管理学罗宾斯9版英文Robbinsfom92.pptx

Learning OutcomesIdentify the focus and goals of organizational behavior(OB).Explain the role that attitudes play in job performance.Describe different personality theories.9-1第1页/共34页Learning Outcomes(cont.)Describe perception and the factors that influence it.Discuss learning theories and their relevance in shaping behavior.Discuss contemporary issues in OB.9-2第2页/共34页9-39.1Identify the focus and goals of organizational behavior(OB).第3页/共34页Organizational Behavior9-4第4页/共34页Goals of Organizational Behavior1.Employee productivity2.Absenteeism3.Turnover4.Organizational citizenship behavior5.Job satisfaction6.Workplace misbehavior9-5第5页/共34页9-69.2Explain the role that attitudes play in job performance.第6页/共34页Attitudes and Job PerformanceJob satisfactionJob involvementOrganizational commitmentEmployee engagement9-7第7页/共34页Attitudes and Consistency Cognitive dissonance:Any incompatibility or inconsistency between attitudes or between behavior and attitudes.9-8第8页/共34页Understanding Attitudes9-9第9页/共34页9-109.3Describe different personality theories.第10页/共34页Personality TheoriesPersonality:A unique combination of emotional,thought,and behavioral patterns that affect how a person reacts to situations and interacts with others.9-11第11页/共34页Big Five Model of PersonalityThe Big Five factors are:1.Extraversion2.Agreeableness3.Conscientious4.Emotional stability5.Openness to experience9-12第12页/共34页Emotional IntelligenceFive dimensions:Self-awarenessSelf-managementSelf-motivationEmpathySocial skills9-13第13页/共34页Personality Traits Can personality traits predict practical work-related behaviors?9-14第14页/共34页Matching Personalities and Jobs9-15第15页/共34页Personality Traits Across Cultures9-16 National cultures differ in terms of the degree to which people believe they control their environment.第16页/共34页Understanding Personality1.Job-person compatibility2.Understanding different approaches to work3.Being a better manager9-17第17页/共34页9-189.4Describe perception and the factors that influence it.第18页/共34页Perception9-19第19页/共34页Judging Employees9-20第20页/共34页Distorted AttributionsFundamental attribution error:The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.Self-serving bias:The tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors.9-21第21页/共34页Perceptual Shortcuts9-22第22页/共34页Understanding Perception9-231.Employees react to perception,not reality.2.The potential for perceptual distortion exists.第23页/共34页9-249.5Discuss learning theories and their relevance in shaping behavior.第24页/共34页Operant Conditioning9-25第25页/共34页Social Learning Theory9-26 Learning both through observation and direct experience第26页/共34页Shaping Behavior9-271.Positive reinforcement2.Negative reinforcement3.Punishment4.Extinction第27页/共34页Managing Employees Learning9-281.Watch what you reward.2.Watch what you do.第28页/共34页9-299.6Discuss contemporary issues in OB.第29页/共34页Contemporary Issues9-30第30页/共34页Managerial Challenges9-31第31页/共34页Negative Behavior in the Workplace9-32Survey of U.S.Employees:10%witnessed rudeness daily20%were targets of incivility at least once/week第32页/共34页9-33第33页/共34页Copyright 2015 Pearson Education,Inc.1-34感谢您的观看。感谢您的观看。第34页/共34页