【文章內(nèi)容簡介】 re more responsive to the social force of their peer groups than to the control and incentives of management. The Hawthorne Studies (霍桑實(shí)驗 ) – Elton Mayo 42 The Hawthorne Studies ? Research Conclusions: ? Worker behavior and sentiments were closely related. ? Group influences (norms) were significant in affecting individual behavior. ? Group standards (norms) were highly effective in establishing individual worker output. ? Money was less a factor in determining worker output than were group standards, sentiments, and security. 43 Theory X and Theory Y Douglas McGregor (1906—1964) ch6 Theory X ? Average employee is lazy, dislikes work, and will try to do as little as possible ? Manager’s task is to supervise closely and control employees through reward and punishment Theory Y ? Employees will do what is good for the anization when mitted ? Managers must create setting to encourage mitment to goals and provide opportunities for initiative 44 Why Study OB? ? To understand behavior in anizations. ? To learn to use and apply concepts, theories, and techniques to improve, enhance, or change behavior. ? Organizations whose employees have been taught how to work as a team will be more effective than those anizations whose employees do not behave in this way. ? To enable managers to direct and supervise the activities of employees. 45 What Managers Do Managerial Activities ? Make decisions ? Allocate resources ? Direct activities of others to attain goals Managers (or administrators) Individuals who achieve goals through other people. 46 General knowledge in OB ? Wages and fringe benefits are not the reason people like their jobs or stay with an employer. ? More important to workers is the job quality and the supportiveness of the work environments. ? Managers can’t succeed on their technical skills alone. Their good interpersonal skills are likely to make the workplace more pleasant. ? Our text book is to help managers to develop their people skills. 47 Management Functions Management Functions Planning Organizing Leading Controlling 48 Management Functions (cont’d) Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. 49 Management Functions (cont’d) Organizing Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. 50 Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective munication channels, and resolving conflicts. 51 Management Functions (cont’d) Controlling Monitoring activities to ensure they are being acplished as planned and correcting any significant deviations. 52 Mintzberg’s Managerial Roles E X H I B I T 1–1 頭面人物 領(lǐng)導(dǎo)者 聯(lián)絡(luò)人 53 Mintzberg’s Managerial Roles E X H I B I T 1–1 (cont’d) 監(jiān)控者 傳播者 發(fā)言人 54 Mintzberg’s Managerial Roles E X H I B I T 1–1 (cont’d) 創(chuàng)業(yè)者 混亂處分者 資源分配者 談判者 55 Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills (概念技能 ) The mental ability to analyze and diagnose plex situations. 56 Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management ? Decision making, planning, and controlling 2. Communication ? Exchanging routine information and processing paperwork 3. Human resource management ? Motivating, disciplining, managing conflict, staffing, and training 4. Networking ? Socializing, politicking, and interacting with others 57 E X H I B I T 1–2 Allocation of Activities by Time 58 Systematic Research Anchor Systematic study (系統(tǒng)研究 ) Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Replacing Intuition with Systematic Study Intuition (直覺 ) A feeling not necessarily supported by research. 59 Theoretical Sources (理論來源 ) of O