Professional Documents
Culture Documents
Organizational
Behavior
1.
2.
3.
4.
5. TQM
6.
7.
1.1
1.1.1
1 2
3
1.1.2
1 - 1
1-1
1.2
1.2.1
1.2.2
1.2.3
1.3
1.3.1
1.3.2
,
,
8 %
10
1.
2.
3.
4.
5.
1-2
11
4 2 46
1.3.3
12
1.3.4
13
1980
4 5 % 2 2 %
1 9 %
40%
3 5 0 4 4 1 9
1.3.5
14
75%
1.3.6
15
19
80
90
1.3.7
WT
16
25
1.3.8
10
15
17
1.3.9
80
20%
19933 000 -
5 3 7
5
18
1993
77%
1988
1-3
2
605
775
21
35
1-3
1.3.10
19
1 - 4
25 00040 000
$6
$20
1-4
4.758.00
20
1.3.11
21
1.4
1 - 5
,
36
1-5
7 1 2
22
1317
1. ;
2. ;
3. ;
4. -6
;
5. 4;
6. ;
24
25
2.1
H o n d a A c c o r d
Mercury Tracers
IBM Mobil
Motorola GilleteCocaCola
CBSCBS
R e c o r d s General Tire
P i l l s b u r y
2.1.1
5 0 0
Multinational Corporation
26
GNP 10037
24 139.5 5
2.1.2
15
27
N A F T A
1993
45
1992 0.9
1 9 9 41
3 . 7
65
N A F T A 2 5 0 %
28
N A F T A
9 000
15
NAFTA
3
2.2
national culture,
29
2.2.1
p a r o c h i a l i s m
ethnocentric views
1 0 0
30
7 5 %
2 2 %
2.2.2
1 2 % 3 0 0
4 0 0 6 0 0
31
1012
2.3
1 4 0
32
40
4
1
23
4
2.4
33
2.4.1 -
-
34
Kluckhohn-Strodtbeck 6
Time Orientation
35
1 0
National of People
Activity Orientation
36
Focus of Responsibility
Concepts of Space -
37
1 . 51 . 8
2-1 -
6
2-1 -
2.4.2
38
Geert Hofstede
40
11.6
41 2
34
individualism
c o l l e c t i v i s m,
39
power distance
u n c e r t a i n t y
avoidance
40
440
:
/
41
4 0
2 - 2
2-2
42
2.5
1024
11 000 80%
43
2 - 1
4
Essentials of
Organizational
Behavior
1. ;
2. ;
3. ;
4. ;
5. ;
6. ;
7. ;
8.
3.1
Attitudes
47
3.1.1
Job Satisfaction
48
2 03 0 5 0
49
3.1.2
Cognitive dissonance
50
51
3.1.3 -
- The Attitude-Behavior Relationship
60
A - B A - B
A - B
25
A-B
52
3.2
Personality
16
3 - 1
1 6
3-1 16
1.
2.
3.
4.
53
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
3.2.1 -
-Myers-Briggs Type Indicator
M B T I
1 0 0
EI S N
TF PJ 1 6
3 - 1 1 6
I N T J
54
E S T J
E N T P
1 3
Price Club
1 3 N T
5 %
2 0 0 M B T I
M B T I
3 M
M B T I
3.2.2
MBTI 5
Big Five
5
(1) e x t r o v e r s i o n
55
(2) a g r e e a b l e n e s s
(3) conscientiousness
5
5
56
3.2.3
5
Locus of controlinternals
e x t e r n a l s
Authoritarianism
Mach
Niccolo Machiavelli
M a c h i a v e l l i1 6
57
s e l f - m o n i t o r i n g
,
risk propensity
58
3.2.4
-
6
6
3-2
3-2
59
1 6 0
3 - 1
3-1
1
2 3
60
3.3
P e r c e p t i o n
3.3.1
61
3.3.2
,
attribution theory
31
23
62
10
63
3.3.3
Assumed similarity
stereotyping
64
h a l o
e f f e c t
3.4
l e a r n i n g
3 - 2
law of effect
65
(Consequence)
3-2
(shaping)
( m o d e l i n g )
66
3 - 3
ability
3-3
, ,,
67
68
A B
B
1.
2.
3. XY
4.
5.
6.
7.
8.
9.
70
4.1
motivation
need
4-1
4-1
4.2
50
71
XY-
1
2
4.2.1
Abraham Maslow
5
(1)
(2)
(3)
(4)
(5)
4 - 2
72
4-2
73
4.2.2 XY
Douglas McGregor
X
Y
X
(1)
(2)
(3)
(4)
Y
(1)
(2)
(3)
(4)
74
X
Y
Y X
Y
X Y
4.2.3 -
-
12
4-3
75
1 753
1 844
69
19
31
81
80% 60 40 20 0 20 40 60 80%
50%
40
30
20
10
10
20
30
40
50%
4-3
76
-
(1)
(2)
(3)
(4)
(5) -
(6)
77
6 0
4.3
4.3.1
David McClelland
(1) nAch
(2) nPow
78
(3) nAff
0 . 5
50%
(Dale Carnegie)
79
80
4.3.2
Goal-setting Theory
1 2
81
1 0 %2 0 %
82
4.3.3
Reinforcement
T h e o r y
83
4.3.4
$40 000
$45 000
$40 000
(Equity Theory)
- -
84
(1)
(2)
(3)
(4)
(5)
- -
85
(1)
(2)
(3)
(4)
86
4.3.5
Expectancy
Theory
3
(1)
(2) -
(3) -
4 - 4
4-4
87
88
4.4
89
1
23
456
7
1. 4
2. 5
3.
