【正文】 s workforce.2. Describe the relationship between satisfaction and productivity.3. Explain the theory of cognitive dissonance.4. Summarize the relationship between attitudes and behavior.5. Explain how two people can see the same thing and interpret it differently.6. Summarize attribution theory.7. Outline the learning process.LECTURE OUTLINEI. VALUESA. Introduction (ppt 4)B. Values represent basic convictions that a specific mode of conduct or endstate of existence is personally or socially preferable to an opposite or converse mode of conduct or endstate of existence (ppt 5).1. Value systems contain a moral flavor in that they carry an individual39。 dealing with declining employee loyalty。 stimulating innovation and change。 responding to globalization。 improving people skills。 dealing with declining employee loyalty。 stimulating innovation and change。 responding to globalization。 improving people skills。 to predict future events—to determine what outes will result from a given action。s focus on efficiency and growth is not accepted worldwide.E. Overseeing Movement of Jobs to Countries with LowCost Labor1. Management is under pressure to keep labor costs down, yet moving jobs to lower labor cost countries also gets criticized.2. Workforce diversity means that organizations are being a more heterogeneous mix of people.3. Workforce diversity means that organizations are being more heterogeneous in terms of gender, race, and ethnicity.a) Enpasses anyone who varies from the norm. In addition to the more obvious groups—women, African Americans, Hispanic Americans, and Asian Americans—it also includes the physically disabled, homosexuals, and the elderly.F. Embracing Diversity (ppt 1617)1. Traditional melting pot approach to differences in organizations assumed that people who were different would somehow automatically want to assimilate. 2. Now the challenge for organizations is to make themselves more acmodating to diverse groups.G. Changing . Demographics1. Diverse groups were such a small percentage of the . workforce.a) The bulk of the pre1980s workforce was male Caucasians working full time to support a nonemployed wife and schoolaged children. b) Currently, percent of the . labor force are women. Minorities and immigrants make up 23 percent.2. Workforce diversity has important implications for management practice. a) Managers need to recognize differences and respond to them.(1) Diversity, if positively managed, can increase creativity and innovation in organizations as well as improve decision making by providing different perspectives on problems.H. Improving Quality and Productivity (ppt 18)1. Managers are facing constant challenges to improve quality and productivity. To do this, they are implementing programs such as quality management and process reengineering, which require extensive employee involvement. (ppt 1920)a) See Exhibit 13, What Is Total Quality Management?2. Process reengineering asks managers to reconsider how work would be done and how would their organization be structured if they were to start over.I. Improving People Skills (ppt 2122)1. People skills are critical to managerial effectiveness. 2. There are specific people skills that managers can use on the job. a) The text will raise this as you read.J. Improving Customer Service1. The majority of employees in developed countries work in service jobs, which requires substantial interaction with an organization39。 and organizational mitment and loyalty changes. (ppt 1415)B. Increased Foreign Assignments1. Organizations are no longer constrained by national borders, which means as a manager, you39。羅賓斯《組織行為學(xué)》MBA授課講義CHAPTER 1 INTRODUCTION TO ORGANIZATIONAL BEHAVIORCHAPTER OBJECTIVESAfter reading this chapter students should be able to:1. Define organizational behavior (OB).2. Identify the primary behavioral disciplines contributing to OB.3. Describe the three goals of OB.4. List the major challenges and opportunities for managers to use OB concepts.5. Describe how OB concepts can help make organizations more productive.6. Discuss why work force diversity has bee an important issue in management.7. Explain how managers and organizations are responding to the problem of employee ethical dilemmas.8. Discuss how knowledge of OB can help managers stimulate organizational innovation and change.LECTURE OUTLINEI. THE FIELD OF ORGANIZATIONAL BEHAVIORA. Definition1. Organizational behavior is the systematic study of the actions and attitudes that people exhibit within organizations. (ppt 4)2. Key parts of the definitiona) Systematic study (ppt 5)(1) The use of scientific evidence gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner to attribute cause and effect. (ppt 6)(2) OB—its theories and conclusions—is based on a large number of systematically designed research studies.b) Systematic study of actions (or behaviors) and attitudes include three areas: productivity, absenteeism, and turnover. (ppt 7) (1) Managers clearly are concerned with the quantity and quality of output that each employee generates. (2) Absence and turnover—particularly excessively high rates—can adversely affect this output.(3) Organizational citizenship—discretionary behavior that is not part of an employee’s formal job requirements but promotes effective organizational functioning—is a fourth type of behavior that has recently been found to be important in determining employee performance. (ppt 89)(4) Organizational behavior is also concerned with employee job satisfaction, which is an attitude. (ppt 10) (5) Job satisfaction is a concern for three reasons. (a) There may be a link between satisfaction and productivity. (b) Satisfaction appears to be negatively related to absenteeism and turnover. (c) It can be argued that managers hav