第六章-管理学-领导协调理论课件.ppt

1、管理学硕士研究生课程管理学硕士研究生课程Management CourseManagement Course for MS Graduate Students第六章第六章 管理学管理学 领导协调理论领导协调理论q如何运用奖赏和激励权力如何运用奖赏和激励权力 （士气和积极性）（士气和积极性）q如何和谐组织以实现组织目标如何和谐组织以实现组织目标 （沟通和创造性）（沟通和创造性）q有效领导者的个性与为人有效领导者的个性与为人 （天赋和修养）（天赋和修养）激励原理激励原理早期激励理论早期激励理论现代激励理论现代激励理论Drives行为冲动SearchBehavior付诸行动Tension精神不安Re

2、ductionof Tension恢复平静SatisfiedNeed渴望得以满足UnsatisfiedNeed内心渴望 SelfEsteem 自尊自尊Social 社交社交Safety 安全安全 Physiological 生存生存需要具有层次性：需要具有层次性：有层次地调动积极性有层次地调动积极性懒惰无能，屈于强迫懒惰无能，屈于强迫满足需要有不同的态度：满足需要有不同的态度：消极的和积极的消极的和积极的现代激励理论深入探讨精神需要现代激励理论深入探讨精神需要n需要理论需要理论：每个人都渴望成功、支配、荣耀每个人都渴望成功、支配、荣耀（Three-needs theory, McCleland

3、, 1961, 1969 ）n公平理论公平理论：每个人都渴望获得较他人公平的待遇每个人都渴望获得较他人公平的待遇 （Equity theory, Adams, 1965）n期望理论期望理论：动机强度取决于各人对努力、绩效和动机强度取决于各人对努力、绩效和目标的信念目标的信念（Expectancy theory, Vroom, 1966）n工作特性理论工作特性理论：任何工作都具有满足员工精神需任何工作都具有满足员工精神需要的特性要的特性（Job Characteristics Model, Hackman and Oldham, 1976） Ratio Comparison*EmployeesP

4、erceptionOutcomes AInputs AOutcomes AInputs AOutcomes AInputs AOutcomes BInputs BOutcomes BInputs BOutcomes BInputs BInequity (Under-Rewarded)Equity Inequity (Over-Rewarded)*Where A is the employee, and B is a relevant other or referent.Skill Variety 技能多样技能多样Task Identity 任务明确任务明确Task Significance 有

5、意义有意义Autonomy 自主自主Feedback 认可认可CharacteristicsExamplesSkill Variety High varietyThe owner-operator of a garage who does electrical repair, rebuilds engines,does body work, and interacts with customers Low varietyA bodyshop worker who sprays paint eight hours a dayTask Identity High identityA cabinet

6、maker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection Low identityA worker in a furniture factory who operates a lathe to make table legsTask Significance High significanceNursing the sick in a hospital intensive-care unit Low significanceSweeping

7、 hospital floorsAutonomy High autonomyA telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation Low autonomyA telephone operator who must handle calls as they come according to a routine, highly specified procedureFeedback H

8、igh feedbackAn electronics factory worker who assembles a radio and then tests it todetermine if it operates properly Low feedbackAn electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it Examples of High and Low Job Characteristic

9、sPersonaland WorkOutcomesCore JobDimensionsCriticalPsychologicalStatesThe Job Characteristics ModelSkill varietyTask identifyTask significanceExperiencedmeaningfulnessof the workExperiencedresponsibilityfor outcomesof the workKnowledge of theactual results ofthe work activitiesAutonomyFeedbackHigh i

10、nternalwork motivationHigh-qualitywork performanceHigh satisfactionwith the workLow absenteeismand turnoverEmployee GrowthNeed StrengthThe Motivating Potential ScoreMotivatingPotentialScore (MPS)AutonomyFeedback=SkillVarietyTask IdentityTaskSignificance+3XXHigh MPS IncreasesMotivationPerformanceSati

11、sfaction and DecreasesAbsenceTurnoverExpectancy Theory 期望理论期望理论3. Rewards-personal goals relationship 1. Effort-performance relationship 2. Performance-rewards relationship 123PersonalGoalsAbilityOpportunityPerformanceAppraisal CriteriaHighnAchIndividualPerformancePerformanceAppraisalSystemReinforce

