组织行为学255(1) 255页

ORGANIZATIONALBEHAVIORTENTHEDITION AFTERSTUDYINGTHISCHAPTERANDLISTENINGTOMYLECTUER,IHOPETHTATYOUWILLBEABLETO:Defineorganizationalbehavior(OB).Describewhatmanagersdo.ExplainthevalueofthesystematicstudyofOB.ListthemajorchallengesandopportunitiesformanagerstouseOBconcepts.IdentifythecontributionsmadebymajorbehavioralsciencedisciplinestoOB.LEARNINGOBJECTIVES DescribewhymanagersrequireaknowledgeofOB.ExplaintheneedforacontingencyapproachtothestudyofOB.LEARNINGOBJECTIVES(cont’d) WhatManagersDoManagerialActivitiesMakedecisionsAllocateresourcesDirectactivitiesofotherstoattaingoals WhereManagersWork ManagementFunctionsManagementFunctionsPlanningOrganizingLeadingControlling ManagementFunctions(cont’d) ManagementFunctions(cont’d) ManagementFunctions(cont’d) ManagementFunctions(cont’d) EXHIBIT1-1aMintzberg’sManagerialRoles EXHIBIT1-1bMintzberg’sManagerialRoles(cont’d) EXHIBIT1-1cMintzberg’sManagerialRoles(cont’d) ManagementSkills EffectiveVersusSuccessfulManagerialActivities(Luthans)TraditionalmanagementDecisionmaking,planning,andcontrollingCommunicationsExchangingroutineinformationandprocessingpaperworkHumanresourcemanagementMotivating,disciplining,managingconflict,staffing,andtrainingNetworkingSocializing,politicking,andinteractingwithothers EXHIBIT1-2AllocationofActivitiesbyTime EnterOrganizationalBehavior ContributingDisciplinestotheOBFieldEXHIBIT1-3a ContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3b ContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3c ContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3d ContributingDisciplinestotheOBField(cont’d)EXHIBIT1-3f ThereAreFewAbsolutesinOBContingencyVariablesxy ChallengesandOpportunityforOBRespondingtoGlobalizationManagingWorkforceDiversityImprovingQualityandProductivityRespondingtotheLaborShortageImprovingCustomerService ChallengesandOpportunityforOB(cont’d)ImprovingPeopleSkillsEmpoweringPeopleCopingwith“Temporariness〞StimulationInnovationandChangeHelpingEmployeesBalanceWork/LifeConflictsImprovingEthicalBehavior EXHIBIT1-6BasicOBModel,StageI TheDependentVariablesxy TheDependentVariables(cont’d) TheDependentVariables(cont’d) TheDependentVariables(cont’d) TheDependentVariables(cont’d) TheIndependentVariablesIndependentVariablesIndividual-LevelVariablesOrganizationSystem-LevelVariablesGroup-LevelVariables ORGANIZATIONALBEHAVIOR AFTERSTUDYINGCHAPTERTHREEANDLISTENINGTOMYLECTUER,YOUSHOULDBEABLETO:LEARNINGOBJECTIVES AFTERSTUDYINGTHISCHAPTER,YOUSHOULDBEABLETO:Statetherelationshipbetweenjobsatisfactionandbehavior.Identifyfouremployeeresponsestodissatisfaction.LEARNINGOBJECTIVES(cont’d) Values TypesofValues–-RokeachValueSurvey ValuesintheRokeachSurveyEXHIBIT3-1a ValuesintheRokeachSurvey(cont’d)EXHIBIT3-1b MeanValueRankingsofExecutives,UnionMembers,andActivistsEXHIBIT3-2 DominantWorkValuesinToday’sWorkforceEXHIBIT3-3 Values,Loyalty,andEthicalBehaviorEthicalClimateintheOrganizationEthicalValuesandBehaviorsofLeaders Hofstede’sFrameworkforAssessingCultures Hofstede’sFramework(cont’d) Hofstede’sFramework(cont’d) Hofstede’sFramework(cont’d) Hofstede’sFramework(cont’d) TheGLOBEFrameworkforAssessingCulturesAssertivenessFutureOrientationGenderdifferentiationUncertaintyavoidancePowerdistanceIndividual/collectivismIn-groupcollectivismPowerorientationHumaneorientationEXHIBIT3-4 Attitudes TypesofAttitudes TheTheoryofCognitiveDissonanceDesiretoreducedissonanceImportanceofelementscreatingdissonanceDegreeofindividualinfluenceoverelementsRewardsinvolvedindissonance MeasuringtheA-BRelationshipRecentresearchindicatesthattheattitudes(A)significantlypredictbehaviors(B)whenmoderatingvariablesaretakenintoaccount.ModeratingVariablesImportanceoftheattitudeSpecificityoftheattitudeAccessibilityoftheattitudeSocialpressuresontheindividualDirectexperiencewiththeattitude Self-PerceptionTheory AnApplication:AttitudeSurveys SampleAttitudeSurveyEXHIBIT3-5 JobSatisfactionMeasuringJobSatisfactionSingleglobalratingSummationscoreHowSatisfiedArePeopleinTheirJobs?Jobsatisfactiondeclinedto50.7%in2000Declineattributedto:PressurestoincreaseproductivityLesscontroloverwork TheEffectofJobSatisfactiononEmployeePerformanceSatisfactionandProductivitySatisfiedworkersaren’tnecessarilymoreproductive.Workerproductivityishigherinorganizationswithmoresatisfiedworkers.SatisfactionandAbsenteeismSatisfiedemployeeshavefeweravoidableabsences.SatisfactionandTurnoverSatisfiedemployeesarelesslikelytoquit.Organizationstakeactionstocultivatehighperformersandtoweedoutlowerperformers. ResponsestoJobDissatisfactionEXHIBIT3-6 HowEmployeesCanExpressDissatisfaction