4.
5.
6.
5.1
91
5.1.1
Management by ObjectivesMBO
4 0 Peter Drucker
5-1
5-1
92
7 % 2 4
1 %
3
61
93
5.1.2
5.1.3
94
5.2
(Emery Air Freight)
9 0 % 4 5 %
90%
3
200
5.2.1
5-2 OB Mod
51 2
3 4
5
95
4a
4b
4c
4d
5-2
96
5 %1 0 %
7 0 %8 0 %
45%
9 0 %
97
5.2.2
5.2.3
G E
W e y e r h a u s e r D e t r o i t D a y t o n H u d s o n X e r o x
40 000
198986%
100%
5.3
General Electric Plant
in Ohio
98
U S A A
1
Childress
B u i c k P h o e n i x
5.3.1
Employee Involvement
p a r t i c i p a t i o n
99
5.3.2
4
Participative Management
Representative Participation
100
Work Councils
3 0
(Board Representatives)
Quality Circle
5080
81 0
101
5 - 3
5-3
102
P o l a r o i d2 0 %
(United Airlines)55%(Avis
Corporation)(Weirton Steel)100%
45
2 3 8
5.3.3
Y X
-
5.3.4
103
IBM TRW
80 90
13
1974
1 1 000
5.4
25 Nucor Steel
104
Bob Baker
1 9 9 3 150 000
3
5.4.1
Variable-Pay Programs
60 000
piece
-rate pay plant
105
25 20050
4010
6 6 0
1 9 9 3 A .
(Robert A.Watson) ( W e s t i n g h o u s e )
1 000
A T & T
Scott Paper70%
30%
10%20%
Profit-Sharing Plans
Michael Eisner 2
106
gainsha r i n g
5050
83
8 3 % 8 4 %
69%
5.4.2
400
107
43%64%
5.4.3
10
198944%
1 9 9 1 5 1 %
1993382 3/4
199314%
199421%
2 000
Bell&HowellAmerican Safety Razor
Champion Spark Plug
Cincinnati Milacron Eaton
108
5.5
5.5.1
Skill-based P a y
14
10%
1990
109
1 000
6 0 %
6%
5.5.2
110
5.5.3
1 000
198719901990
5 1 % 3
25%
20%
1 800199310%
25% 27
111
70%
8 8 % 7 0 %7 5 %
1. 6
2. 3
3.
4.
5.
6. 4
7.
Decision Making
113
6.1
6.1.1
6
The Rational Model 6-1
6 1
50
114
6-1 6
1.
2.
3.
4.
5.
6.
23
115
(1)
(2)
(3)
(4)
(5)
(6)
6.1.2
c r e a t i v i t y
Creative Potential
116
4 6 1
1 %
1 0 % 6 0 %
attribute listing
117
6.2
,
,
6.2.1
118
Bounded Rationality
119
6.2.2
I n t u i t i o n
120
2 5 51 0
2 32 4 6
6 6
5 0
6.2.3
121
6.2.4
122
6.2.5
Availability Heuristic
7 4 7
69
123
Representative Heuristic
NBA
NBA
10
NBA
Escalation of Commitment
124
6.2.6
Decision-Making Styles
125
6-1
6-1
126
3
2
36
6-2
1 p r e c o n v e n t i o n a l
127
c o n v e n t i o n a l
( p r i n c i p l e )
6.
5.
4.
3.
2.
1.
6-2
(1) 6
(2)
(3) 4
128
(4)
3
4
6.2.7
Performance Evaluation
10%
Reward Systems
203080
129
Historical Precedents
Eastman Kodak
2070
130
6.2.8
131
132
17
1.
2.
3. 3
4.
5.
6.
7.
8.
17.1
1 7 - 1 6
378
17-1
14
17
379
10
70
1994
1995
1994
380
9 0
2 0
2
80
1991
Hughes Aircraft21 000
15 000
10 000
17
381
17.2
382
Change Agents
17.3
17
383
4 0
10
17.3.1
Kurt Lewin
17-1
384
3
(1)
(2)
(3)
17-1
506070
17.3.2
1 3
17
385
2 0 3
386
17.3.3
60
18People Express
Tom Peters
17.4
17
387
388
17.4.1
10
S e a r s
50 000
17
389
17.4.2
390
50
80
17
391
17.4.3
6
392
17
393
17.5
Organizational Development, OD
394
()
()
()
()
()
17.5.1
1987
1997
17
395
13
IBM
396
Scott
P a p e r
17.5.2 -
-
17
397
1 4
50
398
Quality of
Worklife, QWL
8
(1)
(2)
(3)
(4)
(5)
(6)
(7)
17
399
(8)
17.5.3
5
Sensitivity Training
400
17
401
402
17
403
404
17.6
17.6.1
17
405
406
17
407
17.6.2
3 M
3 M
25%
200
3 M
3 M
408
3 M
3 M
15%
17
409
410
411