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1、CHAPTER9FOUNDATIONSOFINDIVIDUA1.BEHAVIOR1.EARMNGoutcomesAfterreadingthischapter,Sludenlsshouldbeableto:9-1.IdentifyIhefocusandgoalsoforganizationalbehavior(OB).9-2.Explaintherolethatattitudesplayinjobperformance.9-3.Describedifferentpersonalitytheories.94.Describeperceptionandthefactorsthatinfluence
2、it.9-5.Discusslearningtheoriesandtheirrelevanceinshapingbehavior.9-6.DiscussCOntCmPOraryiSSUCSinOB.ManagementMythMyth:Agoodmanagertreatsallemployeesthesame.Truth:Agoodmanagergetstoknowtheuniqueindividualcharacteristicsofthepeopleinhisorherteamtobeabletoeffectivelymanageeachofthem.TenChinNTips:Askstu
3、dentshowattitudesandpersonalitiesaffectindividualbehavior.Peopledifferintheirbehaviorsandmanagersneedtounderstandthisinordertobeeffective.VVHATARETHEFOCUSANDGOA1.SOFORGANIZATIONA1.BEHAVIOR?A. OrganizationalBehavior1. Organizationalbehaviorisconcernedspecificallywiththeactionsofpeoplealwork.2. Addres
4、sessomeissuestha(arenotobvious,suchasinformalelements.(SeeExhibit9-1.)B. WhatIstheFovusofOrganizationalBehavior?1. First,OBlooksatindividualbehavior.a) PsychologistsarePrimaryCOnlribUiOrs.b) Includesattitudes,personality,perception,learning,andmotivation.2. Second,OBisconcernedwithgroupbehavior.a) S
5、ociologistsandsocialpsychologistsarcPrimarycontributors.b) Includesnorms,roles,teambuilding,leadership,andconflict.3. Finally,OBlooksatorganizationalaspectsincludingstructure,culture,andhumanresourcepoliciesandpractices.C. WhatAretheGoalsofOrganizationalBehavior?1. Toexplain,predict,andinfluencebeha
6、vior.2. Themanagerneedstoexplainwhyemployeesengageinsomebehaviorsratherthanothers;predicthowemployeeswillrespondtovariousactionsbythemanager:andinlluencehowemployeeswillbehave.3. Siximportantemployeebehaviorsthatmanagersarespecificallyconcernedwithexplaining,predicting,andinfluencingareemployeeprodu
7、ctivity：absenteeism:turnover:organizationalCiUZenShip:jobsatisfaction:andworkplacemisbehavior.4. Employeeproductivity-performancemeasureofbothworkefficiencyandeffectiveness.5. AbSenteeiSm-thefailuretoshowupforwork.6. Turnoverthevoluntarj,andinvoluntarjpermanentwithdrawalfromanorganization.7. Organiz
8、ationalcitizenshipafourthtypeofbehaviorbecominginpo11antindeterminingemployeeperformance.a)Discreiionar)1behaviordialsnotdirectlypartofanemployeesformaljobdescription,butwhichreflectsbehaviorsthatpromotetheeffectiveIunciioningoftheorganization.(1) Examples,helpingothersononesworkteam,volunteeringIbr
9、extrajobactivities,avoidingunnecessaryconflicts,makingconstructivestatementsaboutonesworkgroupandtheoverallorganization.8. Jobsatisfaction-notabehavior-it,sanattitude.a)nemployeesattitudemaybelinkedtohisorherproductivity,absenteeism,and(u11over.9. Workplacemisbehaviorisanyinlenlionalemployeebehavior
10、thatispotentiallyharmfullotheorganizationorindividualswithintheorganization.10. Workplacemisbehaviorshowsupinorganizationsinfourways:deviance,aggression,anlisocialbehavior,andviolence.WHATRO1.KDOATTITUDESP1.AYINJOBPERFORMANCE?A. Attitudesareevaluativestatementsavorableorunfavorableconcerningobjects,
11、people,orevents.1. AttitudesFeneClhowanindividualIeelsaboutsmclhing.B. WhatAretheThreeComponentsofanAttitude?1. AnattitudeismadeupofIhrvecomponents:cognitive,affective,andbehavioral.2. ThecognitivecomponentconsistsOfIhCbeliefs,opinions,knowledge,andinformationheldbyaperson.3. Theaffectivecomponentof
12、anattitudeistheemotional,orfeeling,segmentofanattitude.a)Cognitionandaffectcanleadtobehavioraloutcomes.4. Thebehavioralcomponentofanattitudereferstoanintentiontobehaveinacertainway.C. WhatAttitudesMightEmployeesHold?1. Thethreemostimportantjob-rclatcdattitudesarcjobinvolvc11wnt,organizationalcommitm
13、ent,andemployeeengagement.a) Jobinvolvementisthedegreetowhichanemployeeidentifieswithhisorherjob.activelyparticipatesinit.andconsidersjobperformanceimportanttohisorherself-worth.b) Organizationalcommitmentrepresentsanemployeesorientationtowardtheorganizationintermsofhisorherloyaltyto.identificationw
14、ith,andinvolvementintheorganization.C)Employeeengagement,whichiswhenemployeesarcconnectedMsatisfiedwith,andenthusiasticabouttheirjobs.(1) Researchshowsthatthetopfivefactorscontributingtoemployeeengagementarcrespect;typeofwork;Work/lifebalance;providinggoodservicetocustomers;andbasepay.D. DOIndividua
15、sAttitudesandBehaviorsNeedtobeConsistent?1. Peoplechangewhattheysaysothatitdocsn,tcontradictwha(theydo.2. Peopleseekconsistencyamongtheirattitudesandbetweentheiraltitudesandtheirbehavior.3. Individualstrytoreconciledifferingattitudesandaligntheiraltitudesandbehaviorsothattheyappearrationalandconsist
16、eni.E. WhatIsCognitiveDissonanceTheory?1. 1.conFeslinger,inlhelate1950s,proposed(hetheoryofcognitivedissonance.2. Thistheorysoughttoexplainlherelationshipbetweenaltitudesandbehavior.a) DissonanceinthiscasemeansinconSiSlenCy.b) CognitivedissonancereferstoanyincompatibilitythatanindividualnighlperceivebetweenaUiliesorbetweenhisorherbeha
