组织行为:某些备选行为及其结果  

Organizational Behavior:Some Alternatives and Their Consequences

作　　者：罗伯特.莫登 郑全全 

机构地区：[1](美)加州组织发展研究所

出　　处：《应用心理学》1989年第1期26-32,共7页Chinese Journal of Applied Psychology

摘　　要：来自同一组织的68名管理人员参加组织发展计划中的一次训练。他们被随机地分为两组:主管人员角色和下属角色。各在5种不同行为模式条件下进行问题解决和决策。这5种行为模式是:着手组织行为、获得接受行为、操纵行为、避免行为以及正视行为。结果相当明显。当管理人员仔细考虑了用何种行为模式在解决问题和决策中与下属交往就产生了行为结果上的极大差异。Sixty-eight managers,all from one organization,participated in the exercise used in the Organization Development Laboratory.They were ran- domly divided into two groups:supervisor role group and subordinate role group.This exercise in decision making was incorporated with five different behavior patterns,the main conditions for the decisions.The five behavior patterns are:structuring behaviors,gaining acceptance behaviors,manipulative behaviors,avoidance behaviors,and confronting-with behaviors. The results were overwhelmingly clear that when managers gave thought about how they were going to approach their subordinates in decision making by selecting a behavior pattern,there appeared significant differences in results.

关 键 词：主管人员 组织行为 行为模式 性行为 操纵行为 结构性 下属 接受行为 平均数 解决问题 

分 类 号：B84[哲学宗教—心理学]