一个独 立的学科领域，并不断吸收其他学科的理论和研究成果。
自考组织行为学笔记资料
第一章组织行为学的对象与性质组织: 组织是在共同目标指导下协同工作的人群社会实体单位；它建立一定的机构, 成为独立的法人, 它又是通过分工合作而协调配合人们行为的组织活动过程。
组织行为学：所谓组织行为学是研究在组织中以组织与环境相互作用中, 人们从事工作的心理活动和行为反应规律性的科学。
行为: 行为是有机体的所作所为与其活动。
组织行为学的研究对象: 人的心理活动与行为反应规律性是组织行为学的研究对象。
研究范围: 组织行为学所研究的范围与行为科学不同, 行为科学要研究一切人的行为规律性, 而组织行为学只研究一定组织中的人的心理与行为的规律性。
研究方法：采用系统分析的方法, 综合运用心理学、社会学、经济学、人类学、生理学、伦理学、和政治学、等原理, 说明组织中的行为的规律性, 这乃是研究组织行为的方法和手段。
研究目的：研究组织行为学的基本目的是, 在了解和掌握组织中人员的心理与行为规律性的基础上, 提高各级领导和各类管理者对人的行为的预测、引导和控制的能力, 特别是在正确预测的基础上, 采取有针对性的相适应的措施和方法, 把消极行为诱导转化为积极行为, 保持和发扬积极行为, 从而提高组织中各类人员的工作积极性, 主动性、创造性和工作绩效, 更好地实现组织目标。
管理者为什么要研究组织行为学？一、研究组织行为中的个体行为与管理, 可以提高管理者知人善任, 合理使用人才的水平。
二、研究组织行为中的群体行为与管理, 可以使管理者改善人际关系, 增强他们所管辖的群体的合理凝聚力和向心力。
三、研究组织行为中的领导行为与管理, 可以促使管理者提高领导素质, 改进领导行为, 掌握领导艺术, 增强领导的有效性。
四、研究组织行为中的激励理论与应用, 可以加强以人为中心的管理, 充分调动各方面的积极性、主动性和创造性。
五、研究组织行为学中的组织设计与组织变革的理论与方法, 可使管理者能更好地适应环境的变化, 进行组织是变革, 增强活力, 提高绩效。
组织行为学读书笔记
组织行为学读书笔记组织行为学（Organizational Behavior，缩写为OB）是研究人在组织中的行为和个体、团队行为与组织的相互关系的学科。
它主要关注员工在工作环境中的行为、思维和情感，并研究这些因素如何影响组织的目标和效能。
组织行为学是一门涵盖多学科知识的领域，主要包括心理学、社会学、人力资源管理和商业管理等。
本文将通过对《组织行为学》一书的阅读和学习，对组织行为学这门学科进行系统总结和概述。
通过对该书内容的梳理和解读，我们能够更好地理解组织行为学的核心概念和理论，从而在实际工作和组织活动中运用这些概念和理论。
首先，书中提到组织行为学的核心概念之一是个体行为分析。
个体是组织行为学研究的基本单位，个体的行为对于组织的整体绩效和效能具有重要影响。
个体行为分析主要包括工作满意度、工作动机、工作压力等。
了解个体的行为特点和动机可以帮助管理者更好地调动员工的积极性和工作能力，提高组织绩效。
其次，团队行为分析也是组织行为学的重要领域。
团队作为组织的基本单元，团队的协作和协调能力对于组织的成功至关重要。
团队建设和团队领导是团队行为分析的重要内容，这包括如何建立高效的团队、如何激发团队成员的创造力和合作精神等。
通过深入研究团队行为，可以提高团队的工作效率和合作性，实现组织的目标。
另外，组织文化和组织变革也是组织行为学的重要方向。
组织文化是指组织中形成的一种共同的价值观、信念和行为规范，它对于组织成员的行为和决策起到重要的引导作用。
组织变革是指组织在面临外部环境变化时采取的适应性调整和改变。
通过研究组织文化和组织变革，可以帮助组织更好地应对变化和挑战，并保持竞争力。
在组织行为学的研究方法方面，书中介绍了定性和定量研究方法的应用。
定性研究方法主要通过访谈、观察和案例研究等方式收集和分析数据，主要用于深入理解个体和团队行为的本质和动因。
定量研究方法主要通过问卷调查、实验室实验和统计分析等方式收集和分析数据，主要用于验证和推广理论。
组织行为学英语习题（2）
组织行为学英语习题（2）Chapter 15 Foundations of Organization StructureMULTIPLE CHOICEWhat is Organizational Structure?1. _____ defines how job tasks are formally divided, grouped, and coordinated.a. Organizational structureb. Organizational behaviorc. Formalizationd. Span of control(a; Easy; p. 425)2. Organizational structure is made up of six key elements. Which of the following is not one of theseelements?a. centralizationb. departmentalizationc. coordinationd. formalization(c; Moderate; Exh. 15-1; p. 426)3. Work specialization is the same as:a. span of control.b. division of labor.c. unity of command.d. job grouping.(b; Easy; p. 426)4. The degree to which tasks are subdivided into separate jobs is termed:a. departmentalization.c. work specialization.d. span of control.(c; Moderate; p. 426)5. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high:a. departmentalization.b. formalization.c. work specialization.精品d. span of control.(c; Moderate; p. 426)6. For much of the first half of the 20th century, managers viewed _____ as an unending source ofincreased productivity.a. departmentalizationb. formalizationc. work specializationd. span of control(c; Moderate; p. 426)7. Which one of the following components of organizational structure specifically defines wheredecisions are made?a. complexityb. formalizationc. centralizationd. technology(c; Moderate; Exh 15-1; p. 426)8. The basis by which jobs are grouped together is termed:a. departmentalization.c. work specialization.d. centralization.(a; Easy; Exh. 15-1; p. 426)9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of:a. departmentalization.b. work specialization.c. span of control.d. chain of command.(a; Moderate; p. 427)10. One of the most popular ways to group activities is by:a. product.b. function.c. geography.d. process.(b; Challenging; p. 427)精品11. Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example ofdepartmentalization by:a. function.b. process.c. customer.d. product.(d; Easy; p. 428)12. A manufacturing manager who organizes the plant by separating engineering, accounting,manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization.a. target customerb. productc. functionald. geographic(c; Moderate; p. 428)13. _____ departmentalization achieves economies of scale by placing people with common skills andorientations into common units.a. Functionalb. Processc. Productd. Geographic(a; Moderate; p. 428)14. At an Alcoa aluminum tubing plant in upstate New York, production is organized into fivedepartments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is an example of _____departmentalization.a. Functionalb. Processc. Productd. Geographic(b; Moderate; p. 428)15. The unbroken line of authority that extends from the top of the organization to the lowest echelonand clarifies who reports to whom is termed:a. chain of command.b. authority.精品c. power.d. unity of command.