第六章-管理學(xué)-領(lǐng)導(dǎo)協(xié)調(diào)理論課件

管理學(xué)碩士研究生課程ManagementCourse

forMSGraduateStudents第六章管理學(xué)領(lǐng)導(dǎo)協(xié)調(diào)理論第六章-管理學(xué)-領(lǐng)導(dǎo)協(xié)調(diào)理論課件引言如何運(yùn)用獎(jiǎng)賞和激勵(lì)權(quán)力

（士氣和積極性）如何和諧組織以實(shí)現(xiàn)組織目標(biāo)

（溝通和創(chuàng)造性）有效領(lǐng)導(dǎo)者的個(gè)性與為人

（天賦和修養(yǎng)）引言如何運(yùn)用獎(jiǎng)賞和激勵(lì)權(quán)力（士氣和積極性）5.1MotivatingandRewardingEmployees激勵(lì)原理早期激勵(lì)理論現(xiàn)代激勵(lì)理論5.1MotivatingandRewardingEDrives行為沖動(dòng)SearchBehavior付諸行動(dòng)Tension精神不安ReductionofTension恢復(fù)平靜SatisfiedNeed渴望得以滿足TheMotivationProcess動(dòng)機(jī)源于需要UnsatisfiedNeed內(nèi)心渴望

DrivesSearchTensionReductionSaMaslow’sHierarchyofNeedsSelfEsteem自尊Social社交Safety安全Physiological生存需要具有層次性：有層次地調(diào)動(dòng)積極性Maslow’sSelf需要具有層次性：TheoryXWorkers懶惰無能，屈于強(qiáng)迫DislikeWorkAvoidResponsibilityLittleAmbitionTheoryYWorkers勤奮上進(jìn)，渴望賞識(shí)EnjoyWorkAcceptResponsibilitySelf-Directed滿足需要有不同的態(tài)度：消極的和積極的TheoryXWorkersDislikeWorkAv第六章-管理學(xué)-領(lǐng)導(dǎo)協(xié)調(diào)理論課件第六章-管理學(xué)-領(lǐng)導(dǎo)協(xié)調(diào)理論課件現(xiàn)代激勵(lì)理論深入探討精神需要需要理論：每個(gè)人都渴望成功、支配、榮耀（Three-needstheory,McCleland,1961,1969）公平理論：每個(gè)人都渴望獲得較他人公平的待遇

（Equitytheory,Adams,1965）期望理論：動(dòng)機(jī)強(qiáng)度取決于各人對(duì)努力、績(jī)效和目標(biāo)的信念（Expectancytheory,Vroom,1966）工作特性理論：任何工作都具有滿足員工精神需要的特性（JobCharacteristicsModel,HackmanandOldham,1976）現(xiàn)代激勵(lì)理論深入探討精神需要TheTheoryofNeeds渴望成就榮耀DavidMcClelland渴望成功

NeedForAchievement(nAch)渴望支配NeedForPower(nPow)渴望榮耀NeedForAffiliation(nAff)TheTheory渴望成功Need渴望支配NeedEquityTheory渴望公平待遇RatioComparison*Employee’sPerceptionOutcomesAInputsAOutcomesAInputsAOutcomesAInputsAOutcomesBInputsBOutcomesBInputsBOutcomesBInputsB<=>Inequity(Under-Rewarded)EquityInequity(Over-Rewarded)*WhereAistheemployee,andBisarelevantotherorreferent.EquityTheory渴望公平待遇RatioEmplTheJobCharacteristicsModel渴望工作實(shí)現(xiàn)自我SkillVariety技能多樣TaskIdentity任務(wù)明確TaskSignificance有意義Autonomy自主Feedback認(rèn)可TheJobSkillVariety技能多樣Characteristics

Examples SkillVariety

Highvariety Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, doesbodywork,andinteractswithcustomers

Lowvariety Abodyshopworkerwhosprayspainteighthoursaday TaskIdentity

Highidentity Acabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildsthe object,andfinishesittoperfection

Lowidentity Aworkerinafurniturefactorywhooperatesalathetomaketablelegs TaskSignificance

