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Leading前两章 - Coggle Diagram

- - - - Adjusting one's behavior to align结盟 with a group's norms
        即follow the pack
    - - A prestige grading信誉等级,position,or rank within a group and an important factor in understanding behavior
      - Groups have always had status hierarchies社会等级
    - - Acceptable standards shared by a group's members
      - Each group has its own unique set of norms.
        Probably most widespread norm
        Can be extremely powerful in affecting an individual employee's performance
    - - Group size affects a group's behavior,but the effect depends on what criteria you're using
      - Types
        
        Small group better at:Completing tasks faster;Figuring out what to do;Getting job done
        
        Large group better at:Problem solving;Finding facts;Gaining diverse input Drawbacks:social loafing社会惰化 and free riders搭便车
    - - Behavior patterns expected of someone who occupies a given position in a social unit在社会单位中担任特定职位的人所期望的行为模式
      - Adjust roles
        Job descriptions
        Role conflict happens when an employee hasconflicting role expectations角色期望
    - - The degree to which members are attractedto one another and share the group's goals.
      - The relationship between cohesiveness andeffectiveness is more complex
  - - - Work groups are two or more interacting and interdependent相互作用和相互依赖individuals who come togetherto achieve specific goals;
      - Work teams are groups whose members work intensely on a specific, common goal using their positive synergy积极合作, individual and mutual accountability个人与集体的责任 and complementary skills.
      - Work groups interact primarily主要的 to share information and to make decisions to help each member do theirs job.They do not have opportunity to engage in collective works
    - - Self-managed work team自我管理型工作团队:A formal group of employees who operate without a manager and are responsible for a complete work process of segment.usually includes planning and scheduling of work,assigning tasksr, collective control overthe pace of work ,making operating decisions ,and taking action on problems.
      - Cross-functional team跨职能团队:a work team composed of individuals from various specialties.
      - Problem-solving teams问题解决团队:teams from the same department or functionalarea involved in effort to improve work activities or to solve specific problems.
        Members share ideas or offer suggestions on how work processes and methods can be improve.
      - Virtual team虚拟团队:a team that uses technology to link physically dispersed member in order to achieve a common goal.
    - - Context背景：Adequate resources
        Leadership and structure
        Climate of trust
        Performance evaluation and reward systems
      - Composition构成:Abilities of members
        Personality;Allocating roles
        Diversity;Size of teams
        Member flexibility;Member preferences
      - Work design:Autonomy自治;Skill variety;
        Task identity;Task significance
      - Process:Common purpose
        Specific goals
        Team
        efficacy
    - - proper selection,employee training,rewarding the appropriate team behaviors
  - - - A group is defined as two or more interacting and interdependent individuals who come together to achieve specific goals
      - Any difference between organization
        
        An organization is a deliberate arrangement系统地安排 of people brought together to accomplish some specific purpose.
      - Formal groups and informal groups
        
        Formal groups正式群体
        
        are work groups that are defined by the organization's structure and have designated work assignments and specific tasks directed at accomplishing organizational goals是由组织结构定义的工作小组，具有指定的工作任务和特定的任务，旨在实现组织目标。
        
        Examples在P245:Command groups命令型群体,task groups任务型群体,cross-functional teams跨职能群体,self-managed teams自我管理群体
        
        Informal groups
        
        are social groups that occur naturally in the workplace and tend to form around friendships and common interests
    - - Norming规范阶段:Forming the closed relationships develop and the group becomes cohesive有凝聚力的
      - Performing执行阶段:The group structure is in place and accepted by group members.Their energies have moved from getting to know and understand each other to working on the group's task
      - Storming震荡阶段:Named because of the intragroup conflict. Conflict over who will control the group and what the group needs to be doing
      - Adjourning解体阶段:The group prepares to disband解散. Attention is focused on wrapping up activities结束活动 instead of task performance
      - Forming形成阶段：step1.People join the group because of some work assignment step2.Defining the group's purpose,structure,and leadership
  - - - Global teams
        
        Drawbacks:disliking team members;mistrusting team members;stereotyping刻板印象;communication problems;stress and tension紧张
        
        Benefits:greater diversity of ideas;limited groupthink;increased attention on understanding other's ideas,perspectives观点
- - - - What are the ways that managers can design motivating jobs?Job characteristics model分析和设计工作岗位的一个框架，识别了工作岗位的五个重要维度，各维度之间的关系及其对工作产出的影响P281
      - The way tasks are combined to form complete jobs组合任务形成完整的工作岗位
      - Five dimensions of job description
        
        Skill variety技巧多样性: the degree to which the job require a variety of activities so the worker can use a number of different skills and talents.
        
