組織行為學英文講義ch課件

EnglishLectureNotesonOrganizationalBehavior目錄contentsIntroductiontoOrganizationalBehaviorOrganizationalstructureanddesignOrganizationalcultureandbehaviorLeadershipTheoryandStyleIncentivesandPerformanceManagementOrganizationalcommunicationandconflictmanagement01IntroductiontoOrganizationalBehaviorOrganizationalBehavior(OB)isthestudyofhowindividuals,groups,andorganizationsthink,feel,andhavewithinthecontextoftheorganizationstheypopulationItexamshowindividualdifferences,groupprocesses,andorganizationalfactorsshapebehavioratworkDefinitionOBisconsideredwiththedynamicsoforganizationallife,includinghowindividualsinteractwithoneanotherwithintheworkplace,howgroupsformandfunction,andhowthesedynamicsareinfluencedbythelargerorganizationalcultureandstructureConceptsDefinitionandConceptsTheaimoforganizationalbehaviorresearchistounderstandthepsychologicalandbehavioralprocessesthatoccurwithinorganizationsThisunderstandingcanhelpindividualsandorganizationstoworkmoreeffectively,improvedecisionmaking,andenhanceoverallperformancePurposeOBresearchhasimportantpracticalimplicationsforindividualsandorganizationsItcanprovideinsightsintohowtomanagepeoplemoreeffectively,improveteamperformance,developleadershipskills,andcreateamoreinclusiveanddiverseworkplacecultureSignificanceResearchpurposeandsignificanceDevelopmenthistoryofdisciplinesEarlyRoots:Therootsoforganizationalbehaviorcanbetracedbacktotheearly20thcentury,whenindustrialpsychologistsbegintostudytherelationshipbetweenindividualpsychologyandworkperformanceGrowthinthe1960s:The1960ssawasignificantgrowthinthefieldofOB,asmanagementschoolsBegantoincorporatepsychologicalconceptsintotheirresearchonorganizationsRecentdevelopments:Inrecentyears,OBhasbecomeincreasinglyinterdisciplinary,drawingonconceptsandtheoriesfromfieldssuchassociology,psychology,andanthropologyThishasledtoadeepunderstandingofthecomplexityoforganizationallifeandhasopenedupnewareasofresearchinquiry02OrganizationalstructureanddesignThetypeoforganizationalstructureHierarchicalstructureAtraditionalorganizationalstructurewithaclearchainofcommandanddelegationofauthorityFlatstructureAstructurewithfewlevelsofmanagement,promotinggreatercommunicationanddecisionmakingatthelowerlevelsMatrixstructureAstructurethatcombinesfunctionalandprojectbasedstructures,providinggreaterflexibilityandadaptabilityNetworkstructureAstructurewhereorganizationscollaborateandshareresources,bothasynchronouslyandremotelyTheorganizationalstructureshouldalignwiththeoverallbusinessstrategytoensureeffectiveimplementationAlignmentwithstrategyThestructureshouldpromoteeffectiveresourceutilizationandeffectivedecisionmakingEfficiencyandeffectivenessMiddleandlowerlevelemployeesshouldbeempoweredwithdecisionmakingauthorityandaccountabilityEmpowermentandresponsibilityThestructureshouldbeabletoadapttochangesintheexternalenvironmentandtechnologicaladvancementsFlexibilityandadaptabilityOrganizationaldesignprinciplesOrganizationalChangeandDevelopmentChangemanagement:ImplementingchangeinanorganizationrequiresawellplannedandmanagedprocesstoensuresmoothtransitionDevelopmentalstages:Organizationsundervariousstagesofdevelopment,fromstartuptomaturity,eachrequiringdifferentmanagementapproachesTransformationalleadership:Leadersplayacriticalroleindrivingorganizationalchange,throughtheirabilitytoinspire,innovate,andcreateasharedvisionEmployeeresistancetochange:Addressingandovercomingemployeeresistancetochangeiscriticalforsuccessfulorganizationaltransformation03OrganizationalcultureandbehaviorOrganizationalculturereferstothesharedvalues,beliefs,andnormsthatguidethebehaviorandactionsofmemberswithinanorganizationItpresentstheuniqueidentityoftheorganizationandshapesthewayemployeesinteractwitheachotherandwithexternalstakeholdersOrganizationalcultureisoftenunwrittenbutplaysacriticalroleindeterminingthesuccessorfailureofanorganizationTheconceptoforganizationalcultureTypesoforganizationalcultureAutonomouscultureAstrongleadermakesmostdecisionswithlittleinputfromemployeesAdaptivecultureEmphasisoncreativityandflexibility,withlessemphasisonhierarchyandstructureDemocraticcultureDecisionsaremadethroughconcernsormajorvotes,consideringtheopinionsofallemployeesHierarchycultureEmphasisstructure,protocol,andformalizedprocessesTheinfluencingfactorsoforganizationalcultureFounder'svaluesandbeliefsThecorevaluesandbeliefsofthefounderoftheorganizationalcultureEmployeerecruitmentandselectionThecharacteristicsandbackgroundofemployeescaninfluencethedevelopmentoforganizationalcultureOrganizationalhistoryEventsanddecisionsmadethroughtheorganization'shistorycanshapeitscultureExternalenvironmentFactorssuchasindustrytrends,competition,andgovernmentregulationscanaffectorganizationalculture04LeadershipTheoryandStyleLeadershipistheprocessofinfluencingindividualstoachievecollectivegoalsItinvolvesthedemonstrationofvision,direction,andtheabilitytoalignindividualgoalswiththoseoftheorganizationLeadershipiscriticalfororganizationalsuccessasitimpactsemployeemotivation,production,andteamperformanceEffectiveleadersareabletomotivateandinspiretheirteamstoachievemorethantheythoughtpossibleLeadershipOverviewDecisionmakingiscentralized,andboundariesareexpectedtoobeyorderswithoutquestionThisstyleiseffectiveinsituationsthatrequirequickanddecisiveactionbutcanstimulateinnovationandemployeeengagementLeadersconsultandinvolvesubordersindecisionmaking,consideringtheirinputbeforemakingfinaldecisionsThisstylefocusesonemployeeparticipationandenhancements,butcanbetimeconsultingLeadersInspireandMotivateSubordinatesThroughCharisticBehavior,Empathy,andaSharedVisionThisstyleiseffectiveincreatingapositiveworkenvironmentanddrivingorganizationalchangebutrequiresleaderstohavehighemotionalintelligenceAutonomousleadershipDemographicleadershipTransformationalleadershipLeadershipstyletypeLeadershipdevelopmentprogramsTheseprogramsprovideleaderswiththeskills,knowledge,andtoolstoimprovetheirleadershipeffectivenessTheymayincludeworkshops,seminars,andmentoringprogramsCoachingandfeedbackRegularfeedbackfrommentorsorcoachescanhelpleadersidentifyareaswheretheyneedtoimproveandprovidethemwithguidanceonhowtodeveloptheirleadershipskillsSelfreflectionandpersonalgrowthLeadersneedtotaketimetoreflectontheirownstrengthsandareasforimprovementReadingbooks,takingcourses,andseekingprofessionaldevelopmentcanalsohelpleadersenhancetheirleadershipcapabilitiesLeadershipdevelopmentandenhancement05IncentivesandPerformanceManagementThestudyofhowincentivescanbeusedtoinfluencebehaviorandperformanceMonetaryandnonmonetaryincentivesarethetwomaintypesofincentivesMonetaryincentivesincludesalaryincreases,bonuses,andstockoptions,whilenonmonetaryincentivesincluderecognition,status,andopportunitiesforadvancementTheeffectivenessofincentivesdependsonmultiplefactors,includingthetypeofincentive,therecipient'spreferencesandneeds,andthecontextinwhichtheincentiveisgivenIncentiveTheoryTypesofIncentivesIncentiveEffectIncentiveTheoryDefinitionofPerformanceManagement:Performancemanagementisaprocessthatinvolvessettingclearperformanceexpectations,measuringperformanceagainstthoseexpectations,andprovidingfeedbackandrewardstoencouragedesiredbehaviorandoutcomesImportanceofPerformanceManagement:Performancemanagementisimportantformultiplereasons,includingimprovingemployeemotivationandengagement,ensuringthatworkgoalsalignwithorganizationalobjectives,andpromotingcontinuousimprovementanddevelopmentComponentsofPerformanceManagement:Thekeycomponentsofperformancemanagementincludeperformanceappraisal,goalsetting,feedback,anddevelopmentplanningTheconceptofperformancemanagementImplementationandimprovementofperformancemanagementImplementationofPerformanceManagement:Implementingaperformancemanagementsystemrequiresaclearunderstandingoftheorganization'sgoalsandvalues,estimationofclearperformanceexpectations,selectionofappropriateperformancemeasures,anddevelopmentofafeedbackandrewardsystemChallengesinImplementingPerformanceManagement:Somecommonchallengesinimplementingperformancemanagementincludeestablishingvalidityandrelatedmeasures,ensuringfairnessandobjectivityi