Highsignificance Nursingthesickinahospitalintensive-careunit

Lowsignificance Sweepinghospitalfloors Autonomy

Highautonomy Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallation

Lowautonomy Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedure Feedback

Highfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperly

Lowfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsitExamplesofHighandLowJobCharacteristicsCharacteristics ExamplesExamPersonalandWorkOutcomesCoreJobDimensionsCriticalPsychologicalStatesTheJobCharacteristicsModelSkillvarietyTaskidentifyTasksignificanceExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesoftheworkKnowledgeoftheactualresultsoftheworkactivitiesAutonomyFeedbackHighinternalworkmotivationHigh-qualityworkperformanceHighsatisfactionwiththeworkLowabsenteeismandturnoverEmployeeGrowthNeedStrengthPersonalCoreJobCriticalTheJoTheMotivatingPotentialScoreMotivatingPotentialScore(MPS)AutonomyFeedback=SkillVarietyTaskIdentityTaskSignificance++3XXHighMPSIncreasesMotivationPerformanceSatisfaction

andDecreasesAbsenceTurnoverTheMotivatingPotentialScoreExpectancyTheory

期望理論3.Rewards-personalgoalsrelationship1.Effort-performancerelationship2.Performance-rewardsrelationshipIndividualEffortIndividualPerformanceIndividualGoalsOrganizationalRewards123ExpectancyTheory

期望理論3.RewaAnIntegrativeModelofMotivation綜合模型PersonalGoalsAbilityOpportunityPerformanceAppraisalCriteriaHighnAchIndividualPerformancePerformanceAppraisalSystemReinforcementIndividualEffortDominantNeedsEquityComparisonO

OIAIBOrganizationRewardsGoalsDirectBehaviorAnIntegrativeModelofMotivaContemporary

MotivationIssues激勵(lì)課題Workforcediversity隊(duì)伍多樣化Pay-for-performance績(jī)效、時(shí)間Minimum-wageworkers下層員工Professionalemployees專業(yè)員工Technicalworkers技工Contemporary

MotivationIssueFlexibleWorkOptions彈性工作制

CompressedWorkweek壓縮周工時(shí)Flextime彈性上班制JobSharing崗位共享Telecommuting遠(yuǎn)程辦公FlexibleWorkOptionsCompresse激勵(lì)：基于尊重巧在使用領(lǐng)導(dǎo)必須用人做事，帶領(lǐng)下屬成就事業(yè)實(shí)現(xiàn)組織目標(biāo)和使命尊重下屬、提供機(jī)會(huì)、科學(xué)考核、公平獎(jiǎng)賞、授權(quán)參與，方能調(diào)動(dòng)下屬的積極性和創(chuàng)造性，提高做事效率和效果激勵(lì)：基于尊重巧在使用領(lǐng)導(dǎo)必須用人做事，帶領(lǐng)下屬成就事業(yè)實(shí)現(xiàn)5.2CommunicationandInterpersonalSkill加強(qiáng)溝通旨在促進(jìn)組織和諧克服溝通障礙掌握溝通技能Listening,Feedback,DelegationConflictandNegotiating5.2CommunicationandInterperTheCommunicationProcess

溝通過程（信息流程）Sender發(fā)射Encoding編碼Receiver接收Decoding解碼Channel頻道FeedbackMessageMessageNoise信息干擾TheCommunicationProcess

溝通過程CommunicationIssuesWrittenCommunication寫作VerbalCommunication演講TheGrapevine（非官方傳聞）NonverbalCues（無語暗示）ElectronicMedia電子媒介CommunicationIssuesWrittenCoFiltering過濾Emotions情緒SelectivePerception感知InformationOverload過載Apprehension理解Language語言CommunicationBarriers

溝通障礙FilteringEmotionsSelectiveInfoOvercomingCommunicationBarriers

克服溝通障礙Constrainemotions克制情緒Watchnonverbalcues察言觀色Usefeedback積極反應(yīng)Simplifylanguage簡(jiǎn)練語言Listenactively積極傾聽OvercomingCommunicationBarriContemporary

CommunicationIssues當(dāng)代溝通課題CommunicationbetweenMenandWomen異性溝通CommunicationintheGlobalVillage跨文化溝通Contemporary

CommunicationIssActiveListeningSkills積極傾聽Acceptance寬容心Responsibility責(zé)任心Intensity傾聽愿望Empathy集中精神ActiveAcceptanceResponsibilitEffectiveFeedback有效反應(yīng)ProvideTimelyFeedbackKeepFeedbackImpersonalFocusonWhattheReceiverCanControlFocusonSpecificBehaviorsStayGoal-OrientedEnsureUnderstandingEffectiveProvideKeepFocusonWDelegationContingencyFactors

