组织行为学ppt英文版
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组织行为学英文课件 (20)
E X H I B I T 11-1
Key Parts of Communication Process
Ø The Sender – initiates message Ø Encoding – translating thought to message Ø The Message – what is communicated Ø The Channel – the medium the message travels through Ø Decoding – the receiver’s action in making sense of the message Ø The Receiver – person who gets the message Ø Noise – things that interfere with the message Ø Feedback – a return message regarding the initial communication
Direction of Communication
U P W A R D
Mgr
VP
CEO Mgr Mgr
VP
LATERAL
Mgr
D O W N W A R D
Interpersonal Communication
Ø Oral Communication
– Advantages: Speed and feedback – Disadvantage: Distortion of the message
Reducing Rumors
1. Announce timetables for making important decisions 2. Explain decisions and behaviors that may appear inconsistent or secretive 3. Emphasize the downside, as well as the upside, of current decisions and future plans 4. Openly discuss worst-case possibilities— they are almost never as anxiety-provoking as the unspoken fantasy
组织行为学英文PPT
14
Core Abilities of the Managing Ethics Competency
Identify and describe the principles of ethical decision making and behavior Assess the importance of ethical issues in actions Apply laws, regulations, and organizational rules in making decisions and taking action Demonstrate dignity and respect for others Demonstrate honest and open communication limited only by legal, privacy, and competitive considerations 15
8
Core Abilities of the Managing Communication Competency
Convey information, ideas, and emotions so they are received as intended Provide constructive feedback Engage in active listening Use and interpret nonverbal communication effectively Engage in effective verbal communication Engage in effective written communication Effectively use electronic communication resources 9
组织行为学英文课件 (16)
Informal Groups
Ø Interest Group
– Members work together to attain a specific objective with which each is concerned
Ø Friendship Group
– Those brought together because racteristics
Ø Role Conflict
– A situation in which an individual is confronted by divergent role expectations
Zimbardo’s Prison Experiment
Ø Faked a prison using student volunteers
Defining and Classifying Groups
Ø Group:
– Two or more individuals interacting and interdependent, who have come together to achieve particular objectives
Temporary groups with deadlines don’t follow the fivestage model ØPunctuated-Equilibrium Model
– Temporary groups under deadlines go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity.
组织行为学英文课件 (12)
people/things
§
Perceptual grouping principles
• Similarity or proximity • Closure -- filling in missing pieces • Perceiving trends
§
Interpreting incoming information
3-15
Other Perceptual Errors
§ § § §
Halo effect
• one trait forms a general impression
Primacy effect
• first impressions
Recency effect
• most recent information dominates perceptions
Hamid Senni (in photo) wears a shirt and tie whenever he strolls along the Champs Elysées in Paris. The reason for this formality? “If I'm in jeans, people think I'm a shoplifter,” says Senni, who was born and raised in France.
3-8
HamidSenni
Stereotyping
Assigning traits to people based on their membership in a social category § Occurs because:
§
• Categorical thinking • Innate drive to understand and anticipate others’
组织行为学英文课件 (13)
8-10
Levels of Task Interdependence
High
Low
8-11
Team Size
§ Smaller teams are better because:
• need less time to coordinate roles and resolve differences
8-14
Five C’s of Team Member Competencies
8-15
Team Composition: Diversity
§ Team members have with diverse knowledge, skills, perspectives, values, etc.
achieving common goals § Perceive themselves as a
social entity
8-3
Many Types of Teams
• Departmental teams
• Production/service/ leadership teams
• Self-directed teams
8-20
Team Norms
§ Informal rules and shared expectations team establishes to regulate member behaviors
§ Norms develop through:
• Initial team experiences • Critical events in team’s history • Experience/values members bring to the team
Levels of Task Interdependence
High
Low
8-11
Team Size
§ Smaller teams are better because:
• need less time to coordinate roles and resolve differences
8-14
Five C’s of Team Member Competencies
8-15
Team Composition: Diversity
§ Team members have with diverse knowledge, skills, perspectives, values, etc.
achieving common goals § Perceive themselves as a
social entity
8-3
Many Types of Teams
• Departmental teams
• Production/service/ leadership teams
• Self-directed teams
8-20
Team Norms
§ Informal rules and shared expectations team establishes to regulate member behaviors
§ Norms develop through:
• Initial team experiences • Critical events in team’s history • Experience/values members bring to the team
OrganizationalBehavior组织行为学 ppt课件
动作 与 角 色
10
What Do Managers Do ?
2020/12/27
11
管理者的工作和角色
管理的功能观
管理的角色观
1. 计划 2. 组织 3. 领导 4. 控制
2020/12/27
• 人际角色
➢ 头面人物 ➢ 领导者 ➢ 联络者
• 决策者
➢ 创业者 ➢ 混乱处理者 ➢ 资源分配者
➢ 谈判者
• 信息传递角色
➢ 传播者
➢ 发言人
技能观 1. 技术技能 2. 人际技能 3. 概念技能
12
Managerial Activities
传统 的管理
社会交往
传统 的管理
13%
沟通
11% 19%
48%
28%
11%
26% 44%
社会交往
人力资源管理
202S0/u12c/2c7essful managers
2.
