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1、精选优质文档-倾情为你奉上OB复习题一、 名词解释1、 Learning: Any relatively permanent change in behavior that occurs as a result of experience.2、 Attitude: Evaluate statements or judgements concerning objects,people,or events.3、 Informal Group: A group that is neither formally structured nor organizationally determined; a
2、ppears in response to the need for social contact.4、 Communication:The transference and understanding of meaning.5、 Leadership:The ability to influence a group toward the achievement of goals.6、 Organization :A consciously coordinated social unit,composed of two or more people,that functions on a re
3、latively continuous basis to achieve a common goal or set of goals.7、 Motivation:The process that account for an individuals intensity,direction,and persistence of effort toward attaining a goal.8、 Personality:The sum total of ways in which an individual reacts and interacts with thers.9、 Negotiatio
4、n:A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.二、 掌握的知识点1、 Attitude: implication above; It can be seen by looking at the three components: cognition, affect, and behavior. Most research in OB has been concerned with three types
5、of attitudes: job satisfaction, job involvement, and organizational commitment. Attitude and Consistency: Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior. Cognitive Dissonance Theory: No individual, of course, can com
6、pletely avoid dissonance. If the elements creating the dissonance are relatively unimportant, the pressure to correct this imbalance will be low. The degree of influence that individuals believe that they have over the elements will have an impact on how they will react to the dissonance. High rewar
7、ds accompanying high dissonance tend to reduce the tension inherent in the dissonance. Measuring the A-B(attitude-behavior) relationship: A. Moderating Variables: The more specific the attitude and the more specific the behavior, the stronger the link between the two. B. Self-perception theory: Atti
8、tudes are used after the fact to make sense out of an action that has already occurred. An applicationAttitude Surveys: Elicit responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors(监督者), and the organization. Attitude and Workforce Diversity(劳
9、动多样性): It is increasingly concerned with changing employee attitudes to reflect shifting perspectives on racial, gender, and other diversity issues.2、 Job involvement: It is a kind of the degree to which a person identifies with his or her job, actively participates in it, and considers his or her p
10、erformance important to self-worth.3、 The big five model: The Big-Five model includes the following five factors: Extroversion: A personality dimension describing someone who is sociable, gregarious(协作的), and assertive（信任的）; Agreeableness: A personality dimension describing someone who is good-natur
11、ed, cooperative, and trusting. Conscientiousness: A personality dimension describing someone who is responsible, dependable, persistent, and organized. Emotional stability: A personality dimension characterizing someone as calm, self-confident, secure(positive) versus nervous, depressed, and insecur
12、e(negative). Openness to experience: A personality dimension characterizing someone in terms of imagination, sensitivity, and curiosity.4、 Maslows hierarchy of needs: There is a hierarchy of five needs,as each need is substantially satisfied, the next need become dominant. These needs are: Physiolog
13、ical: as hunger, thirst, shelter, sex, and other bodily needs. Safety: as security and protection from physical and emotional harm. Social: as affection, belongingness, acceptance, friendship. Esteem: internal esteem: as self-respect, autonomy(自主), achievement; external esteem: as status, recognitio
14、n, attention. Self-actualization: as growth, achieving ones potential, self-fulfillment.5、 Two-Factor Theory: In this theory, intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Intrinsic factors,such as advancement, recognition, responsibi
15、lity, and achievement. Respondents who feel good about their work tend to attribute these factors to themselves. Extrinsic factors, such as supervision, pay, company policies, working conditions, job security, relationship with others, will be cited when respondents dissatisfy. And these can be incl
16、uded in hygiene factors, while they are adequate, people will not be dissatisfied.6、ERG theory: It is a revised version of Maslows hierarchy of needs, consisting of three groups of core needs: existence, relatedness, growth. Existence: concerned with providing our basic material, including physiolog
17、ical and safety. Relatedness: social and status desires require interaction with others, including social and the external component of esteem. Growth: including the intrinsic component of esteem and self-actualization.7、 Group: Defining: Two or more individuals, interacting and interdependent, who
18、have come together to achieve particular objectives. People join groups because of security, status, self-esteem, affiliation, power, goal achievements. Classifying: Formal groups: command group, task group ; Informal groups: interest group, friendship group. *Stages of Group Development refer to “掌
19、握的知识点 12” Group structure: Roles(Role Identity, Role Perception, Role Expectations, Role conflict) ; Norms(Common Classes of Norms, Conformity(从众), Deviant(偏离) Workplace Behavior) ; Status ; Size ; Cohesiveness(零距离). *Group Decision Making refer to “简答 9”8、 Trait Theories: They consider personal qua
20、lities and characteristics that differentiate leaders from nonleaders according to the following seven traits: ambition and energy, the desire to lead, honesty and integrity, self-confident, intelligence, high self-monitoring, job-relevant knowledge.9、 Double-loop learning: Learning organizations us
21、e double-loop learning.Errors are corrected by modifying the organizations objectives, policies, and standard routines.In this way, it provides opportunities for radically different solutions to problems and dramatic jumps in improvement.10、 Selective perception: People selectively interpret what th
22、ey see on the basis of their interests, background, experience, and attitudes,which is called selective perception.11、 Methods of shaping behavior: Shaping behavior Systematically reinforces each successive step that moves an individual closer to the desired response.There are four ways to shape beh
23、avior: through positive reinforcement, through negative reinforcement,punishment,extinction(消亡).12、 Five-stage group-development model: Forming stage: the first stage in group development, characterized by much uncertainty.Storming stage: the second stage in group development, characterized by intra
24、group conflict.Norming stage: the third stage in group development, characterized by close relationships and cohesiveness.Performing stage: the fourth stage in group development, when the group is fully functional.Adjourning stage: the final stage in group development for temporary groups, character
