08 组织行为学精要.原书第5版.美.史蒂芬·P.罗宾斯.文字版

Essentials of
Organizational
Behavior
1.
2.
3.
4.
5. TQM
6.
7.
1.1
Essentials of Organizational Behavior
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 Total Quality Management,

T Q M
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
European Union 1993

153.35,
1993
45
1992 0.9
North American Free Trade Agreement

90
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
The New Eastern Europe
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
Relationship to the Environment
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
(4) emotional stability
(5) openness to experience
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
Employee Stock Ownership Plans

ESOPs
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
150% Merck &Co.

P.Roy Vagelos1993
11%
1 9 9 3 1 1 %
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
Firestone Tire Hooker Chemical

Mead Paper)
5.5
120 00075 000

60 000
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
Lever of Moral Development
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
System-Imposed Time Constraints
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
ConAgras Health Choice

Pillsburys Green Giant
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

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08 组织行为学精要.原书第5版.美.史蒂芬·P.罗宾斯.文字版

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Essentials of

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

1-2 Total Quality Management,

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

European Union 1993

North American Free Trade Agreement

Essentials of Organizational Behavior

The New Eastern Europe

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Relationship to the Environment

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

(4) emotional stability

(5) openness to experience

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior

Essentials of Organizational Behavior