JobSatisfactionandOCBSatisfactionandOrganizationalCitizenshipBehavior(OCB)Satisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinbehaviorsthatgobeyondthenormalexpectationsoftheirjob. ORGANIZATIONALBEHAVIORWWW.PRENHALL.COM/ROBBINS Afterstudyingchapterfiveandlisteningtomylecture,youshouldbeableto:Explainhowtwopeoplecanseethesamethingandinterpretitdifferently.Listthreedeterminantsofattribution.Describehowshortcutscanassistinordistortourjudgmentofothers.Explainhowperceptionaffectsthedecision-makingprocess.Outlinethesixstepsintherationaldecision-makingmodel.LEARNINGOBJECTIVES Outlinecontinues:Describetheactionofaboundedlyrationaldecisionmaker.Identifytheconditionsinwhichindividualsaremostlikelytouseintuitionindecisionmaking.Describefourstylesofdecisionmaking.Defineheuristicsandexplainhowtheybiasdecisions.Contrastthethreeethicaldecisioncriteria.LEARNINGOBJECTIVES(cont’d) WhatIsPerception,andWhyIsItImportant?People’sbehaviorisbasedontheirperceptionofwhatrealityis,notonrealityitself.Theworldasitisperceivedistheworldthatisbehaviorallyimportant. FactorsThatInfluencePerceptionEXHIBIT5-1 PersonPerception:MakingJudgmentsAboutOthersDistinctiveness:showsdifferentbehaviorsindifferentsituations.Consensus:responseisthesameasotherstosamesituation.Consistency:respondsinthesamewayovertime. AttributionTheoryEXHIBIT5-2 ErrorsandBiasesinAttributions ErrorsandBiasesinAttributions(cont’d) FrequentlyUsedShortcutsinJudgingOthers FrequentlyUsedShortcutsinJudgingOthers FrequentlyUsedShortcutsinJudgingOthers SpecificApplicationsinOrganizationsEmploymentInterviewPerceptualbiasesaffecttheaccuracyofinterviewers’judgmentsofapplicants.PerformanceExpectationsSelf-fulfillingprophecy(pygmalioneffect):Thelowerorhigherperformanceofemployeesreflectspreconceivedleaderexpectationsaboutemployeecapabilities.PerformanceEvaluationsAppraisalsaresubjectiveperceptionsofperformance.EmployeeEffortAssessmentofindividualeffortisasubjectivejudgmentsubjecttoperceptualdistortionandbias. TheLinkBetweenPerceptionsandIndividualDecisionMakingPerceptionsofthedecisionmakerOutcomes AssumptionsoftheRationalDecision-MakingModelProblemclarityKnownoptionsClearpreferencesConstantpreferencesNotimeorcostconstraintsMaximumpayoff StepsintheRationalDecision-MakingModelEXHIBIT5-3 TheThreeComponentsofCreativityEXHIBIT5-4 HowAreDecisionsActuallyMadeinOrganizations HowAreDecisionsActuallyMadeinOrganizations(cont’d)How/WhyproblemsareidentifiedVisibilityoverimportanceofproblemAttention-catching,highprofileproblemsDesireto“solveproblems〞Self-interest(ifproblemconcernsdecisionmaker)AlternativeDevelopmentSatisficing:seekingthefirstalternativethatsolvesproblem.Engaginginincrementalratherthanuniqueproblemsolvingthroughsuccessivelimitedcomparisonofalternativestothecurrentalternativeineffect. MakingChoices MakingChoices Decision-StyleModelEXHIBIT5-5 OrganizationalConstraintsonDecisionMakersPerformanceEvaluationEvaluationcriteriainfluencethechoiceofactions.RewardSystemsDecisionmakersmakeactionchoicesthatarefavoredbytheorganization.FormalRegulationsOrganizationalrulesandpolicieslimitthealternativechoicesofdecisionmakers.System-imposedTimeConstraintsOrganizationsrequiredecisionsbyspecificdeadlines.HistoricalPrecedentsPastdecisionsinfluencecurrentdecisions. CulturalDifferencesinDecisionMakingProblemsselectedTimeorientationImportanceoflogicandrationalityBeliefintheabilityofpeopletosolveproblemsPreferenceforcollectdecisionmaking EthicsinDecisionMakingEthicalDecisionCriteriaUtilitarianismSeekingthegreatestgoodforthegreatestnumber.RightsRespectingandprotectingbasicrightsofindividuals.JusticeImposingandenforcingrulesfairlyandimpartially. EthicsinDecisionMakingEthicsandNationalCultureTherearenoglobalethicalstandards.Theethicalprinciplesofglobalorganizationsthatreflectandrespectlocalculturalnormsarenecessaryforhighstandardsandconsistentpractices. ORGANIZATIONALBEHAVIOR Afterstudyingchaptersixandlisteningtomylecture,youshouldbeableto:Outlinethemotivationprocess.DescribeMaslow’sneedhierarchy.ContrastTheoryXandTheoryY.Differentiatemotivatorsfromhygienefactors.Listthecharacteristicsthathighachieverspreferinajob.Summarizethetypesofgoalsthatincreaseperformance.LEARNINGOBJECTIVES DefiningMotivationKeyElementsIntensity:howhardapersontriesDirection:towardbeneficialgoalPersistence:howlongapersontries Going“BeyondtheFringe〞inBenefits:EspeciallyCreativeRewardPracticesCompanyAppleComputerPublixSuperMarketsAdvantaCorporationWestinHotelsWorthingtonIndustriesReader’sDigestPitneyBowesSteelcaseDeltaAirlinesRewardStockpurchaseoptionsPartialownershipinthecompanyOpportunitytohelptrainnewemployeesFreemealswhileonthejobHaircutsfor$2whileatworkFridaysoffduringthemonthofMayCoursesinrealestate,golf,painting,photography,andcakedecoratingAccesstocampingfacilitiesandequipmentFreeairlinetravelforemployeesandspousesSASCompany??? TheoryXandTheoryY(DouglasMcGregor) NeedHierarchyTheoryPhysiologicalneedsSafetyneedsSocialneedsEsteemneedsSelf-actualizationneedsLower-orderneedsHigher-orderneeds