组织行为学第一张皮尔森 55页

Chapter1OrganizationalBehaviourandManagementCopyright©2021PearsonCanadaInc. LearningObjectivesDefineorganizationsanddescribetheirbasiccharacteristics.Explaintheconceptoforganizationalbehaviouranddescribethegoalsofthefield.Definemanagementanddescribewhatmanagersdotoaccomplishgoals.Contrasttheclassicalviewpointofmanagementwiththatwhichthehumanrelationsmovementadvocated.Copyright©2021PearsonCanadaInc. Describethecontemporarycontingencyapproachtomanagement.Explainwhatmanagersdo–theirroles,activities,agendasforaction,andthoughtprocesses.Describethesocietalandglobaltrendsthatareshapingcontemporarymanagementconcerns.LearningObjectives(continued)Copyright©2021PearsonCanadaInc. WhatAreOrganizations?Socialinventionsforaccomplishingcommongoalsthroughgroupeffort.Socialinventions:Thecoordinatedpresenceofpeople.Thefieldoforganizationalbehaviourisaboutunderstandingpeopleandmanagingthemtoworkeffectively.Copyright©2021PearsonCanadaInc. WhatAreOrganizations?(continued)GoalAccomplishment:Organizationalsurvivalandadaptationtochangeareimportantgoals.Thefieldoforganizationalbehaviourisconcernedwithhoworganizationscansurviveandadapttochange.Copyright©2021PearsonCanadaInc. WhatAreOrganizations?(continued)GroupEffort:Interactionandcoordinationamongpeopletoaccomplishgoals.Thefieldoforganizationalbehaviourisconcernedwithhowtogetpeopletopractiseeffectiveteamwork.Copyright©2021PearsonCanadaInc. WhatIsOrganizationalBehaviour?Theattitudesandbehavioursofindividualsandgroupsinorganizations.Howorganizationscanbestructuredmoreeffectively.Howeventsintheexternalenvironmentaffectorganizations.Copyright©2021PearsonCanadaInc. WhyStudyOrganizationalBehaviour?Organizationalbehaviourisinteresting.Itisaboutpeopleandhumannature.Organizationalbehaviourisimportanttomanagers,employees,andconsumers.Copyright©2021PearsonCanadaInc. WhyStudyOrganizationalBehaviour?(continued)Organizationalbehaviourmakesadifference.Organizationalbehaviouraffectsindividuals’attitudesandbehaviouraswellasthecompetitivenessandeffectivenessoforganizations.Copyright©2021PearsonCanadaInc. HowMuchDoYouKnowAboutOrganizationalBehaviour?Considerwhetherthefollowingstatementsaretrueorfalse:Effectiveleaderstendtopossessidenticalpersonalitytraits.Nearlyallworkerspreferstimulating,challengingjobs.Copyright©2021PearsonCanadaInc. HowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)3.Managershaveaveryaccurateideaabouthowmuchtheirpeersandsuperiorsarepaid.Workershaveaveryaccurateideaabouthowoftentheyareabsentfromwork.Payisthebestwaytomotivatemostemployeesandimprovejobperformance.Copyright©2021PearsonCanadaInc. HowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)Peopleareverygoodatgivingsensiblereasonswhythesamestatementiseithertrueorfalse.Commonsensedevelopsthroughunsystematicandincompleteexperienceswithorganizationalbehaviour.Managementpracticeshouldbebasedoninformedopinionandsystematicstudy.Copyright©2021PearsonCanadaInc. GoalsofOrganizationalBehaviourPredictingorganizationalbehaviourandevents.Explainingorganizationalbehaviourandeventsinorganizations.Managingorganizationalbehaviour.Copyright©2021PearsonCanadaInc. ManagementManagementistheartofgettingthingsaccomplishedinorganizationsthroughothers.Predictionandexplanationinvolvesanalysiswhilemanagementisaboutaction.Copyright©2021PearsonCanadaInc. EarlyPrescriptionsConcerningManagementAttemptstoprescribethe“correct〞waytomanageanorganizationandachieveitsgoals:ClassicalviewandbureacuracyHumanrelationsviewCopyright©2021PearsonCanadaInc. TheClassicalViewTheclassicalviewadvocatesahighdegreeofspecializationoflabourandcoordinationandcentralizeddecisionmaking.Copyright©2021PearsonCanadaInc. ScientificManagementScientificmanagementisFrederick’sTaylor’ssystemforusingresearchtodeterminetheoptimumdegreeofspecializationandstandardizationofworktasks.Copyright©2021PearsonCanadaInc. BureaucracyBureaucracyisMaxWeber’sidealtypeoforganizationthatincludes:StrictchainofcommandSelectionandpromotioncriteriabasedontechnicalcompetenceDetailedrules,regulations,andproceduresHighspecializationCentralizationofpoweratthetopoftheorganizationCopyright©2021PearsonCanadaInc. TheHumanRelationsMovementandaCritiqueofBureaucracyThehumanrelationsmovementbeganwiththefamousHawthorneStudiesofthe1920sand1930sconductedattheHawthorneplantofWesternElectric.Copyright©2021PearsonCanadaInc. TheHawthorneStudiesConcernedwiththeimpactoffatigue,restpauses,andlightingonemployeeproductivity.Thestudiesillustratedhowpsychologicalandsocialprocessesaffectproductivityandworkadjustment.Suggestedtherecouldbedysfunctionalaspectstohowworkwasorganized.Copyright©2021PearsonCanadaInc. CritiqueofBureaucracyThehumanrelationsmovementcalledattentiontocertaindysfunctionalaspectsofclassicalmanagementandbureaucracy:EmployeealienationLimitsinnovationandadaptationResistancetochangeMinimumacceptablelevelofperformanceEmployeeslosesightoftheoverallgoalsoftheorganizationCopyright©2021PearsonCanadaInc. TheHumanRelationsMovementAdvocatedmorepeople-orientedandparticipativestylesofmanagementthatcateredmoretothesocialandpsychologicalneedsofemployees.Themovementcalledfor:moreflexiblesystemsofmanagementthedesignofmoreinterestingjobsopencommunicationemployeeparticipationindecisionmakinglessrigid,moredecentralizedformsofcontrolCopyright©2021PearsonCanadaInc. ContemporaryManagement–TheContingencyApproachThegeneralanswertomanyoftheproblemsinorganizationsis:“Itdepends.〞Dependenciesarecalledcontingencies.Thecontingencyapproachtomanagementrecognizesthatthereisnoonebestwaytomanage.Anappropriatemanagementstylesdependsonthedemandsofthesituation.Copyright©2021PearsonCanadaInc. WhatDoManagersDo?Thefieldoforganizationalbehaviourisconcernedwithwhatmanagersactuallydoinorganizations.Researchonwhatmanagersdohasfocusedon:ManagerialrolesManagerialactivitiesManagerialagendasManagerialmindsInternationalmanagersCopyright©2021PearsonCanadaInc. ManagerialRolesHenryMintzbergdiscoveredarathercomplexsetofrolesplayedbymanagers:InterpersonalrolesInformationalrolesDecisionalrolesCopyright©2021PearsonCanadaInc. InterpersonalRolesInterpersonalroleshavetodowithestablishingandmaintaininginterpersonalrelations.Theyinclude:FigureheadroleLeadershiproleLiaisonroleCopyright©2021PearsonCanadaInc. InformationalRolesInformationalrolesareconcernedwithvariouswaysmanagersreceiveandtransmitinformation.Theyinclude:MonitorroleDisseminatorroleSpokespersonroleCopyright©2021PearsonCanadaInc. DecisionalRolesDecisionalrolesdealwithdecisionmaking.Theyinclude:EntrepreneurroleDisturbancehandlerroleResourceallocationroleNegotiatorroleCopyright©2021PearsonCanadaInc. ManagerialActivitiesFredLuthans,RichardHodgetts,andStuartRosenkrantzfoundthatmanagersengageinfourbasictypesofactivities:Routinecommunication(formalsendingandreceivinginformation)Traditionalmanagement(planning,decisionmaking,controlling)Copyright©2021PearsonCanadaInc. ManagerialActivities(continued)Networking(interactionwithpeopleoutsideoftheorganization)Humanresourcemanagement(motivating,reinforcing,disciplining,punishing,managingconflict,staffing,traininganddevelopingemployees)Copyright©2021PearsonCanadaInc. SummaryofManagerialActivitiesCopyright©2021PearsonCanadaInc. ManagerialActivitiesandSuccessEmphasisonthesevariousactivitiesisrelatedtomanagerialsuccess.Networkingisrelatedtomovinguptheranksoftheorganizationquickly.Humanresourcemanagementisrelatedtoemployeesatisfactionandcommitmentanduniteffectiveness.Copyright©2021PearsonCanadaInc. ManagerialAgendasJohnKotterstudiedthebehaviourpatternsofsuccessfulgeneralmanagersandidentifiedthefollowingcategoriesofbehaviour:AgendasettingNetworkingAgendaimplementationCopyright©2021PearsonCanadaInc. AgendaSettingWhattheywantedtoaccomplishfortheorganization.Almostalwaysinformalandunwrittenandconcernedwithpeopleissues.Copyright©2021PearsonCanadaInc. NetworkingEstablishedawideformalandinformalnetworkofkeypeopleinsideandoutsideoftheorganization.Thenetworkprovidesmanagerswithinformationandestablishedcooperativerelationshipsrelevanttotheiragendas.Copyright©2021PearsonCanadaInc. AgendaImplementationManagersusednetworkstoimplementtheagendas.Theyemployedawiderangeofinfluencetactics.Copyright©2021PearsonCanadaInc. ManagerialAgendas(continued)Ahighdegreeofinformalinteractionandconcernwithpeopleissuesthatwerenecessaryforthemanagerstoachievetheiragendas.Managersoftenfoundthemselvesdependentonpeopleoverwhomtheywieldednopower.Copyright©2021PearsonCanadaInc. ManagerialMindsHerbertSimonandDanielIsenbergexploredhowmanager’sthink.Experiencedmanagersuseintuitiontoguidemanyoftheiractions:TosensethataproblemexistsToperformwell-learnedmentaltasksrapidlyTosynthesizeisolatedpiecesofinformationanddataTodouble-checkmoreformalormechanicalanalysesCopyright©2021PearsonCanadaInc. ManagerialMinds(continued)Goodintuitionisproblemidentificationandproblemsolvingbasedonalonghistoryofsystematiceducationandexperience.Enablesthemanagertolocateproblemswithinanetworkofpreviouslyacquiredinformation.Copyright©2021PearsonCanadaInc. InternationalManagersThestyleinwhichmanagersdowhattheydoandtheemphasistheygivetovariousactivitieswillvarygreatlyacrosscultures.Culturalvariationsinvaluesaffectbothmanagers’andemployees’expectationsaboutinterpersonalinteraction.Copyright©2021PearsonCanadaInc. InternationalManagers(continued)Nationalcultureisoneofthemostimportantcontingencyvariablesinorganizationalbehaviour.Theappropriatenessofvariousleadershipstyles,motivationtechniques,andcommunicationmethodsdependsonwhereoneisintheworld.Copyright©2021PearsonCanadaInc. SomeContemporaryManagementConcernsFiveissueswithwhichorganizationsandmanagersarecurrentlyconcerned:Diversity–LocalandGlobalEmployee-OrganizationRelationshipsAFocusonQuality,Speed,andFlexibilityTalentManagementCorporateSocialResponsibility(CSR)Copyright©2021PearsonCanadaInc. Diversity–LocalandGlobalTheCanadianworkforceisbecomingincreasinglydiverse.Manyorganizationshavenottreatedcertainsegmentsofthepopulationfairlyinmanyaspectsofemployment.Globalbusinesshasincreasedandsohastheneedtounderstandhowworkersandcustomersinothercountriesarediverseandculturallydifferent.Copyright©2021PearsonCanadaInc. Diversity–LocalandGlobal(continued)Organizationalbehaviourisconcernedwithissuesthathavetodowiththemanagementofadiverseworkforceandhowtobenefitfromtheopportunitiesthatadiverseworkforceprovides.Copyright©2021PearsonCanadaInc. Employee-OrganizationRelationshipsDownsizing,restructuring,re-engineering,andoutsourcinghavehadaprofoundeffectonorganizations.Majorstructuralchangeinworkarrangements(e.g.,part-time,temporary,contractwork).Changesintheworkplacehavechangedthenatureofemployee-organizationrelationships.Copyright©2021PearsonCanadaInc. Employee-OrganizationRelationships(continued)Theconsequencesofthesechanges:DecreasedtrustLowermoraleandloyaltyDeclineinjobsatisfactionandorganizationalcommitmentLowlevelsofemployeeengagementIncreaseinwork-relatedillnessandstressAbsenteeismisontheriseCopyright©2021PearsonCanadaInc. Work-LifeConflictinCanadianOrganizationsAsignificantnumberofCanadianemployeesreport:HighlevelsofroleoverloadNegativespilloverfromworktofamilyHighlevelsofstressHighlevelsofburnoutHighlydepressedmoodHighlevelsofabsenteeismCopyright©2021PearsonCanadaInc. Employee-OrganizationRelationships(continued)Organizationalbehaviouroffersmanysolutionstotheseproblemsandforbuildingandmaintainingstrongandpositiveemployee-organizationrelationships.Copyright©2021PearsonCanadaInc. AFocusonQuality,Speed,andFlexibilityIntensecompetitionhasgivenrisetotheneedfororganizationstoimprovequality,speed,andflexibility.Thisrequiresahighdegreeofemployeeinvolvement,commitment,andteamwork.Organizationalbehaviourisconcernedwiththeseissues.Copyright©2021PearsonCanadaInc. TalentManagementTalentmanagementreferstoanorganization’sprocessesforattracting,developing,retaining,andutilizingpeoplewiththerequiredskillstomeetcurrentandfuturebusinessneeds.Copyright©2021PearsonCanadaInc. TalentManagement(continued)Twomostimportantmanagementchallenges:Recruitmentofhigh-qualitypeopleacrossmultipleterritoriesImprovingtheappealofthecompanycultureandworkenvironmentCopyright©2021PearsonCanadaInc. TalentManagement(continued)Organizationalbehaviourcanhelpcompaniesimprovetheirrecruitmentandretentionandbecomeanemployerofchoice.Itprovidesthemeansfororganizationstobedesignedandmanagedinwaysthatoptimizetalentattraction,development,retention,andperformance.Copyright©2021PearsonCanadaInc. ManagementPracticesoftheBestCompaniestoWorkforinCanadaFlexibleworkschedulesStock-options,profit-sharing,andbonusesTraininganddevelopmentprogramsFamilyassistanceprogramsCareerdevelopmentprogramsWellnessandstressreductionprogramsEmployeerecognitionandrewardprogramsCopyright©2021PearsonCanadaInc. CorporateSocialResponsibility(CSR)CSRreferstoanorganizationtakingresponsibilityfortheimpactofitsdecisionsandactionsonitsstakeholders.Itextendsbeyondtheinterestsofshareholderstotheinterestsandneedsofemployeesandthecommunityinwhichitoperates.Copyright©2021PearsonCanadaInc. CorporateSocialResponsibility(CSR)(continued)ManyCSRissueshavetodowithorganizationalbehaviour(e.g.,work-familybalance,employeewell-being).CSRandhasimplicationsfortherecruitmentandretentionofemployeesaswellasemployeeattitudes,motivation,andfirmperformance–issuesthatareassociatedwithorganizationalbehaviour.Copyright©2021PearsonCanadaInc.