(完整word版)组织行为学(全英文版)复习题

OB复习题名词解释Learning:Anyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.Attitude:Evaluatestatementsorjudgementsconcerningobjects,people,orevents.InformalGroup:Agroupthatisneitherformallystructurednororganizationallydetermined;appearsinresponsetotheneedforsocialcontact.Communication:Thetransferenceandunderstandingofmeaning.Leadership:Theabilitytoinfluenceagrouptowardtheachievementofgoals.Organization:Aconsciouslycoordinatedsocialunit,composedoftwoormorepeople,thatfunctionsonarelativelycontinuousbasistoachieveacommongoalorsetofgoals.Motivation:Theprocessthataccountforanindividual'sintensity,direction,andpersistenceofefforttowardattainingagoal.Personality:Thesumtotalofwaysinwhichanindividualreactsandinteractswiththers.Negotiation:Aprocessinwhichtwoormorepartiesexchangegoodsorservicesandattempttoagreeontheexchangerateforthem.掌握的知识点Attitude:①implicationabove;②Itcanbeseenbylookingatthethreecomponents:cognition,affect,andbehavior.③MostresearchinOBhasbeenconcernedwiththreetypesofattitudes:jobsatisfaction,jobinvolvement,andorganizationalcommitment.④AttitudeandConsistency:Researchhasgenerallyconcludedthatpeopleseekconsistencyamongtheirattitudesandbetweentheirattitudesandtheirbehavior.⑤CognitiveDissonanceTheory:Noindividual,ofcourse,cancompletelyavoiddissonance.Iftheelementscreatingthedissonancearerelativelyunimportant,thepressuretocorrectthisimbalancewillbelow.Thedegreeofinfluencethatindividualsbelievethattheyhaveovertheelementswillhaveanimpactonhowtheywillreacttothedissonance.Highrewardsaccompanyinghighdissonancetendtoreducethetensioninherentinthedissonance.⑥MeasuringtheA-B(attitude-behavior)relationship:A.ModeratingVariables:Themorespecifictheattitudeandthemorespecificthebehavior,thestrongerthelinkbetweenthetwo.B.Self-perceptiontheory:Attitudesareusedafterthefacttomakesenseoutofanactionthathasalreadyoccurred.⑦Anapplication—AttitudeSurveys:Elicitresponsesfromemployeesthroughquestionnairesabouthowtheyfeelabouttheirjobs,workgroups,supervisors(监督者),andtheorganization.⑧AttitudeandWorkforceDiversity(劳动多样性):Itisincreasinglyconcernedwithchangingemployeeattitudestoreflectshiftingperspectivesonracial,gender,andotherdiversityissues.Jobinvolvement:Itisakindofthedegreetowhichapersonidentifieswithhisorherjob,activelyparticipatesinit,andconsidershisorherperformanceimportanttoself-worth.Thebigfivemodel:TheBig-Fivemodelincludesthefollowingfivefactors:①Extroversion:Apersonalitydimensiondescribingsomeonewhoissociable,gregarious(协作的),andassertive（信任的）;②Agreeableness:Apersonalitydimensiondescribingsomeonewhoisgood-natured,cooperative,andtrusting.③Conscientiousness:Apersonalitydimensiondescribingsomeonewhoisresponsible,dependable,persistent,andorganized.④Emotionalstability:Apersonalitydimensioncharacterizingsomeoneascalm,self-confident,secure(positive)versusnervous,depressed,andinsecure(negative).⑤Opennesstoexperience:Apersonalitydimensioncharacterizingsomeoneintermsofimagination,sensitivity,andcuriosity.Maslow’shierarchyofneeds:Thereisahierarchyoffiveneeds,aseachneedissubstantiallysatisfied,thenextneedbecomedominant.Theseneedsare:①Physiological:ashunger,thirst,shelter,sex,andotherbodilyneeds.②Safety:assecurityandprotectionfromphysicalandemotionalharm.③Social:asaffection,belongingness,acceptance,friendship.④Esteem:internalesteem:asself-respect,autonomy(自主),achievement;externalesteem:asstatus,recognition,attention.