(a; Moderate; p. 429)16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed:a. chain of command.b. authority.c. power.d. unity of command.(b; Moderate; p. 429)17. The _____ principle helps preserve the concept of an unbroken line of authority.a. span of controlb. powerc. unity of commandd. decentralization(c; Moderate; p. 429)18. The _____ principle states that a person should have one and only one superior to whom he or she isdirectly responsible.a. span of controlb. chain of commandc. unity of commandd. power(c; Easy; p. 429)19. The _____ refers to the number of subordinates a manager can efficiently and effectively direct.a. span of controlb. unity of commandc. chain of commandd. organizational chart(a; Easy; p. 418)20. Which of the following is a drawback of a narrow span of control?a. It reduces effectiveness.b. It is more efficient.c. It encourages overly tight supervision and discourages employee autonomy.d. It empowers employees.精品(c; Challenging; p. 430)21. Which of the following is not a drawback of a narrow span of control?a.They are expensive.b.They make vertical communication in the organization more complex.c.They encourage employee autonomy.d.They encourage overly tight supervision.(c; Challenging; p. 430)22. The trend in recent years has been toward:a.narrower spans of control.b.wider spans of control.c. a span of control of five.d.an ideal span of control of eight.(b; Moderate; p. 430)23. If you have a narrow span of control, you have a _____ organization.a.multi-levelb.shortc.talld.matrix(c; Moderate; p. 430)24. _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed updecision making, increase flexibility, get closer to customers, and empower employees.a.Wider spans of controlb.Narrower spans of controlc.Flatter organizationsd.Formalization(a; Moderate; p. 430)25. The best definition for centralization is:a.decision discretion is pushed down to lower level employees.b.decision making is concentrated at a single point in the organization.c.decision making depends on the situation.d.decision making is done in each department and then sent to the president for the final decision. (b; Moderate; p. 431)26. The component of structure which considers where decision-making authority lies is:精品a. delegation.b. formalization.c. complexity.d. centralization.(d; Moderate; p. 431)27. In an organization that has high centralization:a. the corporate headquarters is located centrally to branch offices.b. all top level officials are located within the samegeographic area.c. top managers make all the decisions and lower level managers merely carry out topmanagement’s directions.d. action can be taken more quickly to solve problems.(c; Moderate; p. 431)28. The more that lower-level personnel provide input or are actually given the discretion to makedecisions, the more _____ there is.a. centralizationb. decentralizationc. work specializationd. departmentalization(b; Moderate; p. 431)29. If a job is highly formalized, it would not include which of the following?a. clearly defined procedures on work processesb. explicit job descriptionc. high employee job discretiond. a large number of organizational rules(c; Moderate; p. 431)30. Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes areconsistent with:a. high formalization.b. technological innovation.c. high centralization.d. an organic model.(a; Challenging; pp. 431-432)31. Employee discretion is inversely related to:a. complexity.精品b. standardization.c. centralization.d. technology.(b; Challenging; p. 432)Common Organizational Designs32. Which of the following is not a common organizational design?a.simple structureb.bureaucracyc.centralized structured.matrix structure(c; Easy; p. 433)33. The _____ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.a. bureaucracyb. matrix organizationc. simple structured. team structure(c; Moderate; p. 433)34. Which one of the following is consistent with a simple structure?a. high centralizationb. high horizontal differentiationc. high formalizationd. high departmentalization(a; Moderate; p. 433)35. The ____ is a flat organization.a.simple structureb.bureaucracyc.centralized structured.matrix structure(a; Moderate; p. 433)36. Simple structures are characterized by:a. shared authority.精品b. a narrow span of control.c. lots of formalization.d. a low degree of departmentalization.(d; Moderate; p. 433)37. The ___ is most widely practiced in small businesses in which the manager and owner are one and thesame.a.simple structureb.bureaucracyc.centralized structured.matrix structure(a; Moderate; p. 433)38. The bureaucracy is characterized by all of the following except:a. highly routine operating tasks.b. formalized rules and regulations.c. tasks that are grouped into functional departments.d. decentralized decision making.