12、mentIndividualEffortDominantNeedsEquityComparisonO O IA IB OrganizationRewardsGoals DirectBehaviorContemporary Motivation Issues 激励课题激励课题qWorkforce diversity 队伍多样化qPay-for-performance 绩效、时间qMinimum-wage workers下层员工qProfessional employees专业员工qTechnical workers技工 激励：基于尊重巧在使用激励：基于尊重巧在使用q领导必须用人做事，带领下属成就

13、事业实现领导必须用人做事，带领下属成就事业实现组织目标和使命组织目标和使命q尊重下属、提供机会、科学考核、公平奖赏、尊重下属、提供机会、科学考核、公平奖赏、授权参与，方能调动下属的积极性和创造性，授权参与，方能调动下属的积极性和创造性，提高做事效率和效果提高做事效率和效果5.2 Communication and Interpersonal Skill加强沟通旨在促进组织和谐加强沟通旨在促进组织和谐克服沟通障碍掌握沟通技能克服沟通障碍掌握沟通技能Listening,Feedback,DelegationConflict and NegotiatingThe Communication Proc

14、essFeedbackMessageMessageNoise信息干扰信息干扰Written Communication写作Verbal Communication演讲The Grapevine（非官方传闻）Nonverbal Cues（无语暗示）Electronic Media 电子媒介qConstrain emotions 克制情绪克制情绪qWatch nonverbal cues 察言观色察言观色qUse feedback 积极反应积极反应qSimplify language简练语言简练语言qListen actively 积极倾听积极倾听ContemporaryCommunication

15、 IssuesActive Listening SkillsqSize of the organizationqImportance of the duty or decisionqComplexity of the taskqCulture of the organization qQualities of employeesDelegating EffectivelyqClarify the assignment 阐明任务qSpecify the range of discretion 指明判断范围qEncourage participation 鼓励参与qInform others 通知

16、相关人员qEstablish feedback channels 建立反馈渠道管理者处理冲突管理者处理冲突的能力日趋重要的能力日趋重要Conflict and Unit PerformanceUnit PerformanceHighLowLevel of ConflictHighABCSituationABCConflict LevelConflict TypeInternal CharacteristicsOutcomesLow or noneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic, stagnantViable, i

17、nnovativeDisruptive, chaoticLowHighLow建设性与破坏性（视情况而定）CommunicationDifferencesStructuralDifferencesPersonalDifferences工作方式的不同可能导致对人格的不认同工作方式的不同可能导致对人格的不认同When to Stimulate Conflict 是否需要激发冲突？是否需要激发冲突？q Are you surrounded by “yes” people?q Are employees afraid to admit ignorance?q Do decision makers sac

18、rifice values for compromise?q Do managers maintain an “impression” of cooperation?q Are managers overly concerned about the feelings of others?q Is popularity more important than performance?q Do managers crave decision-making consensus?q Are managers resistant to change?q Is there a lack of new id

19、eas?q Is turnover unusually low?q Legitimize conflict 建设性的冲突合法化建设性的冲突合法化以倡导革新（改变组织文化）以倡导革新（改变组织文化）q Use communication 透露信息或公示以透露信息或公示以征询反对意见征询反对意见q Bring in outsiders 引进引进“新鲜血液新鲜血液”q Use structural variables 组织重构组织重构q Appoint a “devils advocate” 吹毛求疵吹毛求疵 Available Resources Primary Motivations Prima

20、ry Interests Focus of Relationships Fixed Amount I Win, You Lose Opposed Short-Term Variable Amount I Win, You Win Congruent Long-TermIntegrativeBargaining双赢双赢DistributiveBargaining有输有赢有输有赢BargainingCharacteristicsThe Bargaining ZoneParty AsTarget PointParty BsResistance PointParty AsResistance Poin

21、tParty BsTarget PointqResearch your opponentqBegin in a positive wayqAddress problems, not peopleqIgnore initial offersqSeek win-win solutionsqConsider third-party assistanceqPrepare for the presentationqMake opening commentsqMake your pointsqEnd the presentationqAnswer questions加强沟通是当代人类的课题加强沟通是当代人