⑤Self-actualization:asgrowth,achievingone'spotential,self-fulfillment.Two-FactorTheory:Inthistheory,intrinsicfactorsarerelatedtojobsatisfaction,whileextrinsicfactorsareassociatedwithdissatisfaction.Intrinsicfactors,suchasadvancement,recognition,responsibility,andachievement.Respondentswhofeelgoodabouttheirworktendtoattributethesefactorstothemselves.Extrinsicfactors,suchassupervision,pay,companypolicies,workingconditions,jobsecurity,relationshipwithothers,willbecitedwhenrespondentsdissatisfy.Andthesecanbeincludedinhygienefactors,whiletheyareadequate,peoplewillnotbedissatisfied.6、ERGtheory:ItisarevisedversionofMaslow’shierarchyofneeds,consistingofthreegroupsofcoreneeds:existence,relatedness,growth.Existence:concernedwithprovidingourbasicmaterial,includingphysiologicalandsafety.Relatedness:socialandstatusdesiresrequireinteractionwithothers,includingsocialandtheexternalcomponentofesteem.Growth:includingtheintrinsiccomponentofesteemandself-actualization.Group:①Defining:Twoormoreindividuals,interactingandinterdependent,whohavecometogethertoachieveparticularobjectives.Peoplejoingroupsbecauseofsecurity,status,self-esteem,affiliation,power,goalachievements.②Classifying:Formalgroups:commandgroup,taskgroup;Informalgroups:interestgroup,friendshipgroup.***StagesofGroupDevelopmentreferto“掌握的知识点12”③Groupstructure:Roles(RoleIdentity,RolePerception,RoleExpectations,Roleconflict);Norms(CommonClassesofNorms,Conformity(从众),Deviant(偏离)WorkplaceBehavior);Status;Size;Cohesiveness(零距离).***GroupDecisionMakingreferto“简答9”TraitTheories:Theyconsiderpersonalqualitiesandcharacteristicsthatdifferentiateleadersfromnonleadersaccordingtothefollowingseventraits:ambitionandenergy,thedesiretolead,honestyandintegrity,self-confident,intelligence,highself-monitoring,job-relevantknowledge.Double-looplearning:Learningorganizationsusedouble-looplearning.Errorsarecorrectedbymodifyingtheorganization'sobjectives,policies,andstandardroutines.Inthisway,itprovidesopportunitiesforradicallydifferentsolutionstoproblemsanddramaticjumpsinimprovement.Selectiveperception:Peopleselectivelyinterpretwhattheyseeonthebasisoftheirinterests,background,experience,andattitudes,whichiscalledselectiveperception.Methodsofshapingbehavior:ShapingbehaviorSystematicallyreinforceseachsuccessivestepthatmovesanindividualclosertothedesiredresponse.Therearefourwaystoshapebehavior:①throughpositivereinforcement,②throughnegativereinforcement,③punishment,④extinction(消亡).Five-stagegroup-developmentmodel:①Formingstage:thefirststageingroupdevelopment,characterizedbymuchuncertainty.②Stormingstage:thesecondstageingroupdevelopment,characterizedbyintragroupconflict.③Normingstage:thethirdstageingroupdevelopment,characterizedbycloserelationshipsandcohesiveness.④Performingstage:thefourthstageingroupdevelopment,whenthegroupisfullyfunctional.⑤Adjourningstage:thefinalstageingroupdevelopmentfortemporarygroups,characterizedbyconcernwithwrappingupactivitiesratherthantaskperformance.简答1、ListtheHenriFayol’sfivemanagementfunctionsandtoday’sfourmanagementfunctions.HenriFayol'sfivemanagementfunctions:plan,organize,command,coordinate,control.Today'sfourmanagementfunctions:planning,organizing,leading,controlling.Listthe10different,highlyinterrelatedmanagementroles.Interpersonalrolesinclude:figurehead(虚君),leader,liaison（联络者）Informationalrolesinclude:monitor（监听者）,disseminator（消息发布者）,spokesperson（发言人）Decisionalrolesinclude:entrepreneur,disturbancehandler（控制者）,resourceallocator,negotiator3、ExplainthethreeessentialmanagementskillsthatRobertKatzhasidentified.①TechnicalSkills:Theyencompasstheabilitytoapplyspecializedknowledgeorexpertise.②HumanSkills:Theyrefertotheabilitytoworkwith,understand,andmotivateotherpeople,bothindividuallyandingroups.③ConceptualSkills:Theyrefertothementalabilitytoanalyseanddiagnosecomplexsituations.Listthreetheoriesoflearning.①ClassicalConditioning:ItgrewoutofexperimentsbyRussiaphysiologistIvanPavlov.Itisatypeofconditioninginwhichanindividualrespondstosomestimulusthatwouldnotordinarilyproducesucharesponse.②OperantConditioning:Itisatypeofconditioninginwhichdesiredvoluntarybehaviorleadstoarewardorpreventsapunishments.