第六章-管理学-领导协调理论课件

管理学硕士研究生课程ManagementCourse

forMSGraduateStudents第六章管理学领导协调理论第六章-管理学-领导协调理论课件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）引言如何运用奖赏和激励权力（士气和积极性）5.1MotivatingandRewardingEmployees激励原理早期激励理论现代激励理论5.1MotivatingandRewardingEDrives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

DrivesSearchTensionReductionSaMaslow’sHierarchyofNeedsSelfEsteem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Maslow’sSelf需要具有层次性：TheoryXWorkers懒惰无能，屈于强迫DislikeWorkAvoidResponsibilityLittleAmbitionTheoryYWorkers勤奋上进，渴望赏识EnjoyWorkAcceptResponsibilitySelf-Directed满足需要有不同的态度：消极的和积极的TheoryXWorkersDislikeWorkAv第六章-管理学-领导协调理论课件第六章-管理学-领导协调理论课件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）现代激励理论深入探讨精神需要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)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渴望工作实现自我SkillVariety技能多样TaskIdentity任务明确TaskSignificance有意义Autonomy自主Feedback认可TheJobSkillVariety技能多样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

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

期望理论3.RewaAnIntegrativeModelofMotivation综合模型PersonalGoalsAbilityOpportunityPerformanceAppraisalCriteriaHighnAchIndividualPerformancePerformanceAppraisalSystemReinforcementIndividualEffortDominantNeedsEquityComparisonO

OIAIBOrganizationRewardsGoalsDirectBehaviorAnIntegrativeModelofMotivaContemporary

MotivationIssues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Contemporary

MotivationIssueFlexibleWorkOptions弹性工作制

CompressedWorkweek压缩周工时Flextime弹性上班制JobSharing岗位共享Telecommuting远程办公FlexibleWorkOptionsCompresse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,DelegationConflictandNegotiating5.2CommunicationandInterperTheCommunicationProcess

沟通过程（信息流程）Sender发射Encoding编码Receiver接收Decoding解码Channel频道FeedbackMessageMessageNoise信息干扰TheCommunicationProcess

沟通过程CommunicationIssuesWrittenCommunication写作VerbalCommunication演讲TheGrapevine（非官方传闻）NonverbalCues（无语暗示）ElectronicMedia电子媒介CommunicationIssuesWrittenCoFiltering过滤Emotions情绪SelectivePerception感知InformationOverload过载Apprehension理解Language语言CommunicationBarriers

沟通障碍FilteringEmotionsSelectiveInfoOvercomingCommunicationBarriers

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OvercomingCommunicationBarriContemporary

CommunicationIssues当代沟通课题CommunicationbetweenMenandWomen异性沟通CommunicationintheGlobalVillage跨文化沟通Contemporary

CommunicationIssActiveListeningSkills积极倾听Acceptance宽容心Responsibility责任心Intensity倾听愿望Empathy集中精神ActiveAcceptanceResponsibilitEffectiveFeedback有效反应ProvideTimelyFeedbackKeepFeedbackImpersonalFocusonWhattheReceiverCanControlFocusonSpecificBehaviorsStayGoal-OrientedEnsureUnderstandingEffectiveProvideKeepFocusonWDelegationContingencyFactors

酌情授权SizeoftheorganizationImportanceofthedutyordecisionComplexityofthetaskCultureoftheorganizationQualitiesofemployeesDelegationContingencyFactorsDelegatingEffectivelyClarifytheassignment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DelegatingEffectivelyClarifyThreeViewsofConflict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ThreeViewsTraditionalHumanIntConflictandUnitPerformanceUnitPerformanceHighLowLevelofConflictHighABCSituationABCConflictLevelConflictTypeInternalCharacteristicsOutcomesLowornoneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLow建设性与破坏性ConflictandUnitPerformanceUConflictManagement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ConflictAvoidance回避AccommodatSourcesofConflict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Sourcesof缺乏沟通体制和文化差异工作方式工作方式的WhentoStimulateConflict

是否需要激发冲突？Areyousurroundedby“yes”people?Areemployeesafraidtoadmitignorance?Dodecisionmakerssacrificevaluesforcompromise?Domanagersmaintainan“impression”ofcooperation?Aremanagersoverlyconcernedaboutthefeelingsofothers?Ispopularitymoreimportantthanperformance?Domanagerscravedecision-makingconsensus?Aremanagersresistanttochange?Istherealackofnewideas?Isturnoverunusuallylow?WhentoStimulateConflict

是否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“devil’sadvocate”吹毛求疵StimulatingConflict

