《组织行为学同济大学MBA课件.ppt》由会员分享，可在线阅读，更多相关《组织行为学同济大学MBA课件.ppt（108页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、组织行为学同济大学MBA课件 Still waters run deep.流静水深流静水深,人静心深人静心深 Where there is life, there is hope。有生命必有希望。有生命必有希望BehaviorExplainPredictControl/Maneuvre The Way of Thinking Statistic Thinking Academic Schools Perception Open ended issues The best answer? Value SystemSystem vs.CultureWhats System?Whats Cultur
2、e?Shared Values, Believes, Key Assumptions Shared NormsAttitudesBehavior performance People share values.People care about the opinions of those matter us .Explicit Soft-CImplicit Soft-CPeople do not shared values.Culture as Social ControlControl function of culture Socialization Process Social Cont
3、rol System Stability of the System Culture Change Ideology BehaviorParadigmStoriesSymbolsRituals &RoutinesPower StructureControl SystemOrganization StructureDiscovery of Org. Culture Stories Rituals Symbols Language Stucture & Process Power StructureManagerial Control SystemSetting up a new systemMo
4、tivationHierarchy of Needs Theory Abraham Maslow, 1954 Physiological Safety Social Esteem Self-actualizationLower - order needsHigher - order needs ERG Existence Relatedness Growth McClelands Theory Achievement Power AffiliationTheory X vs. Theory Y Forced to work Keen to workReward System Intrinsic
5、 reward Extrinsic rewardMotivation-Hygiene TheoryCognitive Evaluation Theory Allocating extrinsic rewards for behavior that had been previously intrinsically rewarded tends to decrease the overall level of motivationGoal-Setting Theory Specific and difficult goods lead to higher performance Special
6、Cases in your workplace?Reinforcement Theory Behavior is a function of its consequences Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequityExpectancy Theory Individual effort Individual performance Organizational rewar
7、ds Personal goalsIntegrated Theories P234Power and PoliticsPower: the last dirty word People who have it deny it who want it try not to appear to be seeking it who are good at getting it are secretive about how they got itPower corrupt, and absolute power corrupts absolutely Power Power is the capac
8、ity to influence the behavior of others The capacity that A has to influence the behavior of B so that B does things B would not otherwise do A,B: individuals groups/ teams organizations countriesSources of Power in Organizations Interpersonal Sources of Power Coercive power Reward power Legitimate
9、power Expert power Referent power Structural Sources of Power Networks as power Knowledge as power Resources as power Decision making as powerPower A capacity or a potential One can have power but not impose it The greater Bs dependence on A, the greater is As power in the relationship Dependence is
10、 based on alternatives that B perceives and the importance that B places on the alternatives that A controls A person can have power over you only if he/she controls something you desire The Assumption: B has some discretion over his/she own behaviorThe Key to Power Importance Scarcity Non-substitut
11、ability Elasticity of powerThe Key to Power:The Key to Power:Power Structure Where the power is What the leverages are What the trade-off isPolitics: Power in Action Those with good political skills have the ability to use their bases of power effectively. When employees in organizations convert the
12、ir power into action, we describe them as being engaged in politics. Political Behavior Those activities that are not required as part of ones formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. The u
13、se of power to affect decision making in the organization or on behaviors by members that are self-serving and organizationally non-sanctioned.Example:Model of Lower Level Employee PowerPower of EmployeeAccess to InformationAccess to ResourcesAccess to NetworksAccess to Decision makingPosition Chara
14、cteristicsRelative ExpertiseRelative EffortLeadershipLeadership The ability to influence a group toward the achievement of goals Leadership VS Management Leadership ManagementLeadership Theories Trait theories Behavioral theories Contingency theories Fiedler Model Situational Theory Leader-Member Ex
15、change Theory Path-Goal Theory Leader-participation Theory New approachesTrait Theories Personality, social, physical or intellectual traits that differentiated leaders from nonleaders. Charismatic, enthusiastic, and courageous Ambition and energy, the desire to lead, honesty and integrity, self-con
16、fidence, job-relevant knowledge High self-monitoringSome traits increase the likelihood of success as a leader, but none of the traits guarantee successBehavioral Theories Specific behaviors differentiate leaders from nonleaders Initiating Structure, Consideration ( Development) Employee-oriented an
17、d Production-oriented Managerial grid Scandinavians Development-orientedLeadership styles need to change with the situation changingContingency Theories Fiedler Model Situational Theory Leader-Member Exchange Theory Path-Goal Theory Leader-participation Theory (Victor Vroom, Phillip Yetton, 1973) Le
18、ader must adjust behavior to reflect the task structure Fiedler Contingency Model Identifying leadership style Defining the situation Leader-member relations Task structure Position power Matching leaders and situationSituational Leadership Theory Focusing on followers readinessLeader-Member Exchang