③SocialLearning:Thatispeoplecanlearnthroughobservationandirectexperience.5、Explainclassicalconditioning.ClassicalConditioninggrewoutofexperimentsbyRussiaphysiologistIvanPavlov.Itisatypeofconditioninginwhichanindividualrespondstosomestimulusthatwouldnotordinarilyproducesucharesponse.6、Brieflydescribepersonality-jobfittheoryanditssixtypologyofpersonality.Personality-jobfittheoryidentifiessixpersonalitytypesandproposesthatthefitbetweenpersonalitytypeandoccupationalenvironmentdeterminessatisfactionandturnover.①Realistic:Heorsheprefersphysicalactivitiesthatrequireskill,strength,andcoordination.②Investigative:Heorsheprefersactivitiesthatinvolvethinking,organizing,andunderstanding.③Social:Heorsheprefersactivitiesthatinvolvehelpinganddevelopingothers.④Conventional:Heorsheprefersrule-regulated,orderly,andunambiguousactivities.⑤Enterprising:Heorsheprefersverbalactivitiesinwhichthereareopportunitiestoinfluenceothersandattainpower.⑥Artistic:Heorsheprefersambiguousandunsystematicactivitiesthatallowcreativeexpression.8、Listthebarrierstoeffectivecommunication.①Filtering(消息走样):Itreferstoasender'smanipulation(操作)ofinformationthatsothatitwillbeseenmorefavorablybythereceiver.②SelectivePerception:Thereceiversinthecommunicationprocessselectivelyseeandhearbasedontheirneeds,motivations,experiences,background,andotherpersonalcharacteristics.③InformationOverload:Itisaconditioninwhichinformationinflowexceedsanindividual'sprocessingcapacity.④Defensiveness:Whenpeoplefeelthreatened,theytendtoreactinwaysthatreducetheirabilitytoachievemutualunderstanding.⑤Language:Age,education,culturalbackgroundarethreeofthemoreobviousvariablesthatinfluencethelanguageapersonusesanthedefinitionsheorshegivestowords.⑥CommunicationApprehension:Itisanotherbarrierthatmakespeoplesufferfromunduetensionandanxietyaboutoralcommunication,writtencommunication,orboth.9、Describestrengthsandweaknessesofgroupdecisionmaking.Strengths:①Groupsgeneratemorecompleteinformationandknowledge.②Groupsofferincreaseddiversityofviews.③Groupsgeneratehigher-qualitydecisions.④Groupsleadtoincreasedacceptanceofsolutions.Weaknesses:①Groupsdecisionmakingaretimeconsuming.②They'reconformity(从众)pressuresingroups.③Theycanbedominatedbyoneorafewmembers.④Theysufferfromambiguousresponsibility.10、Describethereasonswhyindividualsandorganizationsmayresistchange.Individuals'resistancesources:①Habit;②Security;③Economicfactors;④Fearoftheunknown;⑤Selectiveinformationprocessing.Organizations'resistancesources:①Structuralinertia(惯性);②Limitedfocusofchange;③Groupinertia;④Threattoexpertise;⑤Threattoestablishedpowerrelationships;⑥Threattoestablishedresourceallocations(资源配置).Whatisstress?Howdoesanindividualmanagestresses?(1)Stressisadynamicconditioninwhichanindividualisconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesiresandforwhichtheoutcomeisperceivedtobebothuncertainandimportant.(2)Individualstrategiesthathaveproveneffectiveincludeimplementingfourapproaches:①time-managementtechniques,②increasingphysicalexercise,③relaxationtraining,suchasmeditation,hypnosis,biofeedback.④expendingthesocialsupportnetwork.12、DescribetheBig-Fivemodel.TheBig-Fivemodelincludesthefollowingfivefactors:①Extroversion:Apersonalitydimensiondescribingsomeonewhoissociable,gregarious(协作的),andassertive（信任的）;②Agreeableness:Apersonalitydimensiondescribingsomeonewhoisgood-natured,cooperative,andtrusting.③Conscientiousness:Apersonalitydimensiondescribingsomeonewhoisresponsible,dependable,persistent,andorganized.④Emotionalstability:Apersonalitydimensioncharacterizingsomeoneascalm,self-confident,secure(positive)versusnervous,depressed,andinsecure(negative).⑤Opennesstoexperience:Apersonalitydimensioncharacterizingsomeoneintermsofimagination,sensitivity,andcuriosity.