激发冲突Legi

AvailableResourcesPrimaryMotivationsPrimaryInterestsFocusofRelationships

FixedAmountIWin,YouLoseOpposedShort-Term

VariableAmountIWin,YouWinCongruentLong-TermIntegrativeBargaining双赢DistributiveBargaining有输有赢BargainingCharacteristicsTheTwoTypesofNegotiatingStrategies协商谈判策略AvailableResourcesFixedAmoTheBargainingZonePartyA’sAspirationRangeSettlementRangePartyB’sAspirationRangePartyA’sTargetPointPartyB’sResistancePointPartyA’sResistancePointPartyB’sTargetPointTheBargainingZonePartyA’sSeNegotiationandPresentationsResearchyouropponentBegininapositivewayAddressproblems,notpeopleIgnoreinitialoffersSeekwin-winsolutionsConsiderthird-partyassistancePrepareforthepresentationMakeopeningcommentsMakeyourpointsEndthepresentationAnswerquestionsNegotiationandPresentationsR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加强沟通是当代人类的课题倾听以知民情反应要顺民意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15.3LeadershipandTrustLeader,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5.3LeadershipandTrustLeadeManagersVs.LeadersNotallleadersaremanagers,norareallmanagersleadersPeoplewhoareabletoinfluenceothersandwhopossessmanagerialauthority能够影响他人并拥有管理职权ManagersVs.LeadersNotallleWhatIsLeadership?Managementisaboutdealingwithcomplexity:drawingformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision，thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.

－JohnKotterWhatIsLeadership?Management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）管理职能与领导职能的差异应对组织复杂性组织变革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TraitTheoriesofLeadership

领六种领导特质（Kirkpatrick,1991）AmbitionandEnergy进取心DesiretoLead领导愿望Self-Confidence自信HonestyandIntegrity正直诚实Intelligence智慧Job-RelevantKnowledge相关知识六种领导特质（Kirkpatrick,1991）AmbitiBehavioralTheories

ofLeadership

有效领导的方式、情境、风格TheoriesthatisolatebehaviorsthatdifferentiateeffectiveleadersfromineffectiveleadersBehavioralTheories

ofLeaderContinuumofLeaderBehavior

最早的研究成果（1938）：三种领导方式ManagermakesdecisionManagersellsdecisionManagerpresentsideasManagerpresentstentativedecisionManagerpresentsproblemManagersetsdecisionlimitsEmployeesmakedecisionAutocratic独裁Laissez-faire放任ConsultativeParticipativeDemocraticBoss-CenteredLeadershipEmployee-CenteredLeadershipContinuumofLeaderBehavior

FormalStudiesofBehavioralStyles著名研究成果1940s：领导行为的维度OhioStateInitiatingStructure规矩Consideration关怀员工Employee-Orientation任务Production-OrientationUniversityofMichiganFormalStudiesofBehavioralSTheManagerialGrid

基于Ohio/Michigan研究成果：81种领导方式9876543211 2 3 45 6 7 8 9ConcernforPeopleConcernforProduction(1,9)不负责(1,1)不努力(5,5)中庸团队型(9,9)任务型(9,1)TheManagerialGrid

基于Ohio/MicContingencyTheoriesofLeadership

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?ContingencyTheoriesofLeaderFiedler’sLPCScale

判别领导风格的问卷（LeastPreferredCo-worker）PleasantFriendlyRejectingHelpfulUnenthusiasticTenseDistantColdCooperativeSupportiveBoringQuarrelsomeSelf-assuredEfficientGloomyOpenUnpleasantUnfriendlyAcceptingFrustratingEnthusiasticRelaxedCloseWarmUncooperativeHostileInterestingHarmoniousHesitantInefficientCheerfulGuarded........................................................................................................................................................................................................................................................................…........................................................................................................…............................87654321LPCisaquestionnairethatmeasureswhetherapersonistaskorrelationshiporiented.Fiedler’sLPCScale

判别领导风格的问卷FindingsoftheFiedlerModel

Category情境变量Leader-MemberRelationsTaskStructurePositionPowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIIPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorableFindingsoftheFiedlerModelFiedler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）。Fiedler研究的结论任务取向的领导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

领导风格：行为的外在表现Charismaticleadership

isthetheorythatfollowersmakeattributionsofheroicorextraordinaryleadershipabilitieswhenobservecertainbehaviors.Visionaryleadershipistheabilitytocreateandarticulatearealistic,credible,attractivevisionofthefuturethatgrowsoutofandimproveuponthepresent.EmergingApproachestoLeadersCharismaticLeadership

魅力型领导Self-confidence自信Visionandarticulation有远见Strongconvictions有主见Extraord