《(完整word版)组织行为学(全英文版)复习题.pdf》由会员分享，可在线阅读，更多相关《(完整word版)组织行为学(全英文版)复习题.pdf（6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、OBOB 复习题复习题一、名词解释1 1、LearningLearning:Any relatively permanent change in behavior that occurs as a result of experience.2 2、AttitudeAttitude:Evaluate statements or judgements concerning objects,people,or events.3 3、Informal GroupInformal Group:A group that is neither formally structured nor organiza
2、tionally determined;appears in response to the need for social contact.4 4、CommunicationCommunication:The transference and understanding of meaning.5 5、LeadershipLeadership:The ability to influence a group toward the achievement of goals.6 6、OrganizationOrganization:A consciously coordinated social
3、unit,composed of two or more people,thatfunctions on a relatively continuous basis to achieve a common goal or set of goals.7 7、MotivationMotivation:The process that account for an individuals intensity,direction,and persistence ofeffort toward attaining a goal.8 8、PersonalityPersonality:The sum tot
4、al of ways in which an individual reacts and interacts with thers.9 9、NegotiationNegotiation:A process in which two or more parties exchange goods or services and attemptto agree on the exchange rate for them.二、掌握的知识点1 1、AttitudeAttitude:implication above;It can be seen by looking at the three compo
5、nents:cognition,affect,and behavior.Most research in OB has been concerned with three types of attitudes:job satisfaction,jobinvolvement,and organizational commitment.Attitude and Consistency:Research has generally concluded that people seek consistencyamong their attitudes and between their attitud
6、es and their behavior.Cognitive Dissonance Theory:No individual,of course,can completely avoid dissonance.Ifthe elements creating the dissonance are relatively unimportant,the pressure to correct thisimbalance will be low.The degree of influence that individuals believe that they have over theelemen
7、ts will have an impact on how they will react to the dissonance.High rewardsaccompanying 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
8、 stronger the link between the two.B.Self-perception theory:Attitudes are used after the fact to make sense out of an actionthat has already occurred.An applicationAttitude Surveys:Elicit responses from employees through questionnairesabout how they feel about their jobs,work groups,supervisors(监督者)
9、,and the organization.Attitude and Workforce Diversity(劳动多样性):It is increasingly concerned with changingemployee attitudes to reflect shifting perspectives on racial,gender,and other diversity issues.2 2、Job involvementJob involvement:It is a kind of the degree to which a person identifies with his
10、or her job,actively participates in it,and considers his or her performance important to self-worth.3 3、The big five modelThe 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
11、的）;(完整word版)组织行为学(全英文版)复习题-第1页(完整word版)组织行为学(全英文版)复习题-第1页 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 pe
12、rsonality dimension characterizing someone as calm,self-confident,secure(positive)versus nervous,depressed,and insecure(negative).Openness to experience:A personality dimension characterizing someone in terms ofimagination,sensitivity,and curiosity.4 4、MaslowMaslow s hierarchy of needss hierarchy of
13、 needs:There is a hierarchy of five needs,as each need is substantiallysatisfied,the next need become dominant.These needs are:Physiological:as hunger,thirst,shelter,sex,and other bodily needs.Safety:as security and protection from physical and emotional harm.Social:as affection,belongingness,accept
14、ance,friendship.Esteem:internal esteem:as self-respect,autonomy(自主),achievement;external esteem:asstatus,recognition,attention.Self-actualization:as growth,achieving ones potential,self-fulfillment.5 5、Two-FactorTwo-Factor TheoryTheory:In this theory,intrinsic factors are related to job satisfaction
15、,whileextrinsic factors are associated with dissatisfaction.Intrinsicfactors,suchasadvancement,recognition,responsibility,andachievement.Respondents who feel good about their work tend to attribute these factors to themselves.Extrinsic factors,such as supervision,pay,company policies,working conditi
16、ons,job security,relationship with others,will be cited when respondents dissatisfy.And these can be included inhygiene factors,while they are adequate,people will not be dissatisfied.6 6、ERG theoryERG theory:It is a revised version of Maslow s hierarchy of needs,consisting of three groupsof core ne