(d; Moderate; p. 434)39. The key underlying all bureaucracies is:a. flexibility.b. standardization.c. dual lines of authority.d. wide span of control.(b; Moderate; p. 434)40. The ____ is characterized by highly routine operating tasks achieved through specialization.a.simple structureb.bureaucracyc.centralized structured.matrix structure(b; Moderate; p. 434)41. The strength of the simple structure lies in its:a.formalization.b.simplicity.精品c.centralization./doc/a912923417.html,rmation processing.(b; Easy; p. 433)42. Which of the following is not a weakness of the simple structure?a.It is risky./doc/a912923417.html,rmation overloadc.accountability is cleard.slower decision making(c; Moderate; p. 433)43. Specialization creates subunit conflicts in the:a.simple structure.b.bureaucracy.c.centralized structure.d.matrix structure.(b; Moderate; p. 434)44. The structure that creates dual lines of authority and combines functional and productdepartmentalization is the:a. simple structure.b. bureaucracy.c. matrix structure.d. virtual organization.(c; Moderate; p. 435)45. The matrix structure combines which two forms of departmentalization?a. simple and functionalb. functional and productc. product and organicd. organic and mechanistic(b; Challenging; p. 435)46. The _____ violates the unity of command concept.a. simple and functionalb. functional and productc. product and organicd. organic and mechanistic(c; Challenging; p. 435)精品47. Which one of the following problems is most likely to occur in a matrix structure?a. decreased response to environmental changeb. decreased employee motivationc. loss of economies of scaled. employees receiving conflicting directives(d; Moderate; p. 436)48. The strength of the matrix structure is its:a. ability to facilitate coordination.b. economies of scale.c. adherence to chain of command.d. predictability.(a; Moderate; p. 436)49. The major disadvantage of the matrix structure is:a. the confusion it creates.b. its propensity to foster power struggles.c. the stress it places on individuals.d. all of the above(d; Challenging; p. 436)New Design Options50. The primary characteristics of the _____ structure are that it breaks down departmental barriers anddecentralizes decision making to the level of the work team.a. virtual organizationb. teamc. boundarylessd. feminine organization(b; Moderate; p. 436)51. In larger organizations, the team structure complements what is typically a:a.virtual organization.b.bureaucracy.c.simple structure.d.boundaryless organization.(b; Challenging; p. 437)精品52. A small, core organization that outsources major business functions is the _____ organization.a. teamb. virtualc. boundarylessd. matrix(b; Moderate; p. 437)53. The ____ is also called the network or modular organization.a.virtual organizationb.team structurec.pyramidd.boundaryless organization(a; Moderate; p. 437)54. The prototype of the virtual structure is today’s:a.automobile manufacturers.b.movie-making organizations.c.fast-food restaurants.d.software companies.(b; Challenging; p. 437)55. The major advantage of the virtual organization is its:a. control.b. predictability.c. flexibility.d. empowerment.(c; Moderate; p. 438)56. The _____ organization stands in sharp contrast to the typical bureaucracy that has many verticallevels of management and where control is sought through ownership.a. virtualb. teamc. limitlessd. matrix(a; Challenging; p. 438)57. The boundaryless organization relies heavily on:/doc/a912923417.html,rmation technology.b.vertical boundaries.精品c.horizontal boundaries.d.external barriers.(a; Moderate; p. 438)58. An organization that seeks to eliminate the chain of command, have limitless spans of control, andreplace departments with empowered teams is the:a. virtual organization.b. boundaryless organization.c. matrix organization.d. team structure.(b; Moderate; p. 438)59. The one common technological thread that makes the boundaryless organization possible is:a. reengineering.b. MBA’s.c. networked computers.d. mainframes.(c; Moderate; p. 439)Why Do Structures Differ?60. The _____ is a structure characterized by extensivedepartmentalization, high formalization, a limitedinformation network, and centralization.a. mechanistic modelb. organic modelc. technology modeld. boundaryless organization(a; Moderate; p. 440)61. Which of the following is not a characteristic of a mechanistic structure?a. extensive departmentalizationb. high formalizationc. limited information networkd. flexibility(d; Easy; p. 440)62. If there is low formalization, a comprehensive information network, and high participation in decisionmaking, one would expect a(n):a. bureaucracy.