《【专业课】罗宾斯管理学英文版14章ppt模版课件》由会员分享，可在线阅读，更多相关《【专业课】罗宾斯管理学英文版14章ppt模版课件（39页珍藏版）》请在金锄头文库上搜索。
1、8th edition Steven P. Robbins Mary CoulterPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc.Copyright 2005 Prentice Hall, Inc.All rights reserved. All rights reserved.Copyright 2005 Prentice Hall, Inc. All rights reserved. 142L E A R N I
2、 N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Why Look at Individual Behavior? Describe the focus and the goals of organizational behavior. Explain why the concept of an organization as an iceberg is important to understanding organizational behavior. Define the
3、five important employee behaviors that managers want to explain, predict, and influence. Attitudes Describe the three components of an attitude. Discuss three job-related attitudes. Describe the impact of job satisfaction has on employee behavior.Copyright 2005 Prentice Hall, Inc. All rights reserve
4、d. 143L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Attitudes (contd) Explain how individuals reconcile inconsistencies between attitudes and behavior. Personality Contrast the MBTI and the big-five model of personality. Describe the five perso
5、nality traits that have proved to be most powerful in explaining individual behavior in organizations. Tell how emotions and emotional intelligence impact behavior.Copyright 2005 Prentice Hall, Inc. All rights reserved. 144L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you rea
6、d and study this chapter.Perception Explain how an understanding of perception can help managers better understand individual behavior. Describe the key elements of attribution theory. Discuss how the fundamental attribution error and self- serving bias can distort attributions. Name three shortcuts
7、 used in judging others. Learning Explain how operant conditioning helps managers understand, predict, and influence behavior. Describe the implications of social learning theory for managing people at work. Discuss how managers can shape behavior.Copyright 2005 Prentice Hall, Inc. All rights reserv
8、ed. 145Understanding Individual Behavior Organizational Behavior (OB) The actions of people at work Dual Focus of OB Individual behaviorvAttitudes, personality, perception, learning, and motivation Group behaviorvNorms, roles, team building, leadership, and conflict Goals of OB To explain, predict a
9、nd influence behaviorCopyright 2005 Prentice Hall, Inc. All rights reserved. 146Important Employee Behaviors Employee Productivity A performance measure of both efficiency and effectiveness Absenteeism The failure to report to work when expected Turnover The voluntary and involuntary permanent withd
10、rawal from an organizationCopyright 2005 Prentice Hall, Inc. All rights reserved. 147Important Employee Behaviors Organizational Citizenship Behavior (OCB) Discretionary behavior that is not a part of an employees formal job requirements, but which promotes the effective functioning of the organizat
11、ion. Job Satisfaction The individuals general attitude toward his or her jobCopyright 2005 Prentice Hall, Inc. All rights reserved. 148Psychological Factors Affecting Employee Behavior AttitudesAttitudes PersonalityPersonality PerceptionPerception LearningLearning Employee Employee ProductivityProdu
12、ctivity AbsenteeismAbsenteeism TurnoverTurnover Organizational Organizational CitizenshipCitizenship Job SatisfactionJob SatisfactionCopyright 2005 Prentice Hall, Inc. All rights reserved. 149Psychological Factors Attitudes Evaluative statementseither favorable or unfavorableconcerning objects, peop
13、le, or events. Components Of An Attitude Cognitive component: the beliefs, opinions, knowledge, or information held by a person. Affective component: the emotional or feeling part of an attitude. Behavioral component: the intention to behave in a certain way.Copyright 2005 Prentice Hall, Inc. All ri
14、ghts reserved. 1410Psychological Factors (contd) Job Satisfaction Job satisfaction is affected by level of income earned and by the type of job a worker does. Job Satisfaction and Productivity For individuals, productivity appears to lead to job satisfaction. For organizations, those with more satis
15、fied employees are more effective than those with less satisfied employees.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1411Psychological Factors (contd) Job Satisfaction and Absenteeism Satisfied employees tend to have lower levels of absenteeism. Job Satisfaction and Turnover Satisfied
16、employees have lower levels of turnover; dissatisfied employees have higher levels of turnover. Turnover is affected by the level of employee performance.vThe preferential treatment afforded superior employees makes satisfaction less important in predicting their turnover decisions.Copyright 2005 Prentice Hall