17、eds:existence,relatedness,growth.Existence:concerned with providing our basic material,including physiological and safety.Relatedness:social and status desires require interaction with others,including social and theexternal component of esteem.Growth:including the intrinsic component of esteem and
18、self-actualization.7 7、GroupGroup:Defining:Two or more individuals,interacting and interdependent,who have come togetherto achieve particular objectives.People join groups because of security,status,self-esteem,affiliation,power,goal achievements.Classifying:Formal groups:command group,task group;In
19、formal groups:interest group,friendship group.*Stages of Group Developmentrefer to“掌握的知识点 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
20、Makingrefer to“简答 9”8 8、Trait TheoriesTrait Theories:They consider personal qualities and characteristics that differentiate leadersfrom nonleaders according to the following seven traits:ambition and energy,the desire to lead,honesty and integrity,self-confident,intelligence,high self-monitoring,jo
21、b-relevant knowledge.(完整word版)组织行为学(全英文版)复习题-第2页(完整word版)组织行为学(全英文版)复习题-第2页9 9、Double-loop learningDouble-loop learning:Learning organizations use double-loop learning.Errors are correctedby modifying the organizations objectives,policies,and standard routines.In this way,it providesopportunities fo
22、r radically different solutions to problems and dramatic jumps in improvement.1010、Selective perceptionSelective perception:People selectively interpret what they see on the basis of their interests,background,experience,and attitudes,which is called selective perception.1111、Methods of shaping beha
23、viorMethods of shaping behavior:Shaping behavior Systematically reinforces each successivestep that moves an individual closer to the desired response.There are four ways to shape behavior:through positive reinforcement,through negative reinforcement,punishment,extinction(消亡).1212、Five-stage group-d
24、evelopment modelFive-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 intragroupconflict.Norming stage:the third stage in group development,characterized by close r
25、elationshipsand cohesiveness.Performing stage:the fourth stage in group development,when the group is fullyfunctional.Adjourning stage:the final stage in group development for temporary groups,characterized by concern with wrapping up activities rather than task performance.三、简答1 1、List the Henri Fa
26、yolList the Henri Fayol s five management functions and todays five management functions and today s four management functionss four management functions.Henri Fayols five management functions:plan,organize,command,coordinate,control.Todays four management functions:planning,organizing,leading,contr
27、olling.2 2、List the 10 different,highly interrelated management roles.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:entrep
28、reneur,disturbance handler（控制者）,resource allocator,negotiator3 3、Explain the three essential management skills that Robert Katz has identified.Explain the three essential management skills that Robert Katz has identified.Technical Skills:They encompass the ability to apply specialized knowledge or e
29、xpertise.Human Skills:They refer to the ability to work with,understand,and motivate otherpeople,both individually and in groups.Conceptual Skills:They refer to the mental ability to analyse and diagnose complexsituations.4 4、List three theories of learning.List three theories of learning.Classical
30、Conditioning:It grew out of experiments by Russia physiologist Ivan Pavlov.It isa type of conditioning in which an individual responds to some stimulus that would not ordinarilyproduce such a response.Operant Conditioning:It is a type of conditioning in which desired voluntary behavior leadsto a rew
31、ard or prevents a punishments.Social Learning:That is people can learn through observation an direct experience.(完整word版)组织行为学(全英文版)复习题-第3页(完整word版)组织行为学(全英文版)复习题-第3页5 5、Explain classical conditioning.Explain classical conditioning.Classical Conditioning grew out of experiments by Russia physiologis
32、t Ivan Pavlov.It is atype of conditioning in which an individual responds to some stimulus that would not ordinarilyproduce such a response.6 6、Briefly describe personality-job fit theory and its six typology of personality.Briefly describe personality-job fit theory and its six typology of personal
33、ity.Personality-job fit theory identifies six personality types and proposes that the fit betweenpersonality type and occupational environment determines satisfaction and turnover.Realistic:He or she prefers physical activities that require skill,strength,and coordination.Investigative:He or she pre