精品b. mechanistic structure.c. organic structure.d. stable structure.(c; Challenging; p. 440)63. All of the following are characteristics of the organic model except:a. cross-functional teams.b. rigid departmentalization.c. cross hierarchical teams.d. free flow of information.(b; Moderate; p. 440)64. Which of the following is not a deter minant of an organization’s structure?a.strategy/doc/a912923417.html,anization sizec.industryd.technology(c; Moderate; pp. 440-444)65. Changes in corporate strategy precede and lead to:a. changes in the environment.b. better communication.c. increased productivity.d. changes in an organization’s structure.(d; Challenging; p. 440)66. A strategy that emphasizes the introduction of major new products and services is a(n) _____ strategy.a. innovationb. cost-minimizationc. imitationd. organic(a; Moderate; p. 441)67. The innovation strategy is characterized by:a. avoiding unnecessary costs.b. a mixture of loose with tight properties.c. low specialization and low formalization.d. tight controls over current activity.(c; Challenging; p. 441)精品68. _____ refers to how an organization transfers its inputsinto outputs.a.Imitationb.Technologyc.Operationsd.Innovation(b; Moderate; p. 441)69. Which of the following is not part of the organization’s environment?a.public pressure groupsb.customersc.technology/doc/a912923417.html,petitors(c; Easy; p. 443)70. The _____ of an environment refers to the degree to which it can support growth.a. capacityb. volatilityc. complexityd. nurturance(a; Moderate; p. 443)71. _____ refers to the degree of instability of an environment.a. Capacityb. Volatilityc. Complexityd. Equilibrium(b; Easy; p. 443)72. Three key dimensions to any organization’s environment have been found. Which of the following is not one of these key dimensions?a. volatilityb. capabilityc. complexityd. capacity(b; Moderate; p. 443)73. The _____ of an environment refers to the degree of heterogeneity and concentration amongenvironmental elements.a. capacity精品b. volatilityc. complexityd. creativity(c; Moderate; p. 443)Organization Designs and Employee Behavior74. Which of the following generalizations about organizational structures and employee performance and satisfaction is most true?a. There is fairly strong evidence linking decentralization and job satisfaction.b. It is probably safe to say that no evidence supports a relationship between span of control andemployee performance.c. The evidence generally indicates that work specialization contributes to lower employeeproductivity.d. No one wants work that makes minimal intellectual demands and is routine.(b; Challenging; pp. 445-446)75. _____ models of organizational structure are perceptionsthat people hold regarding structuralvariables formed by observing things around them in an unscientific fashion.a. Explicitb. Implicitc. Strategicd. Intuitive(b; Challenging; p. 447)TRUE/FALSE76. Organizations have different structures, but the structure has little bearing on employee attitudes andbehavior.(False; Easy; p. 425)What is Organizational Structure?77. Specialization defines how job tasks are formally defined, grouped, and coordinated.(False; Moderate; p. 426)78. Managers need to address six key elements when they design their organization’s structure: workspecialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.(True; Moderate; p. 426)精品79. The degree to which tasks in the organization are subdivided into separate jobs is termeddepartmentalization.(False; Moderate; p. 426)80. Work specialization and division of labor are the same thing.(True; Easy; p. 426)81. Work specialization can be carried too far and may result in employee boredom, stress, andabsenteeism.(True; Moderate; p. 427)82. For much of the first half of this century, managers viewed departmentalization as an unendingsource of increased productivity.(False; Moderate; p. 427)83. The strength of functional departmentalization is putting similar specialists together.(True; Moderate; p. 428)84. Organizations may choose only one of the forms of departmentalization at a time.(False; Moderate; p. 429)85. The inherent right in a managerial position to give orders and expect the orders to be obeyed istermed authority.(True; Moderate; p. 429)86. Departmental ization answers questions for employee such as “To whom do I go if I have aproblem?”(False; Moderate; p. 429)87. The unbroken line of authority that extends from the top of the organization to the lowest echelon istermed the chain of command.(True; Easy; p. 429)88. The principle of unity of command suggests that managers should back one another up when adirective has been given.(False; Challenging; p. 429)89. The trend in recent years has been toward wider spans of control.(True; Easy; p. 430)90. Span of control determines the number of levels and managers an organization has.精品。