个体水平变量
2. Group-level variables
群体水平变量
3. Organization-level variables
组织水平变量 缺勤率
2020/12/27
The dependent
1. 生产率 2. Turnover 流动率 3. Absenteeism
4. Job satisfaction 22
7
第一章 绪论
2020/12/27
8
Learning Objectives 学习目标
➢ 了解组织行为学
➢ 组织行为学的研究框架
➢ 确认对组织行为学有贡献的学科
➢ 组织行为学的研究方法
➢ 组织行为学与人力资源管理
10
What Do Managers Do ?
2020/12/27
11
管理者的工作和角色
管理的功能观
管理的角色观
1. 计划 2. 组织 3. 领导 4. 控制
2020/12/27
• 人际角色
➢ 头面人物 ➢ 领导者 ➢ 联络者
• 决策者
➢ 创业者 ➢ 混乱处理者 ➢ 资源分配者
➢ 谈判者
• 信息传递角色
➢ 传播者
➢ 发言人
技能观 1. 技术技能 2. 人际技能 3. 概念技能
12
Managerial Activities
传统 的管理
社会交往
传统 的管理
13%
沟通
11% 19%
48%
28%
11%
26% 44%
社会交往
人力资源管理
202S0/u12c/2c7essful managers
2.
个体水平变量
2. Group-level variables
群体水平变量
3. Organization-level variables
组织水平变量 缺勤率
2020/12/27
The dependent
1. 生产率 2. Turnover 流动率 3. Absenteeism
4. Job satisfaction 22
7
第一章 绪论
2020/12/27
8
Learning Objectives 学习目标
➢ 了解组织行为学
➢ 组织行为学的研究框架
➢ 确认对组织行为学有贡献的学科
➢ 组织行为学的研究方法
➢ 组织行为学与人力资源管理
组织行为学【英文版】精品PPT课件
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made.
7
7
Management Functions (cont’d)
Conceptual skills
The mental ability to analyse and diagnose
complex situations.
10
10
Effective Versus Successful Managerial Activities (Luthans)
1.Traditional management
2. Explain the value Identify the three levels of analysis in this book’s OB model.
4. Explain the need for a contingency approach to the study of OB.
Robbins, Millett, Waters-Marsh, Organisational Behaviour 4e © 2004 Pearson Education Australia
Learning Objectives
1. Define organisational behaviour (OB).
8
8
Management Functions (cont’d)
9
9
Management Skills
《组织行为学》 (OB, Organizational Behavior ) 课件
... 18
(二)人性的假设
对人的本质不同的认识，必然导致采取 不同的管理指导思想和采取不同的管理 模式。西方管理学、心理学中对人性提 出了各种理论，称为人性的假设。
...
19
1.“经济人”假设
(1) 什么是“经济人”假设: 经济人(rational-economic man )又称为实利人 或金钱人。出于享乐主义的哲学观点，起源于英 国经济学家亚当 . 斯密关于劳动交换的经济理论。 认为人的一切行为都是为了最大限度的满足自己 的私利。人都要争取最大的经济利益，工作是为 了获得经济报酬。人就是为了挣钱才干活。 泰勒称之为经济人，他认为资本家是为了获取最 大利益才开设工厂，而工人则为了获得经济报酬 来工作,只有劳资双方共同努力,大家都可得到好 处。泰勒曾把这种管理称为一次心理上的革命。
...
10
3．根据上述指标，可以了解：
是否贯彻以人为中心的管理思想和管理措施； 指标的高低，不决定于物质与工作条件，而是物质与 精神激励有无成效； 成功的单位各项指标中精神与物质是交叉排列的； 可以作为成功与否的诊断指标、单位努力的方向。
...
11
第一节
学科背景
一、管理概念的拓展
... 9
企业成败与职工的心理评价
1．人的因素是最稳定的因素； 2．心理评价指标： 方向感：职工明确地意识到本单位的发展方向，寄希望于它的发 展； 信任感：职工与领导相互信任，职工以主人翁的姿态； 成就感：领导 认识到单位的成就都与职工个人的成就有关； 职工 意识到自己工作的价值； 温暖感：职工的归属感，为职工排忧解难，人际关系和谐； 舒适感：对工作环境、条件感到比较舒适，有安全感； 实惠感：解决职工的切身利益，物质利益、热爱专业、安于职守；
(二)人性的假设
对人的本质不同的认识，必然导致采取 不同的管理指导思想和采取不同的管理 模式。西方管理学、心理学中对人性提 出了各种理论，称为人性的假设。
...
19
1.“经济人”假设
(1) 什么是“经济人”假设: 经济人(rational-economic man )又称为实利人 或金钱人。出于享乐主义的哲学观点，起源于英 国经济学家亚当 . 斯密关于劳动交换的经济理论。 认为人的一切行为都是为了最大限度的满足自己 的私利。人都要争取最大的经济利益，工作是为 了获得经济报酬。人就是为了挣钱才干活。 泰勒称之为经济人，他认为资本家是为了获取最 大利益才开设工厂，而工人则为了获得经济报酬 来工作,只有劳资双方共同努力,大家都可得到好 处。泰勒曾把这种管理称为一次心理上的革命。
...