酌情授權(quán)SizeoftheorganizationImportanceofthedutyordecisionComplexityofthetaskCultureoftheorganizationQualitiesofemployeesDelegationContingencyFactorsDelegatingEffectivelyClarifytheassignment闡明任務(wù)Specifytherangeofdiscretion指明判斷范圍Encourageparticipation鼓勵(lì)參與Informothers通知相關(guān)人員Establishfeedbackchannels建立反饋渠道DelegatingEffectivelyClarifyThreeViewsofConflict不同視角Traditional沖突是壞事HumanRelations沖突不可避免Interactions沖突是必要的管理者處理沖突的能力日趨重要ThreeViewsTraditionalHumanIntConflictandUnitPerformanceUnitPerformanceHighLowLevelofConflictHighABCSituationABCConflictLevelConflictTypeInternalCharacteristicsOutcomesLowornoneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLow建設(shè)性與破壞性ConflictandUnitPerformanceUConflictManagement沖突管理（視情況而定）Avoidance回避Accommodation遷就Forcing壓制（解決爭(zhēng)端）Compromise使雙方妥協(xié)Collaboration使雙方合作ConflictAvoidance回避AccommodatSourcesofConflict沖突起源缺乏溝通CommunicationDifferences體制和文化差異StructuralDifferences工作方式PersonalDifferences工作方式的不同可能導(dǎo)致對(duì)人格的不認(rèn)同Sourcesof缺乏溝通體制和文化差異工作方式工作方式的WhentoStimulateConflict

是否需要激發(fā)沖突？Areyousurroundedby“yes”people?Areemployeesafraidtoadmitignorance?Dodecisionmakerssacrificevaluesforcompromise?Domanagersmaintainan“impression”ofcooperation?Aremanagersoverlyconcernedaboutthefeelingsofothers?Ispopularitymoreimportantthanperformance?Domanagerscravedecision-makingconsensus?Aremanagersresistanttochange?Istherealackofnewideas?Isturnoverunusuallylow?WhentoStimulateConflict

是否StimulatingConflict

激發(fā)沖突Legitimizeconflict建設(shè)性的沖突合法化以倡導(dǎo)革新（改變組織文化）Usecommunication透露信息或公示以征詢反對(duì)意見Bringinoutsiders引進(jìn)“新鮮血液”Usestructuralvariables組織重構(gòu)Appointa“devil’sadvocate”吹毛求疵StimulatingConflict

激發(fā)沖突Legi

AvailableResourcesPrimaryMotivationsPrimaryInterestsFocusofRelationships

FixedAmountIWin,YouLoseOpposedShort-Term

VariableAmountIWin,YouWinCongruentLong-TermIntegrativeBargaining雙贏DistributiveBargaining有輸有贏BargainingCharacteristicsTheTwoTypesofNegotiatingStrategies協(xié)商談判策略AvailableResourcesFixedAmoTheBargainingZonePartyA’sAspirationRangeSettlementRangePartyB’sAspirationRangePartyA’sTargetPointPartyB’sResistancePointPartyA’sResistancePointPartyB’sTargetPointTheBargainingZonePartyA’sSeNegotiationandPresentationsResearchyouropponentBegininapositivewayAddressproblems,notpeopleIgnoreinitialoffersSeekwin-winsolutionsConsiderthird-partyassistancePrepareforthepresentationMakeopeningcommentsMakeyourpointsEndthepresentationAnswerquestionsNegotiationandPresentationsR加強(qiáng)溝通是當(dāng)代人類的課題傾聽以知民情反應(yīng)要順民意加強(qiáng)溝通增進(jìn)理解消除誤會(huì)淡化矛盾緩解沖突和諧組織穩(wěn)定社會(huì)加強(qiáng)溝通是當(dāng)代人類的課題傾聽以知民情反應(yīng)要順民意組織和諧與組織配置組織作為一個(gè)復(fù)雜的實(shí)體，其結(jié)構(gòu)、信息處理方式、戰(zhàn)略及其各組成部分相互影響，以不同的一致性、和諧程度和環(huán)境適應(yīng)性結(jié)合為不同的整體，或稱不同的組織配置（OrganizationalConfiguration）形式而存在組織和諧與組織配置組織作為一個(gè)復(fù)雜的實(shí)體，其結(jié)構(gòu)、信息處理方關(guān)于和諧理論的研究席酉民：《和諧理論與戰(zhàn)略》貴州人民出版社1989，《和諧管理理論》人大出版社2002任何系統(tǒng)之間和系統(tǒng)內(nèi)部的各要素都是相關(guān)的，存在一種系統(tǒng)目標(biāo)意義下的和諧機(jī)制。系統(tǒng)和諧性是描述系統(tǒng)是否形成了充分發(fā)揮系統(tǒng)成員和子系統(tǒng)能動(dòng)性、創(chuàng)造性的條件和環(huán)境，以及系統(tǒng)成員和子系統(tǒng)活動(dòng)的總體協(xié)調(diào)性關(guān)于和諧理論的研究席酉民：《和諧理論與戰(zhàn)略》貴州人民出版社15.3LeadershipandTrustLeader,leadership,leading領(lǐng)導(dǎo)者及其特質(zhì)、領(lǐng)導(dǎo)行為（方式、情境與風(fēng)格）、領(lǐng)導(dǎo)的有效性5.3LeadershipandTrustLeadeManagersVs.LeadersNotallleadersaremanagers,norareallmanagersleadersPeoplewhoareabletoinfluenceothersandwhopossessmanagerialauthority能夠影響他人并擁有管理職權(quán)ManagersVs.LeadersNotallleWhatIsLeadership?Managementisaboutdealingwithcomplexity:drawingformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision，thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.