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Idea Champions
Managers who actively and enthusiastically promote an idea, build support, overcome resistance, and ensure that innovation is implemented
Challenge Stress – may improve performance
Hindrance Stress – comes from obstacles to achieving goals – mostly negative
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Based on humanistic-democratic values:
Respect for People Trust and Support Power Equalization Confrontation
Participation
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Essentials of Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 16
Organizational Change
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Have high self-confidence, persistence, energy, and acceptance of risk
Use inspiration and vision to gain commitment
Have decision-making discretion
After studying this chapter, you should be able to:
1. Identify forces that act as stimulants to change.
2. List the sources for resistance to change. 3. Compare the three main approaches to managing organizational change. 4. Describe the causes and consequences of work stress. 5. Describe characteristics of a learning organization. 6. Explain global differences in organizational change and stress.
Increase driving forces that direct behavior away from the status quo Decrease restraining forces that hinder movement from the existing equilibrium Combine the two above approaches
Using outside consultants
• Appreciative Inquiry
Discovering what the organization does right
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Creating a Culture for Change
Managers have no direct control on personal stress and there are ethical considerations about intruding into employees’ personal lives
Innovation: a new idea applied to initiating or improving a product, process, or service Sources:
Structural – verbose organic structures with slack resources and long-term managers Cultural – encourage experimentation, reward success and failure, and celebrate mistakes Human Resources – actively promote training and development, have high job security, use idea champions
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Kotter’s Eight-Step Plan
1. 2. 3. 4. Create urgency Form coalition Create new vision Communicate the vision 5. Empower others 6. Reward “wins” 7. Consolidate improvements
6.
7.
Selecting People who Accept Change
Coercion
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Approaches to Managing Organizational Change
• Lewin’s Three-Step Model of Change
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Contemporary Issues
• Technology in the Workplace • Work Stress • Creating Learning Organizations
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Overcoming Resistance to Change
1. 2. 3. 4. 5. Education and Communication Participation Building Support and Commitment Implementing Changes Fairly Cooptation
• Kotter’s Eight-Step Model of the Change Process • Organi10 Pearson Education, Inc.
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Lewin’s Three-Step Model
Unfreezing can be achieved by:
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Work Stress
Dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what is desired and for which the outcome is perceived to be both uncertain and important • Types:
Individual • • • • • Habit Security Economic Factors Fear of the Unknown Selective Information Processing • • • • • Organizational Structural Inertia Limited Focus of Change Group Inertia Threat to Expertise Threat to Established Power Relationships and Resource Allocations
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Forces that Stimulate Change
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Sources of Resistance to Change
People tend to resist change, even in the face of evidence of its benefits.
Movement
Refreezing
Unfreezing
8. Reinforce the change
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Organizational Development
A collection of planned-change interventions that seek to improve organizational effectiveness and employee well-being
• Outside consultants can provide objective perspectives, but don’t have to live with the consequences of change
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