Two-FactorTheory(FrederickHerzberg) ComparisonofSatisfiersandDissatisfiersFactorscharacterizingeventsonthejobthatledtoextremejobdissatisfactionFactorscharacterizingeventsonthejobthatledtoextremejobsatisfaction OverviewofExpectancyTheoryEffortExpectancyInstrumentalityValenceofrewardPerformanceRewardMOTIVATIONRoleperceptionsandopportunitiesAbilitiesandtraitsJOBPERFORMANCEXX EquityTheory:ASummaryandExampleINEQUITABLERELATIONSHIPAndyisoverpaidcomparedtoBillBillisunderpaidcomparedtoAndyBill’soutcomes($25,000/year)Bill’sinputs(40hours/week)Andy’soutcomes($30,000/year)Andy’sinputs(40hour/week)AndyfeelsguiltyBillfeelsangryEQUITABLERELATIONSHIPAndy’soutcomes($30,000/year)Andy’sinputs(40hour/week)AndyisequitablypaidcomparedtoBillBill’soutcomes($30,000/year)Bill’sinputs(40hours/week)BillisequitablypaidcomparedtoAndyBillfeelssatisfiedAndyfeelssatisfied Goal-SettingTheory(EdwinLocke) GoalSetting:SomeImpressiveEffectsPercentageofMaximumWeightCarriedonEachTripBeforegoalAfterGoalFour-WeekPeriods506070809010012456789101112SevenYearsLater94Therewasadramaticimprovementinper-formanceafteragoalwassetPerformanceatthegoallevelwassustainedsevenyearsafterthegoalwasfirstsetGoallevel3 ERGTheory(ClaytonAlderfer)CoreNeedsExistence:provisionofbasicmaterialrequirements.Relatedness:desireforrelationships.Growth:desireforpersonaldevelopment.Concepts:Morethanoneneedcanbeoperativeatthesametime.Ifahigher-levelneedcannotbefulfilled,thedesiretosatisfyalower-levelneedincreases. DavidMcClelland’sTheoryofNeedsnAchnPownAff MatchingAchieversandJobs CognitiveEvaluationTheory ReinforcementTheoryConcepts:Behaviorisenvironmentallycaused.Behaviorcanbemodified(reinforced)byproviding(controlling)consequences.Reinforcedbehaviortendstoberepeated. FlowandIntrinsicMotivationTheory KenThomas’sModelofIntrinsicMotivationEmployeesareintrinsicallymotivatedwhenrewardsanemployeegetsfromworkresultfrom:Choice–theabilitytofreelyself-selectandperformtaskactivities.Competence–thesenseofaccomplishmentfromskillfullyperformingchosentasksoractivities.Meaningfulness–pursuingataskthatmattersinthelargerschemeofthings.Progress–thefeelingofsignificantadvancementinachievingthetask’spurpose. EquityTheoryReferentComparisons:Self-insideSelf-outsideOther-insideOther-outside EquityTheory(cont’d)EXHIBIT6-7 EquityTheory(cont’d)Choicesfordealingwithinequity:Changeinputs(slackoff)Changeoutcomes(increaseoutput)Distort/changeperceptionsofselfDistort/changeperceptionsofothersChooseadifferentreferentpersonLeavethefield(quitthejob) EquityTheory(cont’d)Propositionsrelatingtoinequitablepay:Overrewardedemployeesproducemorethanequitablyrewardedemployees.Overrewardedemployeesproduceless,butdohigherqualitypiecework.Underrewardedhourlyemployeesproducelowerqualitywork.Underrewardedemployeesproducelargerquantitiesoflower-qualitypieceworkthanequitablyrewardedemployees EquityTheory(cont’d) ExpectancyTheoryEXHIBIT6-8 PerformanceDimensionsEXHIBIT6-9 IntegratingContemporaryTheoriesofMotivationEXHIBIT UnderstandingWorkTeamsPrenticeHall,2001114Chapter9 LearningObjectivesLearnwhyteamsarepopularinmanyorganizationsContrastteamswithgroupsIdentifyfourtypesofteamsExamineconditionswhenteamsarepreferredoverindividualsPrenticeHall,2001115Chapter9 LearningObjectivesIdentifycharacteristicsofeffectiveteamsExplainhoworganizationscancreateteamplayersReviewtheroleofdiversityonworkteamsLearnhowmanagementcankeepteamsfrombecomingstagnantandrigidPrenticeHall,2001116Chapter9 WhyHaveTeamsBecomeSoPopular?PerformanceoncomplextasksUtilizationofemployeetalentsFlexibilityandresponsivenessMotivationalpropertiesPrenticeHall,2001117Chapter9 ShareinformationNeutral(maybenegative)IndividualRandomandvariedGoalSynergyAccountabilitySkillsCollectiveperformancePositiveIndividualandmutualComplementaryWorkGroupsWorkTeamsComparingWorkGroupsandWorkTeamsPrenticeHall,2001118Chapter9 Cross-FunctionalSelf-ManagedProblem-SolvingVirtualTypesofTeamsPrenticeHall,2001119Chapter9 WhenWillTeamsOutperformIndividuals?InterdependenceTaskComplexityPurposeandGoalsPrenticeHall,2001120Chapter9 TheTeamEffectivenessModelProcessWorkDesignCompositionContextPrenticeHall,2001121Chapter9 WorkDesignAutonomySkillvarietyTaskidentityTasksignificancePrenticeHall,2001122Chapter9 SizePersonalityPreferenceforTeamsAbilityRolesandDiversityFlexibilityCompositionPrenticeHall,2001123Chapter9 KeyRolesonTeamsAdviserPromoterProducerLinkerCreatorAssessorOrganizerControllerMaintainerPrenticeHall,2001124Chapter9 