22、类的课题q倾听以知民情反应要顺民意倾听以知民情反应要顺民意q加强沟通增进理解加强沟通增进理解q消除误会淡化矛盾缓解冲突消除误会淡化矛盾缓解冲突q和谐组织稳定社会和谐组织稳定社会组织和谐与组织配置组织和谐与组织配置q组织作为一个复杂的实体，其结构、信息组织作为一个复杂的实体，其结构、信息处理方式、战略及其各组成部分相互影响，处理方式、战略及其各组成部分相互影响，以不同的一致性、和谐程度和环境适应性以不同的一致性、和谐程度和环境适应性结合为不同的整体，或称不同的组织配置结合为不同的整体，或称不同的组织配置（Organizational Configuration）形式形式而存在而存在关于和谐理论的

23、研究关于和谐理论的研究n席酉民：席酉民：和谐理论与战略和谐理论与战略贵州人民出版社贵州人民出版社1989，和谐管理理论和谐管理理论人大出版社人大出版社2002n任何系统之间和系统内部的各要素都是相关的，任何系统之间和系统内部的各要素都是相关的，存在一种系统目标意义下的和谐机制。系统和谐存在一种系统目标意义下的和谐机制。系统和谐性是描述系统是否形成了充分发挥系统成员和子性是描述系统是否形成了充分发挥系统成员和子系统能动性、创造性的条件和环境，以及系统成系统能动性、创造性的条件和环境，以及系统成员和子系统活动的总体协调性员和子系统活动的总体协调性Leader, leadership, leadin

24、g领导者及其特质、领导行为（方式、情领导者及其特质、领导行为（方式、情境与风格）、领导的有效性境与风格）、领导的有效性Managers Vs. LeadersqNot all leaders are managers, nor are all managers leaders qPeople who are able to influence others and who possess managerial authority q Management is about dealing with complexity: drawing formal plans, designing orga

25、nizational structures, and monitoring outcomes. q Leadership, in contrast, is about coping with change. Leaders establish direction by developing a vision，then they communicate this vision to people and inspire them to overcome obstacles. John Kotter管理职能与领导职能的差异管理职能与领导职能的差异q应对组织复杂性应对组织复杂性q确定目标、计划任务、

26、确定目标、计划任务、分配预算分配预算q设立岗位配备人员设立岗位配备人员（组织）（组织）q监控实施过程，确保监控实施过程，确保计划完成（控制）计划完成（控制）q组织变革组织变革q确立方向和变革策确立方向和变革策略略q沟通以达成共识，沟通以达成共识，广泛团结形成联盟广泛团结形成联盟q激发同仁潜能，确激发同仁潜能，确保组织沿着正确方保组织沿着正确方向前进（激励）向前进（激励）Trait Theories of Leadership领导的特殊品质领导的特殊品质q分离（分离（isolating）领导者较非领导者特有领导者较非领导者特有的品质的研究（特质理论研究）在早期的的品质的研究（特质理论研究）在早期

27、的领导学研究中占统治地位，但大多以失败领导学研究中占统治地位，但大多以失败告终告终q上世纪上世纪40年代初，特质论研究让位于领导年代初，特质论研究让位于领导方式研究方式研究q考察与领导高度相关的特质研究得到公认考察与领导高度相关的特质研究得到公认Behavioral Theories of LeadershipnTheories that isolate behaviors that differentiate effective leaders from ineffective leadersManagermakes decisionManagersells decisionManagerp

28、resents ideasManager presents tentative decisionManager presents problemManager sets decision limitsEmployees make decisionAutocratic 独裁独裁Laissez-faire 放任放任ConsultativeParticipativeDemocraticBoss-Centered LeadershipEmployee-Centered LeadershipThe Managerial Grid基于基于Ohio/Michigan研究成果：研究成果：81种领导方式种领导方

29、式987654321 1 2 34 5 6 7 89Concern for PeopleConcern for Production(1,1) 不努力不努力(5,5) 中庸中庸团队型团队型 (9,9)任务型任务型 (9,1)Contingency Theories of Leadership领导行为、领导行为、情境与情境与成效成效qFiedler 菲德勒（菲德勒（1967）：）：A Theory of Leadership EffectivenessqHouse 豪斯（豪斯（1971） ： A Path-Goal Theory of Leader EffectivenessqVroom and

30、 Yetton 佛鲁姆、椰顿（佛鲁姆、椰顿（1973） ： Leadership and Decision MakingqHersey and Blanchard 赫塞、布兰查德（赫塞、布兰查德（1974） ： So You Want Know your Leadership Style? . .8 7 6 5 4 3 2 1LPC is a questionnaire that measures whether a person is task or relationship oriented. Category情境变量情境变量 Leader-Member Relations Task St