－JohnKotterWhatIsLeadership?Management管理職能與領(lǐng)導(dǎo)職能的差異應(yīng)對(duì)組織復(fù)雜性確定目標(biāo)、計(jì)劃任務(wù)、分配預(yù)算設(shè)立崗位配備人員（組織）監(jiān)控實(shí)施過程，確保計(jì)劃完成（控制）組織變革確立方向和變革策略溝通以達(dá)成共識(shí)，廣泛團(tuán)結(jié)形成聯(lián)盟激發(fā)同仁潛能，確保組織沿著正確方向前進(jìn)（激勵(lì)）管理職能與領(lǐng)導(dǎo)職能的差異應(yīng)對(duì)組織復(fù)雜性組織變革TraitTheoriesofLeadership

領(lǐng)導(dǎo)的特殊品質(zhì)分離（isolating）領(lǐng)導(dǎo)者較非領(lǐng)導(dǎo)者特有的品質(zhì)的研究（特質(zhì)理論研究）在早期的領(lǐng)導(dǎo)學(xué)研究中占統(tǒng)治地位，但大多以失敗告終上世紀(jì)40年代初，特質(zhì)論研究讓位于領(lǐng)導(dǎo)方式研究考察與領(lǐng)導(dǎo)高度相關(guān)的特質(zhì)研究得到公認(rèn)TraitTheoriesofLeadership

領(lǐng)六種領(lǐng)導(dǎo)特質(zhì)（Kirkpatrick,1991）AmbitionandEnergy進(jìn)取心DesiretoLead領(lǐng)導(dǎo)愿望Self-Confidence自信HonestyandIntegrity正直誠實(shí)Intelligence智慧Job-RelevantKnowledge相關(guān)知識(shí)六種領(lǐng)導(dǎo)特質(zhì)（Kirkpatrick,1991）AmbitiBehavioralTheories

ofLeadership

有效領(lǐng)導(dǎo)的方式、情境、風(fēng)格TheoriesthatisolatebehaviorsthatdifferentiateeffectiveleadersfromineffectiveleadersBehavioralTheories

ofLeaderContinuumofLeaderBehavior

最早的研究成果（1938）：三種領(lǐng)導(dǎo)方式ManagermakesdecisionManagersellsdecisionManagerpresentsideasManagerpresentstentativedecisionManagerpresentsproblemManagersetsdecisionlimitsEmployeesmakedecisionAutocratic獨(dú)裁Laissez-faire放任ConsultativeParticipativeDemocraticBoss-CenteredLeadershipEmployee-CenteredLeadershipContinuumofLeaderBehavior

FormalStudiesofBehavioralStyles著名研究成果1940s：領(lǐng)導(dǎo)行為的維度OhioStateInitiatingStructure規(guī)矩Consideration關(guān)懷員工Employee-Orientation任務(wù)Production-OrientationUniversityofMichiganFormalStudiesofBehavioralSTheManagerialGrid