ContextRewardsystemsAdequateresourcesPerformanceevaluationLeadershipandstructurePrenticeHall,2001125Chapter9 CommonPurposeTeamworkProcessesConflictEfficacySpecificGoalsSocialLoafingPrenticeHall,2001126Chapter9 TurningIndividualsIntoTeamPlayersSelectionRewardsTrainingPrenticeHall,2001127Chapter9 ContemporaryIssuesinManagingTeamsMatureTeamsTotalQualityManagementWorkforceDiversityPrenticeHall,2001128Chapter9 CommunicationPrenticeHall,2001129Chapter10 LearningObjectivesDescribethecommunicationprocessListbarrierstocommunicationAnalyzetheuseofthegrapevineComparetalkformenandwomenPrenticeHall,2001130Chapter10 LearningObjectivesExaminetheroleoftechnologyinorganizationalcommunicationAnalyzethechallengesofcross-culturalcommunicationListbehaviorsrelatedtoactivelisteningPrenticeHall,2001131Chapter10 MotivationInformationControlFunctionsofCommunicationEmotionalExpressionPrenticeHall,2001132Chapter10 TheCommunicationProcessSourceEncodingReceiverDecodingChannelFeedbackMessageMessagePrenticeHall,2001133Chapter10 BarrierstoEffectiveCommunicationInformationOverloadSelectivePerceptionApprehensionFilteringDefensivenessLanguagePrenticeHall,2001134Chapter10 DirectionofCommunicationUpwardLateralDownwardPrenticeHall,2001135Chapter10 MultidirectionalSkipsauthoritySocial-relatedVerticalFollowsauthorityTask-relatedCommunicationNetworksFormalInformalPrenticeHall,2001136Chapter10 ThreeCommonSmall-GroupNetworksChainWheelAll-ChannelPrenticeHall,2001137Chapter10 ControlReliabilitySelf-InterestsTheGrapevinePrenticeHall,2001138Chapter10 NonverbalCommunicationBodyLanguageParalinguisticsBodyMotionsFacialExpressionsToneofVoicePacingandPitchPrenticeHall,2001139Chapter10 ChoiceofCommunicationChannelChannelRichnessTypeofMessageInformationMediumRichestLeanestAmbiguousRoutineFace-to-facetalkTelephoneElectronicmailMemos,lettersFlyers,bulletins,reportsPrenticeHall,2001140Chapter10 ContemporaryCommunicationIssuesCommunicationBarriersofMenandWomen“PoliticallyCorrect〞CommunicationPrenticeHall,2001141Chapter10 WordConnotationsSemanticsToneDifferencesPerceptionDifferencesBarrierstoCross-CulturalCommunicationPrenticeHall,2001142Chapter10 High-ContextandLow-ContextCulturesChineseKoreanJapaneseVietnameseArabGreekSpanishItalianEnglishNorthAmericanScandinavianSwissGermanHighContextLowContextPrenticeHall,2001143Chapter10 ACulturalGuideCultivateEmpathyEmphasizeDescriptionDevelopaHypothesisAssumeDifferencesPrenticeHall,2001144Chapter10 ElectronicCommunicationsWorkspaceWorklifeandpersonallifeOrganizationalboundariesTimeconstraintsGeographicalconstraintsInterpersonalcontactPrenticeHall,2001145Chapter10 InternalStrategiesChangingDomainsGeographicDispersionRationingRecruitmentSmoothingBufferingPrenticeHall,2001146Chapter10 .Leadership&Trust Besideschapt.11and12concepts,youshouldalsobeableto:Contrastleadershipandmanagement.Understandtraditionalleadershiptheories.Understandtransactional,transitionalandvisionaryleadership.Describecontingencymodel.UnderstandE.I.theory.Understandmanagerialgrid.LearnaboutcharismaticleadersLearnhowtobecomeatransformationalleader.LEARNINGOBJECTIVES LeadershipTheabilitytopositivelyinfluencepeopleandsystemstohaveameaningfulimpactandachieveresults WhatIsLeadership? TrustandLeadershipLeadershipTRUSTandINTEGRITY TraditionalleadershiptheoriesThetraitapproach--Involvesdiscerninghowtobealeaderbyexaminingthecharacteristicsandmethodsofrecognizedleaders.b)Thebehavioralapproach--Attemptstodeterminethetypesofleadershipbehaviorsthatleadtosuccessfultaskperformanceandemployeesatisfaction.c)Thecontingencyapproach--Holdsthatthereisnouniversalapproachtoleadership.Rather,effectiveleadershipbehaviordependsonsituationalfactors(i.e.whoisleading,whoisled,andwhatisthesituation)thatmaychangeovertime.d)Theroleapproach--Suggeststhatleadersperformcertainrolesdependingonthesituation. CharacteristicsofSuccessfulLeadersTraitorCharacteristicDriveHonestyandintegrityLeadershipmotivationSelf-confidenceCognitiveabilityKnowledgeofthebusinessCreativityFlexibilityDescriptionDesireforachievement;ambition;highenergy;tenacity;initiativeTrustworthy;reliable;openDesiretoexerciseinfluenceoverotherstoreachsharedgoalsTrustinownabilitiesIntelligence;abilitytointegrateandinterpretlargeamountsofinformationKnowledgeofindustry,relevanttechnicalmattersOriginalityAbilitytoadapttoneedsoffollowersandrequirementsofsituation-1 CharismaticLeadershipKeyCharacteristics:VisionandarticulationPersonalriskEnvironmentalsensitivitySensitivitytofollowerneedsUnconventionalbehavior Path-GoalTheoryLeader’sstyle(instrumental,supportive,participative,achievement-oriented)Contingencyfactors(characteristicsofsubordinates,workenvironments)Perceptionthattheleaderisbeinghelpful(e.g.,eliminatingobstacles)Motivationandjobsatisfactionareenhanced .SituationalLeadershipTheory:ItsBasicDimensionsParticipatingworksbest(followersareabletodothejobbutrequireemotionalsupport)Sellingworksbest(followersareneitherwillingnorabletodothejob)Delegatingworksbest(followers)arewillingtodothejob,andknowhowtogoaboutit)Tellingworksbest(followersarewillingtodothejob,butdon’tknowhowtodoit)Low(abletodojob)High(unabletodojob)High(unwillingtodojob)Low(willingtodojob)TaskBehavior(amountofguidancerequired)RelationshipBehavior(amountofsupportrequired) HerseyandBlanchard’sSituationalLeadershipTheoryFollowerreadiness:abilityandwillingnessLeader:decreasingneedforsupportandsupervision TheManagerialGridConcernforPeople123456789ConcernforProductionLowHighLowHigh9876543215,5patternMiddle-of-the-roadmanagement9,1patternTaskmanagement9,9patternTeammanagement-theidealstyle1,9pattern“Countryclub〞management1,1patternImpoverishedmanagementFig.8-1 TransactionalandTransformationalLeadershipContingentRewardManagementbyException(active)ManagementbyException(passive)Laissez-FaireCharismaInspirationIntellectualStimulationIndividualConsideration EmotionalIntelligenceandLeadershipEffectivenessElementsofEmotionalIntelligence:Self-awarenessSelf-managementSelf-motivationEmpathySocialskills GuidelinesforBecomingaTransformationalLeader(cont’d)SuggestionBuildconfidencebyrecognizingsmallaccomplishmentstowardthegoal.Celebratesuccessesandaccomplishments.Takedramaticactiontosymbolizekeyorganizationalvalues.Setanexample;actionsspeaklouderthanwords.ExplanationIfagroupexperiencesearlysuccess,itwillbemotivatedtocontinueworkinghard.Formalorinformalceremoniesareusefulforcelebratingsuccess,therebybuildingoptimismandcommitment.Visionsarereinforcedbythingsleadersdotosymbolizethem.Forexample,oneleaderdemonstratedconcernforqualitybydestroyingworkthatwasnotuptostandards.Leadersserveasrolemodels.Iftheywantfollowerstomakesacrifices,forexample,theyshoulddosothemselves. .GuidelinesforBecomingaTransformationalLeaderSuggestionDevelopavisionthatisbothclearandhighlyappealingtofollowers.Articulateastrategyforbringingthatvisiontolife.Stateyourvisionclearlyandpromoteittoothers.Showconfidenceandoptimismaboutyourvision.Expressconfidenceinfollowers’capacitytocarryoutthestrategy.ExplanationAclearvisionwillguidefollowerstowardachievingorganizationalgoalsandmakethemfeelgoodaboutdoingso.Don’tpresentanelaborateplan;rather,statethebestpathtowardachievingthemission.Visionsmustnotonlybeclearbutmadecompelling,suchasbyusinganecdotes.Ifaleaderlacksconfidenceaboutsuccess,followerswillnottryveryhardtoachievethatvisionFollowersmustbelievethattheyarecapableofimplementingaleader’svision.Leadersshouldbuildfollowers’self-confidence. FindingandCreatingEffectiveLeadersSelectionReviewspecificrequirementsforthejob.Useteststhatidentifypersonaltraitsassociatedwithleadership,measureself-monitoring,andassessemotionalintelligence.Conductpersonalinterviewstodeterminecandidate’sfitwiththejob.TrainingRecognizetheallpeoplearenotequallytrainable.Teachskillsthatarenecessaryforemployeestobecomeeffectiveleaders.Providebehavioraltrainingtoincreasethedevelopmentpotentialofnascentcharismaticemployees. .LPCContingencyTheorySituationalControlLeaderEffectiveness(groupperformance)ModerateLowHighLowHighLowLPC(concernforpeople)HighLPC(concernforproduction)HighLPCleadersarehighlyeffectiveundermoderatesituationalcontrolLowLPCleadersarehighlyeffectiveunderhighsituationalcontrolLowLPCleadersarehighlyeffectiveunderlowsituationalcontrol ORGANIZATIONALBEHAVIOR Afterstudyingchapter15andlisteningtoclasslecture,youshouldbeableto:Identifythesixkeyelementsthatdefineanorganization’sstructure.Explainthecharacteristicsofabureaucracy.Describeamatrixorganization.Explainthecharacteristicsofavirtualorganization.Summarizewhymanagerswanttocreateboundarylessorganizations.Contrastmechanisticandorganicstructuralmodels.Listthefactorsthatfavordifferentorganizationalstructures.Whydostructuresdiffer?LEARNINGOBJECTIVES WhatIsOrganizationalStructure?KeyElements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalization WhatDeterminesOrganizationalStructure?Towhatdegreearetaskssubdividedintoseparatejobs?Onwhatbasiswilljobsbegroupedtogether?Towhomdoindividualsandgroupsreport?Howmanyindividualscanamanagerefficientlyandeffectivelydirect?Wheredoesdecision-makingauthoritylie?Towhatdegreewillthereberulesandregulationstodirectemployeesandmanagers? KeyDesignQuestionsandAnswersforDesigningtheProperOrganizationStructure StrategyWhyDoStructuresDiffer?OrganizationSizeTechnologyEnvironment CommonOrganizationDesignsASimpleStructure:JackGold’sMen’sStore