组织行为学第一张皮尔森

Chapter1/Slide1Copyright©2011PearsonCanadaInc.Chapter1OrganizationalBehaviourandManagementChapter1/Slide2Copyright©2011PearsonCanadaInc.LearningObjectives1.Defineorganizationsanddescribetheirbasiccharacteristics.2.Explaintheconceptoforganizationalbehaviouranddescribethegoalsofthefield.3.Definemanagementanddescribewhatmanagersdotoaccomplishgoals.4.Contrasttheclassicalviewpointofmanagementwiththatwhichthehumanrelationsmovementadvocated.Chapter1/Slide3Copyright©2011PearsonCanadaInc.5.Describethecontemporarycontingencyapproachtomanagement.6.Explainwhatmanagersdo–theirroles,activities,agendasforaction,andthoughtprocesses.7.Describethesocietalandglobaltrendsthatareshapingcontemporarymanagementconcerns.LearningObjectives(continued)Chapter1/Slide4Copyright©2011PearsonCanadaInc.WhatAreOrganizations?•Socialinventionsforaccomplishingcommongoalsthroughgroupeffort.•Socialinventions:Thecoordinatedpresenceofpeople.•Thefieldoforganizationalbehaviourisaboutunderstandingpeopleandmanagingthemtoworkeffectively.Chapter1/Slide5Copyright©2011PearsonCanadaInc.WhatAreOrganizations?(continued)•GoalAccomplishment:Organizationalsurvivalandadaptationtochangeareimportantgoals.•Thefieldoforganizationalbehaviourisconcernedwithhoworganizationscansurviveandadapttochange.Chapter1/Slide6Copyright©2011PearsonCanadaInc.WhatAreOrganizations?(continued)•GroupEffort:Interactionandcoordinationamongpeopletoaccomplishgoals.•Thefieldoforganizationalbehaviourisconcernedwithhowtogetpeopletopractiseeffectiveteamwork.Chapter1/Slide7Copyright©2011PearsonCanadaInc.WhatIsOrganizationalBehaviour?•Theattitudesandbehavioursofindividualsandgroupsinorganizations.•Howorganizationscanbestructuredmoreeffectively.•Howeventsintheexternalenvironmentaffectorganizations.Chapter1/Slide8Copyright©2011PearsonCanadaInc.WhyStudyOrganizationalBehaviour?•Organizationalbehaviourisinteresting.Itisaboutpeopleandhumannature.•Organizationalbehaviourisimportanttomanagers,employees,andconsumers.Chapter1/Slide9Copyright©2011PearsonCanadaInc.WhyStudyOrganizationalBehaviour?(continued)•Organizationalbehaviourmakesadifference.•Organizationalbehaviouraffectsindividuals’attitudesandbehaviouraswellasthecompetitivenessandeffectivenessoforganizations.Chapter1/Slide10Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrganizationalBehaviour?•Considerwhetherthefollowingstatementsaretrueorfalse:1.Effectiveleaderstendtopossessidenticalpersonalitytraits.2.Nearlyallworkerspreferstimulating,challengingjobs.Chapter1/Slide11Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)3.Managershaveaveryaccurateideaabouthowmuchtheirpeersandsuperiorsarepaid.4.Workershaveaveryaccurateideaabouthowoftentheyareabsentfromwork.5.Payisthebestwaytomotivatemostemployeesandimprovejobperformance.Chapter1/Slide12Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)•Peopleareverygoodatgivingsensiblereasonswhythesamestatementiseithertrueorfalse.•Commonsensedevelopsthroughunsystematicandincompleteexperienceswithorganizationalbehaviour.•Managementpracticeshouldbebasedoninformedopinionandsystematicstudy.Chapter1/Slide13Copyright©2011PearsonCanadaInc.GoalsofOrganizationalBehaviour•Predictingorganizationalbehaviourandevents.•Explainingorganizationalbehaviourandeventsinorganizations.•Managingorganizationalbehaviour.Chapter1/Slide14Copyright©2011PearsonCanadaInc.Management•Managementistheartofgettingthingsaccomplishedinorganizationsthroughothers.•Predictionandexplanationinvolvesanalysiswhilemanagementisaboutaction.Chapter1/Slide15Copyright©2011PearsonCanadaInc.EarlyPrescriptionsConcerningManagement•Attemptstoprescribethe“correct”waytomanageanorganizationandachieveitsgoals:–Classicalviewandbureacuracy–HumanrelationsviewChapter1/Slide16Copyright©2011PearsonCanadaInc.TheClassicalView•Theclassicalviewadvocatesahighdegreeofspecializationoflabourandcoordinationandcentralizeddecisionmaking.Chapter1/Slide17Copyright©2011PearsonCanadaInc.ScientificManagement•ScientificmanagementisFrederick’sTaylor’ssystemforusingresearchtodeterminetheoptimumdegreeofspecializationandstandardizationofworktasks.Chapter1/Slide18Copyright©2011PearsonCanadaInc.Bureaucracy•BureaucracyisMaxWeber’sidealtypeoforganizationthatincludes:–Strictchainofcommand–Selectionandpromotioncriteriabasedontechnicalcompetence–Detailedrules,regulations,andprocedures–Highspecialization–CentralizationofpoweratthetopoftheorganizationChapter1/Slide19Copyright©2011PearsonCanadaInc.TheHumanRelationsMovementandaCritiqueofBureaucracy•ThehumanrelationsmovementbeganwiththefamousHawthorneStudiesofthe1920sand1930sconductedattheHawthorneplantofWesternElectric.Chapter1/Slide20Copyright©2011PearsonCanadaInc.TheHawthorneStudies•Concernedwiththeimpactoffatigue,restpauses,andlightingonemployeeproductivity.•Thestudiesillustratedhowpsychologicalandsocialprocessesaffectproductivityandworkadjustment.•Suggestedtherecouldbedysfunctionalaspectstohowworkwasorganized.Chapter1/Slide21Copyright©2011PearsonCanadaInc.CritiqueofBureaucracy•Thehuman