34、fers activities that involve thinking,organizing,andunderstanding.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 verbal activities in which there are opport
35、unities to influenceothers and attain power.Artistic:He or she prefers ambiguous and unsystematic activities that allow creativeexpression.8 8、List the barriers to effective communication.List the barriers to effective communication.Filtering(消息走样):It refers to a senders manipulation(操作)of informati
36、on that so that itwill be seen more favorably by the receiver.Selective Perception:The receivers in the communication process selectively see and hearbased on their needs,motivations,experiences,background,and other personal characteristics.Information Overload:It is a condition in which information
37、 inflow exceeds an individualsprocessing capacity.Defensiveness:When people feel threatened,they tend to react in ways that reduce theirability to achieve mutual understanding.Language:Age,education,cultural background are three of the more obvious variables thatinfluence the language a person uses
38、an the definitions he or she gives to words.Communication Apprehension:It is another barrier that makes people suffer from unduetension and anxiety about oral communication,written communication,or both.9 9、Describe strengths and weaknesses of group decision making.Describe strengths and weaknesses
39、of group decision making.Strengths:Groups 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)pre
40、ssures in groups.They can be dominated by one or a few members.They suffer from ambiguous responsibility.1010、Describe the reasons why individuals and organizations may resist change.Describe the reasons why individuals and organizations may resist change.Individuals resistance sources:Habit;Securit
41、y;Economic factors;Fear of the unknown;Selective information processing.Organizations resistance sources:Structural inertia(惯性);Limited focus of change;Groupinertia;Threat to expertise;Threat to established power relationships;Threat to establishedresource allocations(资源配置).(完整word版)组织行为学(全英文版)复习题-第
42、4页(完整word版)组织行为学(全英文版)复习题-第4页1111、What is stress?How does an individual manage stresses?What is stress?How does an individual manage stresses?(1)Stress is a dynamic condition in which an individual is confronted with an opportunity,constraint,or demand related to what he or she desires and for which
43、 the outcome is perceived tobe both uncertain and important.(2)Individual strategies that have proven effective include implementing four approaches:time-management techniques,increasing physical exercise,relaxation training,such as meditation,hypnosis,biofeedback.expending the social support networ
44、k.1212、Describe the Big-Five model.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）;Agreeableness:A personality dimension describing someone who is good-nature
45、d,cooperative,and trusting.Conscientiousness:A personality dimension describing someone who is responsible,dependable,persistent,and organized.Emotionalstability:Apersonalitydimensioncharacterizingsomeoneascalm,self-confident,secure(positive)versus nervous,depressed,and insecure(negative).Openness t
46、o experience:A personality dimension characterizing someone in terms ofimagination,sensitivity,and curiosity.四、案例1 1、The new schoolmaster said:”teachers hard work and creation should not be forgotten.Asteachers neither can be paid according to their amount of work nor can they carry out their jobs b
47、yindividual contract like the peasant do,we have to file their merits and achievements to overcomethe abuse of qualified jobs and unqualified jobs are paid same.The file has authority and may actas the objective bases for teachers promotion,reward and so on.It is the treasure of our schooland only m
48、erits and achievements are filed.”After the establishing of the file,every teacher startsto work hard.Try to use the motivation theory of needs to analyze and discuss the reasons why theabove management methods can be effective.Request:1,the establishment of the file proves that the new schoolmaster
49、 takes teachersachievements seriously and evaluates them by their job effectiveness.2，the establishment of the file makes teachers pay more attention to the job itself and increasetheir responsibility.Key theories are:3,Maslows theory emphasizes on the higher-order needs,especially the need of self-
50、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 on,to stimulate teachers enthusiasm.5,McClellands theory of needs takes peoples achievement very seriously.He believed tha