組織行為學(xué)經(jīng)典案例回想1年來(lái)工作

回想1年來(lái)工作鮑勃?多利恩和尼娜?荷琳絲參加夢(mèng)幻食品公司已經(jīng)一年了。這是一家年銷(xiāo)售額超過(guò)5億美元的大型消費(fèi)者產(chǎn)品公司。鮑勃和尼娜都是TAFE學(xué)院畢業(yè)的，學(xué)的商業(yè)管理。他們?cè)趬?mèng)幻食品接受管理訓(xùn)練。鮑勃和尼娜決定一起吃午飯來(lái)慶祝他們從學(xué)校畢業(yè)滿周年。理所當(dāng)然，話題集中在他們?cè)诠竟ぷ鞯膫€(gè)人感覺(jué)和經(jīng)驗(yàn)上。尼娜說(shuō)她自己被“隔絕”了。她是一組16位銷(xiāo)售管理受訓(xùn)者中僅有的3位女性之一，公司中12位生產(chǎn)經(jīng)理全是男性。只有一位生產(chǎn)經(jīng)理助理是女性。尼娜說(shuō)，她希望有一個(gè)她可以學(xué)習(xí)并且效仿的女性典范。尼娜還談?wù)摿艘恍┳罱顾裏赖氖虑?。首先，生產(chǎn)經(jīng)理之間為生產(chǎn)線上獲得公司資源而存在許多明爭(zhēng)暗斗。她搞不懂為什么高層管理者不采取措施來(lái)消除這種現(xiàn)象。第二，夢(mèng)幻食品公司的新職員強(qiáng)調(diào)公司內(nèi)部促銷(xiāo)的長(zhǎng)期名聲。然而在過(guò)去的幾個(gè)月中，公司三名高級(jí)市場(chǎng)部職位待聘，所有的職位都是由公司外的人應(yīng)聘的。第三，尼娜覺(jué)得她在公司工作很出色，但好似沒(méi)人注意到。她得到的評(píng)價(jià)是92分，總分是100分，每月有200元的加薪。除了一次老板用兩分鐘時(shí)間稱贊她合作的態(tài)度之外，她覺(jué)得自己的努力沒(méi)有受到相應(yīng)的成認(rèn)。聽(tīng)到尼娜的談話，鮑勃不能相信他們?cè)谕患夜竟ぷ鳎挥谜f(shuō)他們?cè)谝黄鸾邮芘嘤?xùn)。鮑勃認(rèn)為公司很好。一名地區(qū)市場(chǎng)經(jīng)理J?B?尼利記得鮑勃作為一支當(dāng)?shù)赜⑹阶闱蜿?duì)守門(mén)員時(shí)的英雄事跡，他們成了好朋友。鮑勃甚至成為周六高爾夫四人對(duì)抗賽中的正式的一員，另外三人是尼利、尼利的老板、公關(guān)部經(jīng)理。鮑勃和尼娜相反的工作評(píng)價(jià)使人有些奇怪。他的評(píng)價(jià)是85分，與尼娜差不多一個(gè)月200元的加薪。但經(jīng)理用一個(gè)小時(shí)的時(shí)間與他交談，稱贊他的工作，談?wù)撘恍x升的時(shí)機(jī)。吃完午飯，鮑勃感到尼娜十分沮喪，她看上去對(duì)她認(rèn)為無(wú)效的管理慣例和她的奉獻(xiàn)并未獲得成認(rèn)而感到傷心，鮑勃對(duì)公司的積極印象只能使尼娜更加不安。當(dāng)尼娜得出“我并不認(rèn)為我在這兒有什么將來(lái)。我準(zhǔn)備開(kāi)始尋找一份新的工作。”的結(jié)論時(shí)，鮑勃并不感到奇怪。問(wèn)題：1、鮑勃和尼娜的知覺(jué)如何影響他們的態(tài)度和行為？2、如果尼娜需要建議，你會(huì)告訴她什么？3、高層管理者應(yīng)該采取為什么措施以改變尼娜對(duì)公司的看法？Lecture2Perception,AttitudeandBehviorLookingbackafteroneyearonthejobIthasbeenayearsinceBobDoreenandNinaHollinsjoinedFantasticFoods(FF),alargeconsumerproductscompanywithsalesofover$500millionayear.BothBobandNinagraduatedwiththeirdiplomasinBusinessAdministrationfromaTAFFcollege.TheywerehiredbyFFassalesmanagementtrainees.BobandNinadecidedtohavelunchtogethertocelebratetheirfirstfullyearoutofcollege.Asithappened,theconversationcentredontheirindividualsperceptionsandexperiencesatFF.Ninadescribedherselfas“alienated”.Shewasoneofonlythreefemalesalesmanagementtraineesinagroupofsixteen.Amongthetwelveproductmanagersinthecompany,allweremale.Onlyoneassistantproductmanagerwasafemale.Ninasaidthatshewishedshehadafemalerolemodelwhomshecouldlookuptoandtrytofollow.Ninaalsocommentedonanumberofrecenteventsthatbotheredher.First,therewasmuchinfightingbetweenproductmanagerstogetcompanyresourcesfortheirproductlines.Shecouldn’tfigureoutwhytopmanagementdidn’tdosomethingtoeliminatethisinfighting.Second,FF’srecruitershademphasizedthecompany’slong-standingreputationforpromotingfromwithin.Yetduringthepasttwelvemonths,threeseniormarketingpositionshadopenedupandallhadbeenfilledfromoutsidethecompany,butnooneseemedtonotice.Shereceivedaratingof92outof100fromherbossanda$200-amonthraise.Otherthanatwo-minuteinterviewinwhichherbosscomplimentedheronhercooperativeattitude,shefelthereffortswerenotbeingappropriatelyrecognized.ListeningtoBobtalk,Ninacouldn’tbelievetheyworkedforthesamecompany,nevermindthattheywerebothpartofthesametrainingprogram.Bobthoughtthecompanywasgreat.AregionalmarketingmanagerJ.B.Neeley,hadrememberedBob’sheroicsasgoalkeeperinalocalsoccerteam.Inshort,theyhadbecomefriends.BobhadevenbecomearegularpartofaSaturdaygolfingfoursomemadeupofNeeley,Neeley’sbossandFF’sdirectorofpublicrelations.BobwassomewhatconfusedbythereactiontoNina’sperformanceevaluation.Hereceivedan85ratingandasimilar$200-a-monthraise.ButhisbosshadspentmorethananhourwithBobreviewinghisevaluation,commendinghimonhisperformance,andtalkingaboutthenumerousopportunitieshecouldlookforwardtointhecompany.Astheyfinishedlunch,BobsensedNina’sfrustrations.Shewasextremelyconscientious.Sheseemeddisheartenedbywhatsheconsideredinefficientmanagementpracticesandthebeliefthathercontributionswerenotbeingrecognized.Bob’spositiveimpressionsofFFonlyseemedtoupsethermore.Itdidn’tsurpriseBobwhenNinaconcludedtheirconversationbysaying,”Idon’tthinkthere’sanyfutureformehere.I’mgoingtostartlookingforanotherjob.”Questions1.HowhaveBob’sandNina’sperceptionsinfluencedtheiratt