31、ructure Position PowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIIPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorablen任务取向的领导在非常有利的情境和非常任务取向的领导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。关系取不利的情境下均能取得好的成效。关系取向的领导在情境中等有利的

32、情况下能取得向的领导在情境中等有利的情况下能取得好的成效。好的成效。n由于领导风格难以改变所以提高领导有效由于领导风格难以改变所以提高领导有效性只有两条途径：替换领导者以适应情境，性只有两条途径：替换领导者以适应情境，或改变情境（重构任务或调整职权）。或改变情境（重构任务或调整职权）。House (1971)： Extracts key elements from Ohio Study leadership research and the expectancy theory of motivation12345Vroom and Yetton(1973):Vroom and Jago (19

33、88)Contingency Variables in the Revised Leader-Participation ModelQualityRequirementProblemStructureEmployeeConflictGeographicDispersionCommitmentRequirementCommitmentProbabilityEmployeeInformationMotivationTimeLeaderInformationGoal CongruenceTimeConstraintMotivationDevelopmentParticipatingSellingDe

34、legatingTellingHersey and Blanchard（1974）: Style of LeaderHigh task andhigh relationshipHigh relationshipand low taskLow relationshipand low taskHigh task andlow relationshipTask BehaviorRelationshipBehaviorAble andwillingUnable andunwillingR4Able andunwillingR3Unable andWillingR2R1HighModerateLowS3

35、S2S4S1Emerging Approaches to LeadershipqCharismatic leadership is the theory that followers make attributions of heroic or extraordinary leadership abilities when observe certain behaviors.qVisionary leadership is the ability to create and articulate a realistic, credible, attractive vision of the f

36、uture that grows out of and improve upon the present.Charismatic LeadershipqSelf-confidence 自信qVision and articulation有远见qStrong convictions 有主见qExtraordinary behavior 举止特别qImage as a change agent 想象力qEnvironmental sensitivity 敏感Visionary LeadershipMotivationversus InspirationTransformationalLeaders

37、TransactionalLeadersBuilding Trust： The Essence of LeadershipqIntegrity 诚实qCompetence 潜能qConsistency 守信qLoyalty 忠诚qOpenness 公开透明What Is Trust?信守契约，信息不对称条件下坚守诚信信守契约，信息不对称条件下坚守诚信Three Types of Trust小结：领导天赋和修养小结：领导天赋和修养q果断、远见、口才等特性有天赋成分果断、远见、口才等特性有天赋成分q耐力、韧性、诚信、尊重他人等品格和耐力、韧性、诚信、尊重他人等品格和为人来自于教育、磨练和修养为人来

38、自于教育、磨练和修养小结：领导技能小结：领导技能q建立权力基础（建立权力基础（树立权力形象、建立联盟、树立权力形象、建立联盟、控制资源、发展与下属的关系控制资源、发展与下属的关系）q领导变革（领导变革（创造梦想并化为现实创造梦想并化为现实）q调动他人的积极性（调动他人的积极性（激励激励）q培养下属（培养下属（授权授权）q解决争端消除潜在危机（解决争端消除潜在危机（沟通沟通）总结总结q计划、决策与控制：研讨如何管事，分工合作协同。组织计划、决策与控制：研讨如何管事，分工合作协同。组织和领导：研讨用人，如何激励下属，促进组织和谐带领组和领导：研讨用人，如何激励下属，促进组织和谐带领组织前进。织前进

39、。qManagement科学管理（事务）科学管理（事务），人本管理（人为）人本管理（人为）: Administration行政管理（规矩老百姓）行政管理（规矩老百姓）、Governance权权力管理（统治掌权者）力管理（统治掌权者）q两轨两场的管理机制：有形的规章和法律，强制约束组织两轨两场的管理机制：有形的规章和法律，强制约束组织成员行为的边界；无形的协同力场和促协力场构成组织的成员行为的边界；无形的协同力场和促协力场构成组织的内部文化环境和外部环境内部文化环境和外部环境推荐书目推荐书目Harvard Business Review哈佛商业评论精粹译丛哈佛商业评论精粹译丛领导领导Henry MintzbergJohn P. Kotter中国人民大学出版社哈佛商学院出版社2000（美）博西迪、查兰美）博西迪、查兰Larry Bossidy and Ram Charan执行执行 Execution: The Discipline of Getting Things Done机械工业出版社2003The EndThanks for your presence