第十一章 控制.pptVIP

第十一章 控 制 本章内容 第一节 控制目标与类型 控制工作的3个步骤 鉴定偏差并采取矫正措施 找出产生偏差的主要原因 确定矫正措施实施的对象 选择适当的矫正措施 有效控制的原则 确定可接受的偏差范围 When managers attempt to mold individuals by guiding their learning in graduated steps, they are shaping behavior. Managers shape behavior by systematically reinforcing each successive step that moves an employee closer to the desired response. Methods of Shaping Behavior. Behavior can be shaped in four ways: positive reinforcement, negative reinforcement, punishment, and extinction. Following a response with something pleasant is called positive reinforcement. Following a response by the termination or withdrawal of something unpleasant is called negative reinforcement. Punishment is causing an unpleasant condition in an attempt to eliminate the undesirable behavior. Eliminating any reinforcement that is maintaining behavior is called extinction. Both positive and negative reinforcement result in learning; however, both punishment and extinction weaken behavior and decrease its frequency. The following summarizes the research on reinforcement: 1. Some type of reinforcement is necessary to produce a change in behavior. 2. Some types of rewards are better for organizational use than others. 3. Timing of reinforcement determines the speed and permanence of learning. Because employees must continually learn on the job, the only issue is whether managers let them learn randomly or whether they manage learning through the rewards they allocate and the examples they set. The shortcuts that managers use to evaluate others are expeditious, but not foolproof. Because they cannot assimilate everything, their perceptions are biased by selectivity: that is, what they perceive is selectively chosen depending on their interests, backgrounds, experiences, and attitudes. In assumed similarity, or the “like-me effect,” manager’s perceptions of others are influenced more by their own characteristics than by those of the person observed. When managers judge someone based on thei