OrganizationalChartofaManufacturingFirmBoardmemberBoardmemberBoardmemberBoardmemberChiefExecutiveOfficerLegalcounselPresidentIndustrialProductsDirector-HumanResourcesConsumerProductsDirector-HumanResourcesWesternRegionIndustrialProductsSalesManagerEasternRegionIndustrialProductsSalesManagerWesternRegionConsumerProductsSalesManagerEasternRegionConsumerProductsSalesManageretc.etc.etc.etc.etc.etc.etc.etc.etc.etc.IndustrialProductsDirector-ProductionConsumerProductsDirector-ProductionIndustrialProductsDirector-R&DConsumerProductsDirector-R&DV.PResearchandDevelopmentV.PSales/MarketingV.PHumanResourcesV.PProductionIndustrialProductsDirector-SalesConsumerProductsDirector-Sales TallversusFlatOrganizationsChiefExecutiveChiefExecutiveTallhierarchyFlathierarchyRelativelywidespanofcontrolRelativelynarrowspanofcontrolTallOrganizationFlatOrganization AProductOrganizationPro-ductionAcctg.SalesR&DPro-ductionAcctg.SalesR&DPro-ductionAcctgSalesR&DProductGroup2ProductGroup1ProductGroup3PresidentChiefExecutiveOfficer AHorizontalOrganizationTeamresponsibleforcoreprocess(e.g.,generatingandfulfillingorders)Teamresponsibleforcoreprocess(e.g.,productdevelopment)Teamresponsibleforcoreprocess(e.g.,flowofmaterials)AdviserAdviserAdviserOverallManagerObjective:ReducedcycletimeObjective:MorenewproductsObjective:Enhancedproductquality CommonOrganizationDesigns TheBureaucracyStrengthsFunctionaleconomiesofscaleMinimumduplicationofpersonnelandequipmentEnhancedcommunicationCentralizeddecisionmakingWeaknessesSubunitconflictswithorganizationalgoalsObsessiveconcernwithrulesandregulationsLackofemployeediscretiontodealwithproblems Decentralization:BenefitsWhenLowandWhenHighLowDecentralization(HighCentralization)EliminatestheadditionalresponsibilitynotdesiredbypeopleperformingroutinejobsPermitscrucialdecisionstobemadebyindividualswhohavethe“bigpicture〞HighDecentralization(LowCentralization)Caneliminatelevelsofmanagement,makingaleanerorganizationPromotesgreateropportunitiesfordecisionstobemadebepeopleclosesttoproblemsTable12-1 TheMatrixStructureCross-FunctionalCoordinationClearAccountabilityAllocationofSpecialistsDualChainofCommand MatrixStructure(CollegeofBusinessAdministration)(Dean)(Director)Employee AMatrixOrganizationProjectGammamanagerProductionsupportgroupLegalsupportgroupAccountingsupportgroupEngineeringsupportgroupProjectBetamanagerProductionsupportgroupLegalsupportgroupAccountingsupportgroupEngineeringsupportgroupProjectAlphamanagerProductionsupportgroupLegalsupportgroupAccountingsupportgroupEngineeringsupportgroupProductiondepartmentLegaldepartmentAccountingdepartmentEngineeringdepartmentFarmMachineryDivisionPresidentFunctionalauthorityProjectauthority Mechanisticvs.OrganicDesignsDimensionStabilitySpecializationFormalrulesAuthorityMechanisticChangeunlikelyManyspecialistsRigidrulesCentralizedinafewtoppeopleOrganicChangelikelyManygeneralistsConsiderableflexibilityDecentralized,diffusedthroughouttheorganizationStructureTable12-2 MechanisticVersusOrganicModels AVirtualOrganization OrganizationStructure:ItsDeterminantsandOutcomes NewDesignOptionsConcepts:Providesmaximumflexibilitywhileconcentratingonwhattheorganizationdoesbest.Disadvantageisreducedcontroloverkeypartsofthebusiness. WhatIsOrganizationalStructure?(cont’d)Divisionoflabor:MakesefficientuseofemployeeskillsIncreasesemployeeskillsthroughrepetitionLessbetween-jobdowntimeincreasesproductivitySpecializedtrainingismoreefficientAllowsuseofspecializedequipment EconomiesandDiseconomiesofWorkSpecializationEXHIBIT15-2 WhatIsOrganizationalStructure?(cont’d)GroupingActivitiesBy:FunctionProductGeographyProcessCustomer WhatIsOrganizationalStructure?(cont’d)NarrowSpanDrawbacks:Expenseofadditionallayersofmanagement.Increasedcomplexityofverticalcommunication.Encouragementofoverlytightsupervisionanddiscouragementofemployeeautonomy.Concept:Widerspansofmanagementincreaseorganizationalefficiency. ContrastingSpansofControlEXHIBIT15-3 WhatIsOrganizationalStructure?(cont’d) CommonOrganizationDesigns(cont’d)KeyElements:Gainsadvantagesoffunctionalandproductdepartmentalizationwhileavoidingtheirweaknesses.Facilitatescoordinationofcomplexandinterdependentactivities.Breaksdownunity-of-commandconcept. NewDesignOptionsCharacteristics:Breaksdowndepartmentalbarriers.Decentralizesdecisionmakingtotheteamlevel.Requiresemployeestobegeneralistsaswellasspecialists.Createsa“flexiblebureaucracy.〞 NewDesignOptions(cont’d)T-formConcepts:Eliminatevertical(hierarchical)andhorizontal(departmental)internalboundaries.Breakdownexternalbarrierstocustomersandsuppliers. WhyDoStructuresDiffer? WhyDoStructuresDiffer? WhyDoStructuresDiffer?–Strategy TheStrategy-StructureRelationshipEXHIBIT15-9 WhyDoStructuresDiffer?