19、e Theory Higher performance, less turnover, greater satisfaction in in-group Pathgoal Theory 能力躯体能力心理能力 实际能力 潜力一般潜力特殊潜力社会能力 社会网络与社会资本 人格/个性智力讨论：讨论：智力是由遗传起决定作用还是由后天起决定作用？智力是由遗传起决定作用还是由后天起决定作用？ Rosnthal & Jacobson, 1966社会网络与社会资本理论 Burd, S.R. 1992. Structural holes: an competitive analysis, Harvard Bus
20、iness School Press. Burd, S.R. 2001. Social Capital and Human Resource, Academy of Sociology Review, 16:461-482. 利润 = 投入投入 x 产出率产出率 资金资金 与与 人力资本是生产过程的人力资本是生产过程的投入投入社会资本决定投入机会社会资本决定投入机会人力资本: 工作能力社会资本: 为工作增值的机会Personality DeterminantsHeredityEnvironmentSituationPersonality Traits-Big 5 Model The big 5
21、 model extraversion agreeableness conscientiousness emotional stability openness to experiencePersonality Traits-MBTIThe Myers-Briggs Type IndicatorReservedLess intelligentAffected by feelingsSubmissiveSeriousExpedientTimidTough-mindedTrustingPracticalForthrightSelf-assuredConservativeGroup-dependen
22、tUncontrolledRelaxedOutgoingMore intelligentEmotionally stableDominantHappy-go-luckyConscientiousVenturesomeSensitiveSuspiciousImaginativeShrewdApprehensiveExperimentingSelf-sufficientControlledTenseMajor Personality Attributes Locus of control Internals Externals Machiavellianism Self-esteem Self-m
23、onitoring Risk taking/Risk averse Type A Personality Dogmatism AuthoritarianPersonality Traits-MBTI The Myers-Briggs Type Indicator Introverted Intuitive feeling Judging Extroverted Sensing Thinking Perceiving绩效激励能力机会SAS Company SAS Company Portman群体与团队群体与团队群体类型群体类型 正式群体 非正式群体友谊型群体利益型群体群体特性SynergyRe
24、search 1环境比例时间185%45S265%85S330%165SResearch 2. a=b?15%213%332%531%1032%1532%Research 3Research 3VmeThe American0-6075-120135-180195-240255-300315-360375-420435-450您会怎么做您会怎么做? ?VmeThe American0-60075-1200135-1800195-2400255-3005(12.5%)315-3607(17.5%)375-4202(5.0%)435-45026(65.0%)Group Dynamics Socia
25、l Loafing（-） Synergy (+,-) Social facilitation effect (+, -) Groupthink (-) Group shift (-) Is it true that everyones responsibility is, in reality, nobodys responsibility? The Disadvantage of Group Decision: Time consuming Conformity, Groupthink Domination of discussion, Groupshift Ambiguous respon
26、sibility, Social loafingDifficult in a highly individualistic societies The Disadvantage of diversity on team Ambiguity Complexity Confusion Miscommunication Difficulty in reaching a single agreement Difficulty in agreeing on specific actionsInsights from the HistoryWhy Team Work? Micro level, Teams
27、 typically outperform individuals when the TASKS being done require multiple skills, judgment, and experience. Macro level Teams are more flexible and responsive to changing events than than are other structure else. Teams have the capability to quickly assemble, deploy, refocus, and disband. As org
28、anizations have restructured themselves to compete more effectively and efficiently, they have turned to teams as a way to better utilize employee talents and to be more responsive to a rapid-changing ENVIRONMENT . Building Teamwork in the Clinton AdministrationOne of the first things Bill Clinton d
29、id when he took over the U.S.presidency was to have his key administrative group go through some team.building exercises.At Clintons first cabinet meeting, which took place at a retreat in the woods at Camp David, two professional facilitators were brought in to help the new cabinet members learn to
30、 work more effectively with each other. Cabinet members were asked to bring their re-sum-s and be prepared to talk about the passions in their lives.At the Saturday night session,they were also asked by the facilitators to talk about significant personal events they hadnt mentioned in their resumes.
31、 Clinton got the ball rolling by saying he had been fat as a boy, and the other kids had teased him.The object of these team.building exercises is to get people to understand how they can use their own personal characteristics to con.tribute to the group.Since these cabinet members will be working c
32、losely together to solve numerous problems,Clinton and his staff decided they needed to learn more about each other and move from being just a group of people toward a coordinated team.This initial team-building experience was followed up by another four month later, then regular sessions every six
33、months after that.Using professional facilitators to make group meetings run smoother and to faci1itate teamwork isnt new in the federal government. The Internal Revenue Service and the army have used them for years. But this is the first time this has been tried at the very top level of government.
34、Organizing & Organization Design 美凯琳化妆品公司的组织形式1963-1968, family-owned & family-run1968-1980, published, Simple structure with family-run basis1963-1968, family-owned & family-run1968-1980, published, Simple structure with family-run basis顾客成为销售人员顾客成为销售人员 销售皇后Change ManagementOrganizational L Change
35、ManagementMorgan Motor CompanyCase Study案例概述 产品 市场 竞争对手 管理状况 组织文化 财务状况Organizational Development &Globalization何去何从？何去何从？HighHighLowLowForces for GlobalIntegrationForces for LocalResponsiveness?Philips 1950s-60sMatsushita1970s-80s讨论：讨论：授权与控制授权与控制 授权 权力结构的平衡性 权力与责任并存 控制 信息 指标体系 标准体系 决策(Russ & Plomin, 1975)人格特质 男士间的相关女士间的相关同卵双生 异卵双生 同卵双生 异卵双生情绪0.680.000.600.05活动0.730.180.500.00社会0.630.200.580.06