10
3．根据上述指标，可以了解：
是否贯彻以人为中心的管理思想和管理措施； 指标的高低，不决定于物质与工作条件，而是物质与 精神激励有无成效； 成功的单位各项指标中精神与物质是交叉排列的； 可以作为成功与否的诊断指标、单位努力的方向。
...
11
第一节
学科背景
一、管理概念的拓展
... 9
企业成败与职工的心理评价
1．人的因素是最稳定的因素； 2．心理评价指标： 方向感：职工明确地意识到本单位的发展方向，寄希望于它的发 展； 信任感：职工与领导相互信任，职工以主人翁的姿态； 成就感：领导 认识到单位的成就都与职工个人的成就有关； 职工 意识到自己工作的价值； 温暖感：职工的归属感，为职工排忧解难，人际关系和谐； 舒适感：对工作环境、条件感到比较舒适，有安全感； 实惠感：解决职工的切身利益，物质利益、热爱专业、安于职守；
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E X H I B I T 1-3a
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
Mintzberg’s Managerial Roles
E X H I B I T 1-1a
Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1-1c
L E A R N I N G O B J E C T I V E S (cont’d)
6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the study of OB.
ORGANIZATIONAL BEHAVIOR
TENTH EDITION
LEARNING OBJECTIVES
AFTER STUDYING THIS CHAPTER AND LISTENING TO MY LECTUER,I HOPE THTAT YOU WILL BE ABLE TO:
1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of
OB. 4. List the major challenges and opportunities
for managers to use OB concepts. 5. Identify the contributions made by major
behavioral science disciplines to OB.
Basic OB Model, Stage I
E X H I B I T 1-6
The Dependent Variables
y x
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
Challenges and Opportunity for OB (cont’d)
➢ Improving People Skills ➢ Empowering People ➢ Coping with “Temporariness” ➢ Stimulation Innovation and Change ➢ Helping Employees Balance Work/Life Conflicts ➢ Improving Ethical Behavior
• Exchanging routine information and processing paperwork
3. Human resource management
• Motivating, disciplining, managing conflict, staffing, and training
Management Skills
Effective Versus Successful Managerial Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communications
x
Contingency Variables
y
Challenges and Opportunity for OB
➢ Responding to Globalization ➢ Managing Workforce Diversity ➢ Improving Quality and Productivity ➢ Responding to the Labor Shortage ➢ Improving Customer Service
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
There Are Few Absolutes in OB
What Managers Do
Managerial Activities • Make decisions • Allocate resources • Direct activities of others
to attain goals
Where Managers Work
Management Functions
Planning
Organizing
Management Functions
Controlling
Leading
ቤተ መጻሕፍቲ ባይዱ
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
4. Networking
• Socializing, politicking, and interacting with others
Allocation of Activities by Time
E X H I B I T 1-2
Enter Organizational Behavior
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
Mintzberg’s Managerial Roles
E X H I B I T 1-1a
Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1-1c
L E A R N I N G O B J E C T I V E S (cont’d)
6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the study of OB.
ORGANIZATIONAL BEHAVIOR
TENTH EDITION
LEARNING OBJECTIVES
AFTER STUDYING THIS CHAPTER AND LISTENING TO MY LECTUER,I HOPE THTAT YOU WILL BE ABLE TO:
1. Define organizational behavior (OB). 2. Describe what managers do. 3. Explain the value of the systematic study of
OB. 4. List the major challenges and opportunities
for managers to use OB concepts. 5. Identify the contributions made by major
behavioral science disciplines to OB.
Basic OB Model, Stage I
E X H I B I T 1-6
The Dependent Variables
y x
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
The Dependent Variables (cont’d)
Challenges and Opportunity for OB (cont’d)
➢ Improving People Skills ➢ Empowering People ➢ Coping with “Temporariness” ➢ Stimulation Innovation and Change ➢ Helping Employees Balance Work/Life Conflicts ➢ Improving Ethical Behavior
• Exchanging routine information and processing paperwork
3. Human resource management
• Motivating, disciplining, managing conflict, staffing, and training
Management Skills
Effective Versus Successful Managerial Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communications
x
Contingency Variables
y
Challenges and Opportunity for OB
➢ Responding to Globalization ➢ Managing Workforce Diversity ➢ Improving Quality and Productivity ➢ Responding to the Labor Shortage ➢ Improving Customer Service
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
There Are Few Absolutes in OB
What Managers Do
Managerial Activities • Make decisions • Allocate resources • Direct activities of others
to attain goals
Where Managers Work
Management Functions
Planning
Organizing
Management Functions
Controlling
Leading
ቤተ መጻሕፍቲ ባይዱ
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
Management Functions (cont’d)
4. Networking
• Socializing, politicking, and interacting with others
Allocation of Activities by Time
E X H I B I T 1-2
Enter Organizational Behavior
Contributing Disciplines to the OB Field