群體行為部分講義OB-中文

ORGANIZATIONALBEHAVIORSCHOOLOFECONOMICSANDMANAGEMENTTSINGHUAUNIVERSITYGROUPBEHAVIOR群體行為GROUPCLASSIFICATION群體分類(lèi)DEVELOPMENTSTAGEOFGROUP群體發(fā)展階段GROUPBEHAVIORMODEL群體行為模型GROUPDECISION-MAKING群體決策WORKTEAMSANDTEAMTYPES工作團(tuán)隊(duì)和類(lèi)型TEAMEFFECTIVENESS團(tuán)隊(duì)有效性KEYROLESINTEAMS團(tuán)隊(duì)中的主要角色GROUPCLASSIFICATION群體分類(lèi)Formalvs.Informalgroups正式與非正式群體CommandandTaskgroups命令和任務(wù)群體InterestandFriendshipgroups（利益和友誼群體）Whypeoplejoingroups?（為什么加入群體）security安全status地位self-esteem自尊affiliation聯(lián)盟power權(quán)力goalachievementDevelopmentStageofGroups群體發(fā)展階段Fivestagemodel:五階段模型forming形成storming動(dòng)蕩norming規(guī)范performing執(zhí)行adjourning解體Punctuatedequilibruimmodel(fortemporarygroupswithdeadlines)間斷平衡模型Analyzethegroupinteractionsinyourorganization(anexample)研究你所在組織的群體關(guān)系Methodused:Sociometry(socialnetworkmappingororganizationalnetworkanalysis)組織網(wǎng)絡(luò)分析Questionstoask:1)withwhominyourorganizationwouldyouliketoassociateintheprocessofcarryingoutyourjob?2)Nameseveralorganizationmemberswithwhomyouwouldliketospendsomeofyourfreetime?Sociometry(continued)Termsused:socialnetworks社交網(wǎng)絡(luò),prescribedvs.Emergentclusters規(guī)定與出現(xiàn)的群體,coalitions聯(lián)盟vs.Cliques派系,Stars明星-Liaisons聯(lián)絡(luò)者-Bridges橋梁-Isolates孤獨(dú)者Anexampleofthismethod-----BankofAmerica美洲銀行的例子GroupBehaviorModel(1)群體行為模型Externalconditionsimposedonthegroup外部條件groupmemberresources群體成員資源groupstructure群體結(jié)構(gòu)groupprocesses群體過(guò)程grouptask群體任務(wù)performanceandsatisfaction績(jī)效與滿意GroupBehaviorModel(2)Externalconditions外部條件(organization’soverallstrategy,authoritystructures,formalregulations,resources,employeeselectionprocess,performanceevaluationandrewardsystem,cultureandphysicalworksetting)GroupMemberresources(knowledge,skillsandabilities,personalitycharacteristics)GroupBehaviorModel(3)GroupStructure群體結(jié)構(gòu)formalleadership正式的領(lǐng)導(dǎo)roles角色(roleidentity,roleperception,roleexpectations,roleconflict)Norms規(guī)范Status地位(asociallydefinedpositionorrankgivenbyothers)Size規(guī)模(socialloafingeffect社交懶惰效應(yīng))Composition組成(groupdemography)Cohesiveness凝聚力(degreetowhichgroupmembersareattractedtoeachotherandaremotivatedtostayinthegroup)GroupBehaviorModel(4)Groupprocesses群體過(guò)程(synergy-----anactionoftwoormoresubstancesthatresultsinaneffectthatisdifferentfromtheindividualsummationofthesubstances)Grouptasks群體任務(wù)(complexity復(fù)雜性andinterdependence相互依賴性ofthetask)WorkTeams工作團(tuán)隊(duì)Groupsvs.Teams群體與團(tuán)隊(duì)goal目標(biāo):shareinformationvs.Collectiveperformancesynergy協(xié)同:Neutral(sometimesnegative)vs.Positiveaccountability責(zé)任:Individualvs.Individualandmutualskills技能:Randomandvariedvs.ComplementaryTypesofTeamsProblem-solvingteams解決問(wèn)題團(tuán)隊(duì)Self-managementteams(groupsof10to15peoplewhotakeonresponsibilitiesoftheirformersupervisors)自我管理團(tuán)隊(duì)Cross-functionalteams(taskforceandcommittees)跨職能團(tuán)隊(duì)Virtualteams虛擬團(tuán)隊(duì)TeamEffectiveness團(tuán)隊(duì)有效性WorkDesign工作設(shè)計(jì)(autonomy,skillvariety,taskidentity,tasksignificance)Composition組成(ability,personality,rolesanddiversity,size,flexibility,preferenceforteamwork)Context內(nèi)容(adequateresources,leadership,performanceevaluationandrewards)Process過(guò)程(commonpurpose,specificgoals,teamefficacy,conflict,socialloafing)KeyRolesinTeams團(tuán)隊(duì)中的主要角色Linker聯(lián)系者------coordinatesandintegratesCreator創(chuàng)造者------initiatescreativeideasPromoter促進(jìn)者------championsideasafterthey’reinitiatedAssessor評(píng)估者------offersinsightfulanalysisofoptionsOrganizer組織者------providesstructureProducer生產(chǎn)者------providesdirectionandfollow-throughController控制者------examinesdetailsandenforcesrulesMaintainer維持者------fightsexternalbattlesAdviser建議者------encouragesthesearchformoreinformationConflict，NegotiationandPower（沖突、談判與權(quán)力）ConflictProcess（沖突過(guò)程）NegotiationFundamentals（談判基礎(chǔ)）NegotiationProcess（談判過(guò)程）Three-partyCoalitionExerciseTrust信任power權(quán)力politics政治ConflictProcess(1)沖突過(guò)程Conflict:(harmfulandmustbeavoided-----naturalandinevitableoutcome-----positiveforceandabsolutelynecessaryforperformance)Functionalvs.Dysfunctionalconflict建設(shè)性與破壞性沖突Task,relationshipandprocessconflict任務(wù)、關(guān)系和過(guò)程沖突Conflictprocess(2)StageI:potentialoppositionorincompatibility步驟一：潛在對(duì)立或不一致communications,structureandpersonalvariablesStageII:cognitionandpersonalization認(rèn)識(shí)和個(gè)體化StageIII:intentions策略competing競(jìng)爭(zhēng),collaborating合作,compromising妥協(xié),avoiding避免andaccommodating和解StageIV:Behavior行為StageV:Outcome結(jié)果ConflictStimulationTechniques產(chǎn)生沖突技術(shù)Communications溝通Bringinginoutsiders引進(jìn)外來(lái)者Restructuringtheorganization組織重組Appointingadevil’sadvocate使用惡魔建議Negotiation談判Negotiation:aprocesswhichtwoormorepartiesexchangegoodsorservicesandattempttoagreeupontheexchangerateforthem.BargainingStrategies策略(distributive分配vs.Integrative一體bargaining)NegotiationProcess談判過(guò)程Preparationandplanning準(zhǔn)備與計(jì)劃BATNA(thebestalternativetoanegotiatedagreement;thelowestvaluetoanindividualforanegotiatedagreement)Definitionofgroundrules基本原則確定Clarificationandjustification明確Bargainingandproblemsolving談判與問(wèn)題解決Closureandimplementation結(jié)束與實(shí)施CurrentIssuesinNegotiationPersonalityorstyledifferenceinnegotiation個(gè)性或風(fēng)格區(qū)別Genderdifferenceinnegotiation性別Culturaldifferenceinnegotiation文化差異Third-PartyNegotiation第三者談判mediator調(diào)停arbitrator裁判conciliator斡旋consultant顧問(wèn)Trust信任Trust:Apositiveexpectationthatanotherwillnotactopportunistically.FamiliarityandRisk------twoimportantelements熟悉與風(fēng)險(xiǎn)TrustDimensions維度------Integrity誠(chéng)實(shí),Competence能力,Consistency一致,Loyalty忠誠(chéng),Openness開(kāi)放ThreeTypesofTrust三種信任Deterrence-basedtrust(trustbasedonfearofreprisalifthetrustisviolated)Knowledge-basedtrust(trustbasedonbehavioralpredictabilitythatcomesfromahistoryofinteraction)Identification-basedtrust(trustbasedonamutualunderstandingofeachother’sintentionoftheothers’wantsanddesire)Power權(quán)力Dependency依賴性------thekeytopowerImportance重要性Scarcity稀缺性Nonsubstitutability不可替代性PowerTactics權(quán)力戰(zhàn)術(shù)------Reason說(shuō)服,Friendliness友好,Coalition聯(lián)盟,Bargaining談判,Assertiveness斷定,HighAuthority權(quán)威,Sanction批評(píng)Howtochoose?Manager’srelativepower相對(duì)權(quán)力manager’sobjectivesforwantingtoinfluence想去影響的目標(biāo)manager’sexpectationofthetargetperson’swillingnesstocomply對(duì)目標(biāo)服從意愿的期望organization’sculture組織文化兩個(gè)對(duì)管理者影響策略的研究：第一個(gè)樣本是項(xiàng)目管理者（中美韓比較）POINTS工具（YANGBAIYIN）組織中政治背景復(fù)雜（沖突明顯和權(quán)力不對(duì)稱(chēng)）的時(shí)候，人們更傾向于使用政治性的影響策略，比如人際關(guān)系和對(duì)抗的策略。這個(gè)時(shí)候，人們很少使用理性的影響策略，比如以理服人、協(xié)商和一情感人的策略。另外，在項(xiàng)目管理者的個(gè)人行為很積極的時(shí)候，他們傾向于使用強(qiáng)迫、對(duì)抗和以情感人的影響策略，而使用較少的是協(xié)商和人際關(guān)系的影響策略。