        Task variety任务多样性: the degree to which the job require completion of a whole and identifiable piece of work一项工作要求完成整个和可识别的工作的程度
        
        Task significance任务重要性:The degree to which the job affects the lives or work of other people工作对他人生活或工作的影响程度
        
        Autonomy自主权: The degree to which the job provides freedom,independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out:工作给予个人在安排工作时间和决定执行工作的程序方面的自由、独立性和自由裁量权的程度
        
        Feedback反馈: The degree to which carrying out the work activities required by the job results in the individual's obtaining direct and clear information about the effectiveness of his or her performance从事工作所要求的工作活动的程度，使个人获得有关其工作效率的直接和明确的信息
    - - Employees compare what they get from a job(outcomes) in relation to what they put into it(inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others .
      - Referent参照体: the other persons, systems, or selves individuals compare themselves against in order to assess equity
      - 公平理论关系图在P282
    - - Self-efficacy自我效能感:- An individual's belief that he or she iscapable of performing a task对自己具有承担某项任务的能力的认识
      - Specific goals increase performance and that difficult goals,when accepted,result in higher performance than do easy goals认为具体的目标有助于提高绩效，有一定难度的目标，只要被接受，就会比容易的目标获得更高的绩效
        
        It tells us:Working toward a goal is a major source of job motivation,and that specific and challenging goals are superior motivating forces
    - - It includes three variables or relationships
        
        Expectancy or effort-performance linkage is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance.期望或努力-绩效联系是指个体感知到的一种可能性，即付出一定的努力将导致一定水平的绩效
        
        Instrumentality or performance-reward linkage is the degree to which the individual believes that performing at a
        particular level is instrumental in attaining the desired outcome工具性或绩效与奖励的联系是指个人相信在某一阶段的表现
        特定的水平是达到预期结果的工具
        
        Valence or attractiveness of reward is the importancethat the individualplaces on outcome.potential outcome orreward that can be achieved on the job.奖励的价值或吸引力是个人对结果的重视。工作中可能实现的潜在结果或回报。
      - Individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the
        attractiveness of that outcome to the individual
  - - - Theory x（X理论):The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work
      - Theory Y(Y理论):The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
      - Theory x:Little ambition,Dislike work,Avoid responsibility,Must be closely controlled
        Theory Y:Enjoy work,Seek and accept responsibility,Exercise self-direction
    - - Hygiene Factors保健因素:Factors that eliminate job dissatisfaction but don't motivate.消除工作不满意但无法激励的因素
      - Motivators激励因素:-Factors that increase job satisfaction and motivation提高工作满意度和积极性的因素
      - Motivators有Satisfaction和No satisfaction;
        Hygiene factors有No dissatisfaction和Dissatisfaction
      - Motivating employees:1.When hygiene factors are adequate,people won't be dissatisfied,but they won't be motivated
        2.To motivate people,use the motivators
    - - Maslow was a psychologist who proposed that within everyperson is a hierarchy of five needs:由1到5呈金字塔形状
        
        Physiological needs生理需求:呼吸、水、食物、睡眠、衣物
        
        Safety needs安全需求:人身安全、健康保障、财产安全、工作
        
        Social needs社交需求:亲情、友情、爱情
        
        Esteem needs尊严需求:自我尊重、被他人尊重、信心、成就
        
        Self-actualization needs自我实现:价值观、创造力、责任感、示范带头作用、引领性
      - Managers will do things to satisfy employees'needs;
        Once a need is substantially satisfied, it no longer motivates
    - - Need for achievement成就需求:the drive to succeed and excel in relation to a set of standards
      - Need for power权利需求:the need to make others behave in a way that they would not have behaved otherwise
      - Need for affiliation归属需求:the desire for friendly and close interpersonal relationships
  - - - 1. Energy能量- a measure of intensity or drive.强度或驱动力的量度
      - 2. Direction方向 - effort channeled in a direction that benefits the organization.将努力导向有利于组织的方向
      - Persistence坚持不懈- when employees persist in putting fortheffort to achieve those goals.当员工坚持不懈地为实现这些目标而努力