案例1、Thenewschoolmastersaid:”teachers’hardworkandcreationshouldnotbeforgotten.Asteachersneithercanbepaidaccordingtotheiramountofworknorcantheycarryouttheirjobsbyindividualcontractlikethepeasantdo,wehavetofiletheirmeritsandachievementstoovercometheabuseofqualifiedjobsandunqualifiedjobsarepaidsame.Thefilehasauthorityandmayactastheobjectivebasesforteachers’promotion,rewardandsoon.Itisthetreasureofourschoolandonlymeritsandachievementsarefiled.”Aftertheestablishingofthefile,everyteacherstartstoworkhard.Trytousethemotivationtheoryofneedstoanalyzeanddiscussthereasonswhytheabovemanagementmethodscanbeeffective.Request:1,theestablishmentofthefileprovesthatthenewschoolmastertakesteachersachievementsseriouslyandevaluatesthembytheirjobeffectiveness.2，theestablishmentofthefilemakesteacherspaymoreattentiontothejobitselfandincreasetheirresponsibility.Keytheoriesare:3,Maslow’stheoryemphasizesonthehigher-orderneeds,especiallytheneedofself-actualization.Italsotakesnoteofwaysofferingself-actualization.4,Two-factortheorypaysmoreattentiontousemotivationfactors,suchastheworkitself,achievementandsoon,tostimulateteachers’enthusiasm.5,McClelland’stheoryofneedstakespeople’sachievementveryseriously.Hebelievedthatsomepeoplehadstrongmotivestoachievesuccessandwhattheypursuedwasself-achievementwhilenottherewardofsuccess.2、Oneschoolmasterusesthreewaystomanagehisteachers.Foryoungteachers,especiallythosenewly-comingteachers,hearrangestheirjobsmonthlyandtellsthemwhattodo.Formiddle-agedteachers,hecaresabouttheirlivesandoftenlistenstotheiradvicesonteaching.Forold-agedteachers,heonlycaresabouttheirhealthanddoesnotinterferewiththeirdailyteaching.Doyouagreeonthemethodsusedbytheschoolmaster?Why?Trytoanalyzeitusingtheoriesyouhavelearned.Answer:1),Themethodthattheschoolmasterusesiscorrect.2),Itisleadershiptheory.Foryoungteachers,theyarestillimmatureinteaching,sotheschoolmasterusesdirectiveleaderbehaviortoarrangejobsandteachesthemwhattodo.Formiddle-agedteachers,astheyarerelativelymorematurethanyoungteachers,whattheschoolmasterusesisparticipativeleaderbehavior.Thatis,heoftenlistenstotheiradvices.Forold-agedteachers,astheyarealreadyverymatureinteaching,whattheschoolmasterusesisauthorization.3、WangJunisdirectorofhumanresourcedepartmentinacompany.Recentlyhefeelssadextremelyfortheresignation（辞职书）ofkeymeninhiscompany,becausetheythinktheirincomelessthantheircontributions.Thefactsarequitetrue.However,Thecompanybelievesifgoingouttheycandonothingsincetheirachievementsdependonthesupportofcompany.Thetwomenfeelangryandsenttheirresignations.Request:(1)Whydidthekeymenwanttosenttheirresignationsaccordingtofairtheory?(2)Whatwouldyoudo,ifyouwereinthesituationofWangJun?FairTheory:Individualscomparetheirjobinputsandoutcomeswiththoseofothersandthenrespondtoeliminateinequities.Fourreferentcomparisons:Self-inside----Anemployee'sexperiencesinadifferentpositionsinsidehisorhercurrentorganization.Self-outside----Anemployee'sexperiencesinasituationorpositionoutsidehisorhercurrentorganization.Other-inside----Anotherindividualorgroupofindividualsinsidetheemployee'sorganization.Other-outside----Anotherindividualorgroupofindividualsoutsidetheemployee'sorganization.Givepaymentbytime,production.4、LastmonththeadministrativedepartmentofalargeglassesfactoryinShenzhenissuedadocumentforlockingtoiletinworkingtime.Ifemployeeswantedtotoilet,theyshouldbeallowedtoit.Tothis,theadministrationsupervisorofthatfactoryexplainedthatslackworkwasveryserious,suchassmoking,readingnewspapers,readingbookforalongtimeintoilet,whichinfluencedproduction.So,themanagementlayerconferencemadeuptherules,andthebossalsoagreedtheperformance.(1)Pleaseexplainthisphenomenonaccordingto“economicperson”supposetheories.(2)Pleasegiveyouropinions,ifthatcompanycarriesoutthismeasure,whichreactisonemployee'spsychologyandbehavior.Economicperson,fourassumptions：Employeesinherentlydislikeworkandwheneverpossible,willattempttoavoidit.Sincetheydislikework,theymustbecoerced(强制),controlled,orthreat-endedwithpunishmenttoachievegoals.Employeeswillavoidresponsibilitiesandseekformaldirectionswheneverpossible.Mostworkersplacesecurityaboveallotherfactorsassociatedwithworkandwilldisplaylittleambition.