领导协调理论.ppt

ManagementCourseforMSGraduateStudents,UNITFIVE领导协调理论,引言,如何运用奖赏和激励权力（士气和积极性）如何和谐组织以实现组织目标（沟通和创造性）有效领导者的个性与为人（天赋和修养）,5.1MotivatingandRewardingEmployees,激励原理早期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,ReductionofTension恢复平静,SatisfiedNeed渴望得以满足,TheMotivationProcess动机源于需要,UnsatisfiedNeed内心渴望,MaslowsHierarchyofNeeds,SelfEsteem自尊Social社交Safety安全Physiological生存,需要具有层次性：有层次地调动积极性,满足需要有不同的态度：消极的和积极的,HerzbergsTwo-FactorTheory物质需要和精神需要：安抚和激发相结合,HygieneFactors安抚,Motivators激发,High,High,JobDissatisfaction,JobSatisfaction,0,QualityofsupervisionSalaryandbenefitsCompanypoliciesWorkingconditionsRelationswithothersSecurityandstatus,CareeradvancementRecognitionWorkitselfResponsibilityAdvancementGrowth,早期激励理论（20世纪50年代）,需要具有层次性（MaslowsHierarchyofNeeds）满足需要的态度具有差异性（TheoryXandYWorkers）需要分为物质的（安抚）和精神的（激发）（HerzbergsTwo-FactorTheory）,现代激励理论深入探讨精神需要,需要理论：每个人都渴望成功、支配、荣耀（Three-needstheory,McCleland,1961,1969）公平理论：每个人都渴望获得较他人公平的待遇（Equitytheory,Adams,1965）期望理论：动机强度取决于各人对努力、绩效和目标的信念（Expectancytheory,Vroom,1966）工作特性理论：任何工作都具有满足员工精神需要的特性（JobCharacteristicsModel,HackmanandOldham,1976）,TheTheoryofNeeds渴望成就荣耀DavidMcClelland,渴望成功NeedForAchievement(nAch),渴望支配NeedForPower(nPow),渴望荣耀NeedForAffiliation(nAff),EquityTheory渴望公平待遇,RatioComparison*,EmployeesPerception,OutcomesAInputsAOutcomesAInputsAOutcomesAInputsA,OutcomesBInputsBOutcomesBInputsBOutcomesBInputsB,Inequity(Under-Rewarded),Equity,Inequity(Over-Rewarded),*WhereAistheemployee,andBisarelevantotherorreferent.,TheJobCharacteristicsModel渴望工作实现自我,SkillVariety技能多样TaskIdentity任务明确TaskSignificance有意义Autonomy自主Feedback认可,CharacteristicsExamplesSkillVarietyHighvarietyTheowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines,doesbodywork,andinteractswithcustomersLowvarietyAbodyshopworkerwhosprayspainteighthoursadayTaskIdentityHighidentityAcabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildstheobject,andfinishesittoperfectionLowidentityAworkerinafurniturefactorywhooperatesalathetomaketablelegsTaskSignificanceHighsignificanceNursingthesickinahospitalintensive-careunitLowsignificanceSweepinghospitalfloorsAutonomyHighautonomyAtelephoneinstallerwhoscheduleshisorherownworkfortheday,anddecidesonthebesttechniquesforaparticularinstallationLowautonomyAtelephoneoperatorwhomusthandlecallsastheycomeaccordingtoaroutine,highlyspecifiedprocedureFeedbackHighfeedbackAnelectronicsfactoryworkerwhoassemblesaradioandthentestsittodetermineifitoperatesproperlyLowfeedbackAnelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoaqualitycontrolinspectorwhotestsandadjustsit,ExamplesofHighandLowJobCharacteristics,PersonalandWorkOutcomes,CoreJobDimensions,CriticalPsychologicalStates,TheJobCharacteristicsModel,SkillvarietyTaskidentifyTasksignificance,Experiencedmeaningfulnessofthework,Experiencedresponsibilityforoutcomesofthework,Knowledgeoftheactualresultsoftheworkactivities,Autonomy,Feedback,HighinternalworkmotivationHigh-qualityworkperformanceHighsatisfactionwiththeworkLowabsenteeismandturnover,EmployeeGrowthNeedStrength,TheMotivatingPotentialScore,ExpectancyTheory期望理论,IndividualEffort,IndividualPerformance,IndividualGoals,OrganizationalRewards,1,2,3,AnIntegrativeModelofMotivation综合模型,PersonalGoals,Ability,Opportunity,PerformanceAppraisalCriteria,HighnAch,IndividualPerformance,PerformanceAppraisalSystem,Reinforcement,IndividualEffort,DominantNeeds,EquityComparisonOOIAIB,OrganizationRewards,GoalsDirectBehavior,ContemporaryMotivationIssues激励课题,Workforcediversity队伍多样化Pay-for-performance绩效、时间Minimum-wageworkers下层员工Professionalemployees专业员工Technicalworkers技工,FlexibleWorkOptions弹性工作制,激励：基于尊重巧在使用,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，提高做事效率和效果,5.2CommunicationandInterpersonalSkill,加强沟通旨在促进组织和谐克服沟通障碍掌握沟通技能Listening,Feedback,DelegationConflictandNegotiating,TheCommunicationProcess沟通过程（信息流程）,Sender发射,Encoding编码,Receiver接收,Decoding解码,Channel频道,Feedback,Message,Message,Noise,信息干扰,CommunicationIssues,WrittenCommunication写作VerbalCommunication演讲TheGrapevine（非官方传闻）NonverbalCues（无语暗示）ElectronicMedia电子媒介,Filtering过滤,Emotions情绪,SelectivePerception感知,InformationOverload过载,Apprehension理解,Language语言,CommunicationBarriers沟通障碍,OvercomingCommunicationBarriers克服沟通障碍,Constrainemotions克制情绪Watchnonverbalcues察言观色Usefeedback积极反应Simplifylanguage简练语言Listenactively积极倾听,ContemporaryCommunicationIssues当代沟通课题,CommunicationbetweenMenandWomen异性沟通,CommunicationintheGlobalVillage跨文化沟通,ActiveListeningSkills积极倾听,Acceptance宽容心,Responsibility责任心,Intensity倾听愿望,Empathy集中精神,EffectiveFeedback有效反应,ProvideTimelyFeedback,KeepFeedbackImpersonal,FocusonWhattheReceiverCanControl,FocusonSpecificBehaviors,StayGoal-Oriented,EnsureUnderstanding,DelegationContingencyFactors酌情授权,SizeoftheorganizationImportanceofthedutyordecisionComplexityofthetaskCultureoftheorganizationQualitiesofemployees,DelegatingEffectively,Clarifytheassignment阐明任务Specifytherangeofdiscretion指明判断范围Encourageparticipation鼓励参与Informothers通知相关人员Establishfeedbackchannels建立反馈渠道,ThreeViewsofConflict不同视角,Traditional冲突是坏事,HumanRelations冲突不可避免,Interactions冲突是必要的,管理者处理冲突的能力日趋重要,ConflictandUnitPerformance,建设性与破坏性,ConflictManagement冲突管理（视情况而定）,Avoidance回避,Accommodation迁就,Forcing压制（解决争端）,Compromise使双方妥协,Collaboration使双方合作,SourcesofConflict冲突起源,缺乏沟通CommunicationDifferences,体制和文化差异StructuralDifferences,工作方式PersonalDifferences,工作方式的不同可能导致对人格的不认同,WhentoStimulateConflict是否需要激发冲突？,Areyousurroundedby“yes”people?Areemployeesafraidtoadmitignorance?Dodecisionmakerssacrificevaluesforcompromise?Domanagersmaintainan“impression”ofcooperation?Aremanagersoverlyconcernedaboutthefeelingsofothers?Ispopularitymoreimportantthanperformance?Domanagerscravedecision-makingconsensus?Aremanagersresistanttochange?Istherealackofnewideas?Isturnoverunusuallylow?,StimulatingConflict激发冲突,Legitimizeconflict建设性的冲突合法化以倡导革新（改变组织文化）Usecommunication透露信息或公示以征询反对意见Bringinoutsiders引进“新鲜血液”Usestructuralvariables组织重构Appointa“devilsadvocate”吹毛求疵,AvailableResourcesPrimaryMotivationsPrimaryInterestsFocusofRelationships,FixedAmountIWin,YouLoseOpposedShort-Term,VariableAmountIWin,YouWinCongruentLong-Term,IntegrativeBargaining双赢,DistributiveBargaining有输有赢,BargainingCharacteristics,TheTwoTypesofNegotiatingStrategies协商谈判策略,TheBargainingZone,NegotiationandPresentations,ResearchyouropponentBegininapositivewayAddressproblems,notpeopleIgnoreinitialoffersSeekwin-winsolutionsConsiderthird-partyassistance,PrepareforthepresentationMakeopeningcommentsMakeyourpointsEndthepresentationAnswerquestions,加强沟通是当代人类的课题,倾听以知民情反应要顺民意加强沟通增进理解消除误会淡化矛盾缓解冲突和谐组织稳定社会,组织和谐与组织配置,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，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（OrganizationalConfiguration）形式而存在,关于和谐理论的研究,席酉民：和谐理论与战略贵州人民出版社1989，和谐管理理论人大出版社2002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，以及系统成员和子系统活动的总体协调性,5.3LeadershipandTrust,Leader,leadership,leading领导者及其特质、领导行为（方式、情境与风格）、领导的有效性,ManagersVs.Leaders,Notallleadersaremanagers,norareallmanagersleadersPeoplewhoareabletoinfluenceothersandwhopossessmanagerialauthority能够影响他人并拥有管理职权,WhatIsLeadership?,Managementisaboutdealingwithcomplexity:drawingformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision，thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.JohnKotter,管理职能与领导职能的差异,应对组织复杂性确定目标、计划任务、分配预算设立岗位配备人员（组织）监控实施过程，确保计划完成（控制）,组织变革确立方向和变革策略沟通以达成共识，广泛团结形成联盟激发同仁潜能，确保组织沿着正确方向前进（激励）,TraitTheoriesofLeadership领导的特殊品质,分离（isolating）领导者较非领导者特有的品质的研究（特质理论研究）在早期的领导学研究中占统治地位，但大多以失败告终上世纪40年代初，特质论研究让位于领导方式研究考察与领导高度相关的特质研究得到公认,六种领导特质（Kirkpatrick,1991）,BehavioralTheoriesofLeadership有效领导的方式、情境、风格,Theoriesthatisolatebehaviorsthatdifferentiateeffectiveleadersfromineffectiveleaders,ContinuumofLeaderBehavior最早的研究成果（1938）：三种领导方式,Managermakesdecision,Managersellsdecision,Managerpresentsideas,Managerpresentstentativedecision,Managerpresentsproblem,Managersetsdecisionlimits,Employeesmakedecision,Autocratic独裁,Laissez-faire放任,Consultative,Participative,Democratic,Boss-CenteredLeadership,Employee-CenteredLeadership,FormalStudiesofBehavioralStyles著名研究成果1940s：领导行为的维度,OhioState,InitiatingStructure规矩,Consideration关怀,员工Employee-Orientation,任务Production-Orientation,UniversityofMichigan,TheManagerialGrid基于Ohio/Michigan研究成果：81种领导方式,987654321,1234,56789,ConcernforPeople,ConcernforProduction,(1,9)不负责,(1,1)不努力,(5,5)中庸,团队型(9,9),任务型(9,1),ContingencyTheoriesofLeadership领导行为、情境与成效,Fiedler菲德勒（1967）：ATheoryofLeadershipEffectivenessHouse豪斯（1971）：APath-GoalTheoryofLeaderEffectivenessVroomandYetton佛鲁姆、椰顿（1973）：LeadershipandDecisionMakingHerseyandBlanchard赫塞、布兰查德（1974）：SoYouWantKnowyourLeadershipStyle?,FiedlersLPCScale判别领导风格的问卷（LeastPreferredCo-worker）,PleasantFriendlyRejectingHelpfulUnenthusiasticTenseDistantColdCooperativeSupportiveBoringQuarrelsomeSelf-assuredEfficientGloomyOpen,UnpleasantUnfriendlyAcceptingFrustratingEnthusiasticRelaxedCloseWarmUncooperativeHostileInterestingHarmoniousHesitantInefficientCheerfulGuarded,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,87654321,LPCisaquestionnairethatmeasureswhetherapersonistaskorrelationshiporiented.,FindingsoftheFiedlerModel,Fiedler研究的结论,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。关系取向的领导在情境中等有利的情况下能取得好的成效。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，或改变情境（重构任务或调整职权）。,House(1971)：Path-GoalTheoryExtractskeyelementsfromOhioStudyleadershipresearchandtheexpectancytheoryofmotivation,EnvironmentalSituationalFactors,Outcomes,LeaderBehavior,SubordinateSituationalFactors,IncreasedEmployeeInvolvement,IncreasedLeaderControl,EmployeeInvolvementContinuum,VroomandYetton(1973):LeaderParticipationModel,VroomandJago(1988)ContingencyVariablesintheRevisedLeader-ParticipationModel,QualityRequirement,ProblemStructure,EmployeeConflict,GeographicDispersion,CommitmentRequirement,CommitmentProbability,EmployeeInformation,MotivationTime,LeaderInformation,GoalCongruence,TimeConstraint,MotivationDevelopment,Participating,Selling,Delegating,Telling,HerseyandBlanchard（1974）:TheSituationalLeadershipModel,StyleofLeader,Hightaskandhighrelationship,Highrelationshipandlowtask,Lowrelationshipandlowtask,Hightaskandlowrelationship,TaskBehavior,RelationshipBehavior,Ableandwilling,Unableandunwilling,R4,R1,High,Moderate,Low,S3,S2,S4,S1,EmergingApproachestoLeadership领导风格：行为的外在表现,Charismaticleadershipisthetheorythatfollowersmakeattributionsofheroicorextraordinaryleadershipabilitieswhenobservecertainbehaviors.Visionaryleadershipistheabilitytocreatea