25、ized by concern with wrapping up activities rather than task performance.三、 简答1、List the Henri Fayols five management functions and todays four management functions. Henri Fayols five management functions: plan, organize, command, coordinate, control. Todays four management functions: planning, orga
26、nizing, leading, controlling.2、 List the 10 different , highly interrelated management roles. Interpersonal roles include: figurehead(虚君), leader, liaison（联络者） Informational roles include: monitor（监听者）, disseminator（消息发布者）, spokesperson （发言人） Decisional roles include: entrepreneur, disturbance handl
27、er（控制者）, resource allocator, negotiator3、Explain the three essential management skills that Robert Katz has identified.Technical Skills: They encompass the ability to apply specialized knowledge or expertise.Human Skills: They refer to the ability to work with, understand, and motivate other people,
28、 both individually and in groups.Conceptual Skills: They refer to the mental ability to analyse and diagnose complex situations. 4、 List three theories of learning. Classical Conditioning: It grew out of experiments by Russia physiologist Ivan Pavlov. It is a type of conditioning in which an individ
29、ual responds to some stimulus that would not ordinarily produce such a response. Operant Conditioning: It is a type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishments. Social Learning: That is people can learn through observation an direct experience.5、Ex
30、plain classical conditioning. Classical Conditioning grew out of experiments by Russia physiologist Ivan Pavlov. It is a type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.6、Briefly describe personality-job fit theory and its six t
31、ypology of personality. Personality-job fit theory identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. Realistic: He or she prefers physical activities that require skill, strength, and coordination. I
32、nvestigative: He or she prefers activities that involve thinking, organizing, and understanding. Social: He or she prefers activities that involve helping and developing others. Conventional: He or she prefers rule-regulated, orderly, and unambiguous activities. Enterprising: He or she prefers verba
33、l activities in which there are opportunities to influence others and attain power. Artistic: He or she prefers ambiguous and unsystematic activities that allow creative expression.8、List the barriers to effective communication. Filtering(消息走样): It refers to a senders manipulation(操作) of information
34、 that so that it will be seen more favorably by the receiver. Selective Perception: The receivers in the communication process selectively see and hear based on their needs, motivations, experiences, background, and other personal characteristics. Information Overload: It is a condition in which inf
35、ormation inflow exceeds an individuals processing capacity. Defensiveness: When people feel threatened, they tend to react in ways that reduce their ability to achieve mutual understanding. Language: Age, education, cultural background are three of the more obvious variables that influence the langu
36、age a person uses an the definitions he or she gives to words. Communication Apprehension: It is another barrier that makes people suffer from undue tension and anxiety about oral communication, written communication, or both.9、Describe strengths and weaknesses of group decision making. Strengths: G
37、roups generate more complete information and knowledge. Groups offer increased diversity of views. Groups generate higher-quality decisions. Groups lead to increased acceptance of solutions. Weaknesses: Groups decision making are time consuming. Theyre conformity(从众) pressures in groups. They can be
38、 dominated by one or a few members. They suffer from ambiguous responsibility.10、Describe the reasons why individuals and organizations may resist change.Individuals resistance sources:Habit;Security;Economic factors;Fear of the unknown;Selective information processing.Organizations resistance sourc
39、es:Structural inertia(惯性);Limited focus of change;Group inertia;Threat to expertise;Threat to established power relationships;Threat to established resource allocations(资源配置).11、 What is stress? How does an individual manage stresses?(1)Stress is a dynamic condition in which an individual is confron
40、ted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.(2)Individual strategies that have proven effective include implementing four approaches: time-management techniques, increasing physical exercis
41、e, relaxation training, such as meditation, hypnosis, biofeedback. expending the social support network. 12、Describe the Big-Five model.The Big-Five model includes the following five factors:Extroversion: A personality dimension describing someone who is sociable, gregarious(协作的), and assertive（信任的）
42、;Agreeableness: A personality dimension describing someone who is good-natured, cooperative, and trusting.Conscientiousness: A personality dimension describing someone who is responsible, dependable, persistent, and organized.Emotional stability: A personality dimension characterizing someone as cal
43、m, self-confident, secure(positive) versus nervous, depressed, and insecure(negative).Openness to experience: A personality dimension characterizing someone in terms of imagination, sensitivity, and curiosity.四、 案例1、The new schoolmaster said:” teachers hard work and creation should not be forgotten.
44、 As teachers neither can be paid according to their amount of work nor can they carry out their jobs by individual contract like the peasant do, we have to file their merits and achievements to overcome the abuse of qualified jobs and unqualified jobs are paid same. The file has authority and may ac
45、t as the objective bases for teachers promotion, reward and so on. It is the treasure of our school and only merits and achievements are filed.”After the establishing of the file, every teacher starts to work hard.Try to use the motivation theory of needs to analyze and discuss the reasons why the a
46、bove management methods can be effective.Request:1, the establishment of the file proves that the new schoolmaster takes teachers achievements seriously and evaluates them by their job effectiveness.2，the establishment of the file makes teachers pay more attention to the job itself and increase thei
47、r responsibility.Key theories are: 3, Maslows theory emphasizes on the higher-order needs, especially the need of self-actualization. It also takes note of ways offering self-actualization.4, Two-factor theory pays more attention to use motivation factors, such as the work itself, achievement and so
48、 on, to stimulate teachers enthusiasm.5, McClellands theory of needs takes peoples achievement very seriously. He believed that some people had strong motives to achieve success and what they pursued was self-achievement while not the reward of success.2、One schoolmaster uses three ways to manage his