當(dāng)具有職位權(quán)力的時(shí)候，管理者更愿意使用強(qiáng)迫的影響策略。男性會(huì)比女性管理者更愿意使用協(xié)商的策略，高層管理人員更愿意使用以理服人和對(duì)抗的策略。

積極消極主動(dòng)性知覺(jué)組織公平性公平不公平

以理服人

以情感人利益交換以理服人

強(qiáng)迫協(xié)商人際關(guān)系討價(jià)還價(jià)對(duì)抗突沖一致知覺(jué)利益第二個(gè)研究對(duì)象是一般企業(yè)管理者依據(jù)Kipnis和 Schimidt的“七因素”影響策略模型，加上孫海法的“溫和說(shuō)服”和“應(yīng)變控制”兩個(gè)正交因素，并著重強(qiáng)調(diào)了天時(shí)和地利兩個(gè)環(huán)境策略，得出了具有中國(guó)文化特點(diǎn)的十二種影響策略：天時(shí)、地利、以理服人、以情感人、結(jié)盟、利益交換、獨(dú)斷、權(quán)威、以身作則、觀念和行為規(guī)范、以退為進(jìn)，并將它們歸為兩種類(lèi)型：溫和和控制影響策略，從而得出了在中國(guó)文化背景下的影響策略結(jié)構(gòu)。

我們通過(guò)實(shí)證研究，發(fā)現(xiàn)在中國(guó)組織內(nèi)管理者在影響他人時(shí)會(huì)采用多種策略，但多數(shù)采用“溫和”類(lèi)影響策略，其中“以理服人”和“以情感人”是使用得最多的。而分別考慮三種情境變量：影響對(duì)象、影響目的和管理者性別對(duì)影響策略的選擇影響后，我們得到了相對(duì)權(quán)力越大，影響策略越傾向于控制型，而且影響策略組合越簡(jiǎn)單；為實(shí)現(xiàn)組織目的時(shí)，影響策略越復(fù)雜；女性比男性更愿意采用溫和型策略，女性管理者的影響策略組合比較復(fù)雜。在這些研究基礎(chǔ)上，我們提出了影響策略的情境模型，將三個(gè)情境變量組合起來(lái)，初步提出了不同情境類(lèi)型可能選擇的影響策略。情境類(lèi)型

影響目的

管理者性別

影響對(duì)象

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上級(jí)上級(jí)上級(jí)同事同事同事同事下級(jí)下級(jí)下級(jí)下級(jí)女女男男女女男男女女男男組織個(gè)人組織個(gè)人組織個(gè)人組織個(gè)人組織個(gè)人組織個(gè)人溫和影響型

控制影響型Politics:PowerinAction政治：行動(dòng)中的權(quán)力PoliticalBehavior:thoseactivitiesthatarenotrequiredaspartofone’sformalroleintheorganization,butthatinfluence,orattempttoinfluence,thedistributionofadvantagesanddisadvantageswithintheorganization.Legitimatepoliticalbehaviorandillegitimatepoliticalbehavior合法與不合法DifferentLabelonSa