人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_09.docx

CHAPTER9FOUNDATIONSOFINDIVIDUA1.BEHAVIOR1.EARMNGoutcomesAfterreadingthischapter,Sludenlsshouldbeableto:9-1.IdentifyIhefocusandgoalsoforganizationalbehavior(OB).9-2.Explaintherolethatattitudesplayinjobperformance.9-3.Describedifferentpersonalitytheories.94.Describeperceptionandthefactorsthatinfluenceit.9-5.Discusslearningtheoriesandtheirrelevanceinshapingbehavior.9-6.DiscussCOntCmPOraryiSSUCSinOB.ManagementMythMyth:Agoodmanagertreatsallemployeesthesame.Truth:Agoodmanagergetstoknowtheuniqueindividualcharacteristicsofthepeopleinhisorherteamtobeabletoeffectivelymanageeachofthem.TenChinNTips:Askstudentshowattitudesandpersonalitiesaffectindividualbehavior.Peopledifferintheirbehaviorsandmanagersneedtounderstandthisinordertobeeffective.VVHATARETHEFOCUSANDGOA1.SOFORGANIZATIONA1.BEHAVIOR?A. OrganizationalBehavior1. Organizationalbehaviorisconcernedspecificallywiththeactionsofpeoplealwork.2. Addressessomeissuestha(arenotobvious,suchasinformalelements.(SeeExhibit9-1.)B. WhatIstheFovusofOrganizationalBehavior?1. First,OBlooksatindividualbehavior.a) PsychologistsarePrimaryCOnlribUiOrs.b) Includesattitudes,personality,perception,learning,andmotivation.2. Second,OBisconcernedwithgroupbehavior.a) SociologistsandsocialpsychologistsarcPrimarycontributors.b) Includesnorms,roles,teambuilding,leadership,andconflict.3. Finally,OBlooksatorganizationalaspectsincludingstructure,culture,andhumanresourcepoliciesandpractices.C. WhatAretheGoalsofOrganizationalBehavior?1. Toexplain,predict,andinfluencebehavior.2. Themanagerneedstoexplainwhyemployeesengageinsomebehaviorsratherthanothers;predicthowemployeeswillrespondtovariousactionsbythemanager:andinlluencehowemployeeswillbehave.3. Siximportantemployeebehaviorsthatmanagersarespecificallyconcernedwithexplaining,predicting,andinfluencingareemployeeproductivity：absenteeism:turnover:organizationalCiUZenShip:jobsatisfaction:andworkplacemisbehavior.4. Employeeproductivity-performancemeasureofbothworkefficiencyandeffectiveness.5. AbSenteeiSm-thefailuretoshowupforwork.6. Turnoverthevoluntarj,andinvoluntarj'permanentwithdrawalfromanorganization.7. Organizationalcitizenshipafourthtypeofbehaviorbecominginpo11antindeterminingemployeeperformance.a)Discreiionar)1behaviordial'snotdirectlypartofanemployee'sformaljobdescription,butwhichreflectsbehaviorsthatpromotetheeffectiveIunciioningoftheorganization.(1) Examples,helpingothersonone'sworkteam,volunteeringIbrextrajobactivities,avoidingunnecessary'conflicts,makingconstructivestatementsaboutone'sworkgroupandtheoverallorganization.8. Jobsatisfaction-notabehavior-it,sanattitude.a)nemployee'sattitudemaybelinkedtohisorherproductivity,absenteeism,and(u11over.9. Workplacemisbehaviorisanyinlenlionalemployeebehaviorthatispotentiallyharmfullotheorganizationorindividualswithintheorganization.10. Workplacemisbehaviorshowsupinorganizationsinfourways:deviance,aggression,anlisocialbehavior,andviolence.WHATRO1.KDOATTITUDESP1.AYINJOBPERFORMANCE?A. Attitudesareevaluativestatementsavorableorunfavorableconcerningobjects,people,orevents.1. AttitudesFeneClhowanindividualIeelsabouts<>mclhing.B. WhatAretheThreeComponentsofanAttitude?1. AnattitudeismadeupofIhrvecomponents:cognitive,affective,andbehavioral.2. ThecognitivecomponentconsistsOfIhCbeliefs,opinions,knowledge,andinformationheldbyaperson.3. Theaffectivecomponentofanattitudeistheemotional,orfeeling,segmentofanattitude.a)Cognitionandaffectcanleadtobehavioraloutcomes.4. Thebehavioralcomponentofanattitudereferstoanintentiontobehaveinacertainway.C. WhatAttitudesMightEmployeesHold?1. Thethreemostimportantjob-rclatcdattitudesarcjobinvolvc11wnt,organizationalcommitment,andemployeeengagement.a) Jobinvolvementisthedegreetowhichanemployeeidentifieswithhisorherjob.activelyparticipatesinit.andconsidersjobperformanceimportanttohisorherself-worth.b) Organizationalcommitmentrepresentsanemployee'sorientationtowardtheorganizationintermsofhisorherloyaltyto.identificationwith,andinvolvementintheorganization.C)Employeeengagement,whichiswhenemployeesarcconnectedMsatisfiedwith,andenthusiasticabouttheirjobs.(1) Researchshowsthatthetopfivefactorscontributingtoemployeeengagementarcrespect;typeofwork;Work/lifebalance;providinggoodservicetocustomers;andbasepay.D. DOIndividuasAttitudesandBehaviorsNeedtobeConsistent?1. Peoplechangewhattheysaysothatitdocsn,tcontradictwha(theydo.2. Peopleseekconsistencyamongtheirattitudesandbetweentheiraltitudesandtheirbehavior.3. Individualstrytoreconciledifferingattitudesandaligntheiraltitudesandbehaviorsothattheyappearrationalandconsisteni.E. WhatIsCognitiveDissonanceTheory?1. 1.conFeslinger,inlhelate1950s,proposed(hetheoryofcognitivedissonance.2. Thistheorysoughttoexplainlherelationshipbetweenaltitudesandbehavior.a) DissonanceinthiscasemeansinconSiSlenCy.b) CognitivedissonancereferstoanyincompatibilitythatanindividualnighlperceivebetweenaUiliesorbetweenhisorherbeha