–TechnologyCharacteristicsofroutineness(standardizedorcustomized)inactivities:Routinetechnologiesareassociatedwithtall,departmentalizedstructuresandformalizationinorganizations.Routinetechnologiesleadtocentralizationwhenformalizationislow.Nonroutinetechnologiesareassociatedwithdelegateddecisionauthority. WhyDoStructuresDiffer?–EnvironmentKeyDimensions:Capacity:thedegreetowhichanenvironmentcansupportgrowth.Volatility:thedegreeofinstabilityintheenvironment.Complexity:thedegreeofheterogeneityandconcentrationamongenvironmentalelements. WhatIsOrganizationalStructure?(cont’d) TheThreeDimensionalModeloftheEnvironmentEXHIBIT15-10ComplexityVolatilityCapacity OrganizationalDesignsandEmployeeBehaviorResearchFindings:Workspecializationcontributestohigheremployeeproductivity,butitreducesjobsatisfaction.Thebenefitsofspecializationhavedecreasedrapidlyasemployeesseekmoreintrinsicallyrewardingjobs.Theeffectofspanofcontrolonemployeeperformanceiscontingentuponindividualdifferencesandabilities,taskstructures,andotherorganizationalfactors.Participativedecisionmakingindecentralizedorganizationsispositivelyrelatedtojobsatisfaction. ORGANIZATIONALBEHAVIORWWW.PRENHALL.COM/ROBBINSTENTHEDITION Besidesyourtextbookconcepts,youwillalsolearnto:UnderstandtheroleoforganizationalcultureVision,mission,valuesDominant,culture/sub-culturesMergingculturesCreativityandinnovationinworkplaceOrganizationalsocializationKeepingculturealiveLEARNINGOBJECTIVES TheBasicFunctionsofOrganizationalCultureOrganizationalCulture/basicfunctionsProvidesasenseofidentityformembersEnhancescommitmenttotheorganization’smissionClairifiesandreinforcesstandardsofbehavior CoreOrganizationalValuesReflectedinCultureSensitivitytoneedsofcustomersandemployeesFreedomtoinitiatenewideasWillingnesstotoleratetakingrisksOpennesstocommunicationoptions OrganizationalCulture Today’sMergersandAcquisitions:WillTheybeTomorrow’sCultureClashes?Thisbank…CiticorpBankAmericaBankOneFirstUnionMergedwith…TravelersNationsBankFirstChicagoNBDCorestatesTobecome…CitigroupBankamericaBankOneFirstUnion ComponentsofCreativitySkillsintheTaskDomainSkillsinCreativeThinkingIntrinsicMotivationGreatestcreativity SkillsinInnovationManagement:ACarefulBalancingActGoalsLinkedtocorporatemission…butnotoverlyspecificRewardSystemsGenerouslyandfairlyrewardone’scontributors…butnotsospecificastoconnecteverythingtomoneyTimePressureSenseofurgency…butnottoourgent TheProcessofInnovationStage1SettingtheAgendaStage2SettingtheStageStage3ProducingtheIdeasStage4TestingandImplementingtheIdeasStage5OutcomeAssessmentEndEndSuccessFailureProgressMotivationIndividualorTeamProductivityResourcesSkills CreatingaCustomer-ResponsiveCultureKeyVariablesShapingCustomer-ResponsiveCulturesThetypesofemployeeshiredbytheorganization.Lowformalization:thefreedomtomeetcustomerservicerequirements.Empoweringemployeeswithdecision-makingdiscretiontopleasethecustomer.Goodlisteningskillstounderstandcustomermessages.Roleclaritythatallowsserviceemployeestoactas“boundaryspanners.〞Employeeswhoengageinorganizationalcitizenshipbehaviors. CreatingAnEthicalOrganizationalCultureCharacteristicsofOrganizationsthatDevelopHighEthicalStandardsHightoleranceforriskLowtomoderateinaggressivenessFocusonmeansaswellasoutcomesManagerialPracticesPromotinganEthicalCultureBeingavisiblerolemodel.Communicatingethicalexpectations.Providingethicaltraining.Visiblyrewardingethicalactsandpunishingunethicalones. WhatIsOrganizationalCulture?Characteristics:InnovationandrisktakingAttentiontodetailOutcomeorientationPeopleorientationTeamorientationAggressivenessStability Institutionalization:AForerunnerofCulture WhatIsOrganizationalCulture?(cont’d) WhatIsOrganizationalCulture?(cont’d)CultureVersusFormalizationAstrongcultureincreasesbehavioralconsistencyandcanactasasubstituteforformalization.OrganizationalCultureVersusNationalCultureNationalculturehasagreaterimpactonemployeesthandoestheirorganization’sculture.Nationalsselectedtoworkforforeigncompaniesmaybeatypicalofthelocal/nativepopulation. WhatDoCulturesDo?Culture’sFunctions:Definestheboundarybetweenoneorganizationandothers.Conveysasenseofidentityforitsmembers.Facilitatesthegenerationofcommitmenttosomethinglargerthanself-interest.Enhancesthestabilityofthesocialsystem. WhatDoCulturesDo?CultureasaLiability:BarriertochangeBarriertodiversityBarriertoacquisitionsandmergers