基于Ohio/Michigan研究成果：81種領(lǐng)導(dǎo)方式9876543211 2 3 45 6 7 8 9ConcernforPeopleConcernforProduction(1,9)不負(fù)責(zé)(1,1)不努力(5,5)中庸團(tuán)隊(duì)型(9,9)任務(wù)型(9,1)TheManagerialGrid

基于Ohio/MicContingencyTheoriesofLeadership

領(lǐng)導(dǎo)行為、情境與成效Fiedler菲德勒（1967）：ATheoryofLeadershipEffectivenessHouse豪斯（1971）：APath-GoalTheoryofLeaderEffectivenessVroomandYetton佛魯姆、椰頓（1973）：LeadershipandDecisionMakingHerseyandBlanchard赫塞、布蘭查德（1974）：SoYouWantKnowyourLeadershipStyle?ContingencyTheoriesofLeaderFiedler’sLPCScale

判別領(lǐng)導(dǎo)風(fēng)格的問卷（LeastPreferredCo-worker）PleasantFriendlyRejectingHelpfulUnenthusiasticTenseDistantColdCooperativeSupportiveBoringQuarrelsomeSelf-assuredEfficientGloomyOpenUnpleasantUnfriendlyAcceptingFrustratingEnthusiasticRelaxedCloseWarmUncooperativeHostileInterestingHarmoniousHesitantInefficientCheerfulGuarded........................................................................................................................................................................................................................................................................…........................................................................................................…............................87654321LPCisaquestionnairethatmeasureswhetherapersonistaskorrelationshiporiented.Fiedler’sLPCScale

判別領(lǐng)導(dǎo)風(fēng)格的問卷FindingsoftheFiedlerModel

Category情境變量Leader-MemberRelationsTaskStructurePositionPowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIIPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorableFindingsoftheFiedlerModelFiedler研究的結(jié)論任務(wù)取向的領(lǐng)導(dǎo)在非常有利的情境和非常不利的情境下均能取得好的成效。關(guān)系取向的領(lǐng)導(dǎo)在情境中等有利的情況下能取得好的成效。由于領(lǐng)導(dǎo)風(fēng)格難以改變所以提高領(lǐng)導(dǎo)有效性只有兩條途徑：替換領(lǐng)導(dǎo)者以適應(yīng)情境，或改變情境（重構(gòu)任務(wù)或調(diào)整職權(quán)）。Fiedler研究的結(jié)論任務(wù)取向的領(lǐng)導(dǎo)在非常有利的情境和非常House(1971)：Path-GoalTheoryExtractskeyelementsfromOhioStudyleadershipresearchandtheexpectancytheoryofmotivationEnvironmentalSituationalFactorsOutcomesLeaderBehaviorSubordinateSituationalFactorsHouse(1971)：Path-GoalTheory12345IncreasedEmployeeInvolvementIncreasedLeaderControlEmployeeInvolvementContinuumVroomandYetton(1973):LeaderParticipationModel12345IncreasedEmployeeInvolvVroomandJago(1988)

ContingencyVariablesintheRevisedLeader-ParticipationModelQualityRequirementProblemStructureEmployeeConflictGeographicDispersionCommitmentRequirementCommitmentProbabilityEmployeeInformationMotivationTimeLeaderInformationGoalCongruenceTimeConstraintMotivationDevelopmentVroomandJago(1988)

ContingeParticipatingSellingDelegatingTellingHerseyandBlanchard（1974）:

TheSituationalLeadershipModelStyleofLeaderHightaskandhighrelationshipHighrelationshipandlowtaskLowrelationshipandlowtaskHightaskandlowrelationshipTaskBehaviorRelationshipBehaviorAbleandwillingUnableandunwillingR4AbleandunwillingR3UnableandWillingR2R1HighModerateLowS3S2S4S1ParticipatingSellingDelegatingEmergingApproachestoLeadership

領(lǐng)導(dǎo)風(fēng)格：行為的外在表現(xiàn)Charismaticleadership

isthetheorythatfollowersmakeattributionsofheroicorextraordinaryleadershipabilitieswhenobservecertainbehaviors.Visionaryleadershipistheabilitytocreateandarticulatearealistic,credible,attractivevisionofthefuturethatgrowsoutofandimproveuponthepresent.EmergingApproachestoLeadersCharismaticLeadership

魅力型領(lǐng)導(dǎo)Self-confidence自信Visionandarticulation有遠(yuǎn)見Strongconvictions有主見Extraord