CreatingaCustomer-ResponsiveCultureManagerialActions:Selectnewemployeeswithpersonalityandattitudesconsistentwithhighserviceorientation.Trainandsocializecurrentemployeestobemorecustomerfocused.Changeorganizationalstructuretogiveemployeesmorecontrol.Empoweremployeestomakedecisionabouttheirjobs. KeepingCultureAliveSelectionConcernedwithhowwellthecandidateswillfitintotheorganization.Providesinformationtocandidatesabouttheorganization.TopManagementSeniorexecutiveshelpestablishbehavioralnormsthatareadoptedbytheorganization.SocializationTheprocessthathelpsnewemployeesadapttotheorganization’sculture. StagesintheSocializationProcess ASocializationModelEXHIBIT18-2 EntrySocializationOptionsFormalversusInformalIndividualversusCollectiveFixedversusVariableSerialversusRandomInvestitureversusDivestitureEXHIBIT18-3 HowOrganizationCulturesFormEXHIBIT18-4 HowEmployeesLearnCultureStoriesRitualsMaterialSymbolsLanguage CreatingaCustomer-ResponsiveCultureManagerialActions(cont’d):Leadbyconveyingacustomer-focusedvisionanddemonstratingcommitmenttocustomers.Conductperformanceappraisalsbasedoncustomer-focusedemployeebehaviors.Provideongoingrecognitionforemployeeswhomakespecialeffortstopleasecustomers. SpiritualityandOrganizationalCultureCharacteristics:StrongsenseofpurposeFocusonindividualdevelopmentTrustandopennessEmployeeempowermentTolerationofemployeeexpression HowOrganizationalCulturesHaveanImpactonPerformanceandSatisfactionEXHIBIT18-7 OrganizationalChangeandStressManagement LearningObjectivesDescribetheforcesthatstimulatechangeLearnaboutplanned/unplannedchangesLearnhowindividualsandorganizationsresistchangeDiscussovercomingresistancetochangeLearnaboutLewin’schangemodelDescribepotentialsourcesofstressLearnhowindividualvariablesmoderatethestress-outcomerelationship .TheDownsizingJobMarketQuestionHaveyouorsomeoneinyourhouseholdbeenforcedtoworkfewerhoursortakeacutinpay?Haveyouorsomeoneinyourhouseholdbeenrequiredtoworkmorehoursthanusual?Hasthefearoflosingyourjobcausedyoutocutbackyourspending?Whatchangeswouldyoubewillingtomaketokeepyourpresentjob?ResponsesReducedhours=15%Cutinpay=35%Both=17%Yes=54%Cutbackseverely=35%Cutbackmoderately=55%Getmoreeducationortraining=93%Worklongerhours=82%Takefewervacationdays=71%Acceptsmallerbenefits=53%Acceptalowerwage=44% ForcesForChangeWorkforceCompetitionWorldPoliticsTechnologySocialTrendsEconomicShocks PlannedandUnplannedOrganizationalChangesplannedChangesChangesinproductsandservicesChangesinadministrativesystemsChangesinorganizationalsizeorstructureIntroductionofnewtechnologiesAdvancesininformationprocessingandcommunicationUnplannedChangesChangingemployeedemographicsPerformancegapsGovernmentalregulationsEconomiccompetitionintheglobalarenaOrganizationalChange WhatCanChangeAgentsChange?PhysicalSettingStructurePeopleTechnology StructureTechnologyPeopleStructure,Technology,andPeopleasTargetsofOrganizationalChangeOrganizationalChange ResistancetoChangeFormsofResistancetoChangeOvertandimmediateVoicingcomplaints,engaginginjobactionsImplicitanddeferredLossofemployeeloyaltyandmotivation,increasederrorsormistakes,increasedabsenteeism ResistancetoChangeSelectiveInformationProcessingFearoftheUnknownForceofHabitNeedforSecurityEconomicFactorsIndividual EducationandCommunicationParticipationNegotiationFacilitationandSupportCoercionManipulationandCooptationOvercomingResistancetoChange UnfreezingChangingRefreezingLewin’sThree-StepProcessOrganizationalChange UnfreezingtheStatusQuoDesiredStateStatusQuoRestrainingForcesDrivingForcesTime ActionResearchProcessOne:DiagnosisTwo:AnalysisThree:FeedbackFour:ActionFive:Evaluation .SurveyFeedback:AnOverviewEmployeescompletesurveystoprovideinformationaboutproblemsintheirorganizationThroughgroupdiscussions,specificplansforovercomingproblemsareidentifiedanddevelopedFeelingsabouttheorganizationaresummarizedandsharedwithallemployeesDataCollectionFeedbackDevelopActionPlans OrganizationalDevelopmentRespectforpeopleTrustandsupportPowerequalizationConfrontationParticipation FiveODInterventionsIntergroupdevelopmentProcessconsultationSensitivitytrainingSurveyfeedbackTeambuilding SourcesofInnovationHumanResourcesStructuralVariablesOrganizationalCulture DefinitionsAdvantagesCharacteristicsWhatIsaLearningOrganization? ManagingLearningEstablishingStrategyReshapingCultureRedesigningStructure ManagingChange:It’sCultureBound!Ischangepossible?Howlongwillittake?Doescultureinfluenceresistance?Doescultureinfluenceimplementation?Doescultureinfluenceideachampions? ImportanceUncertaintyWhatIsStress?DemandsConstraints AModelofStressPotentialSourcesConsequencesEnvironmentalFactorsOrganizationalFactorsIndividualFactorsIndividualDifferencesPsychologicalSymptomsPhysiologicalSymptomsBehavioralSymptomsExperiencedStress IndividualStressManagementTimeManagementSocialSupportRelaxationTrainingPhysicalExercise OrganizationalStressManagementOrganizationalCommunicationEmployeeInvolvementSelectionandPlacementJobRedesigningWellnessProgramsGoalSetting