人力与组织管理Outcome3review课件

1、Outcome 3Management and Leadership领导理论VocabularyManagement 管理Manager 管理者 Leadership 领导Leader 领导者Delegation 授权Authority 权力Responsibility责任Accountability义务Duty 职责Centralized AuthorityDecentralized AuthorityAuthorityMorale 士气Team spirit 团队精神Entrepreneur 企业家Autocracy 专制Democracy 民主Authoritarian 专制的Democ

2、ratic 民主的Subordinate 下属VocabularyTeaching Plan for Outcome 31Role and Duty of ManagerP202-2032Management and LeadershipP2043Likerts Management Systems ModelP206-2094John Adairs Action-Centered Leadership ModelSupplement5Fred Fiedler Contingency ModelP2106Situational Leadership TheoryP2117Transformat

3、ional LeadersP2138Measures of Managerial EffectivenessP214-1. Definition of Management P202Management is a process coordinating kinds of working activities to achieve the organizational goals through working with others or depending on others efficiently and effectively.管理是一个协调各项工作活动的过程，以便能够有效率和有效果地

4、同别人一起或者通过别人实现组织的目标。Role and Duty of Manager2. Informational roles 信息传递角色Monitor 监听者（员工、顾客、竞争对手）Disseminator 传播者Spokesperson 发言人（发布资讯）Role and Duty of Manager3. Decisional roles 决策制定角色e.g.DavidEntrepreneur 企业家（战略、计划）Disturbance handler 故障排除者Resource allocator 资源分配者Negotiator 谈判者1.2 Management and Lea

5、dership P204Leadership is about directing and inspiring subordinates to accomplish the task with confidence and enthusiasm.领导是促使下属充满信心，满怀热情地完成任务的艺术。Management and Leadership类型产生方式所处理的问题主要行为影响下属方式目标领导正式任命或从群众中自发产生变化、变革问题开发远景、说服、激励和鼓舞、制定目标和规范正式权威或非正式权威变革结构，制定战略管理正式任命复杂、日常问题计划、监督、雇佣、评价、物资分配、制度实施正式权威稳定组

6、织秩序，维持组织高效运转Management and LeadershipManagers do things right, while leaders do the right thing.2.1 Likerts Management Systems Model P206Two centers and four stylesTwo centers工作中心(Task-centered)：严格监督，依照详尽的规定行事。员工中心(Staff-centered)：重视员工，倡导员工参与管理。Likerts Management Systems ModelFour styles剥削式集权领导(Expl

7、oitive authoritative )：决策在领导，执行在下属，严格监督，以恐吓为主。仁慈式集权领导(Benevolent authoritative)：奖惩加恐吓。协商式民主领导(Consultative) ：采用协商方式。参与式的民主领导(Participative) ：授权分权相结合。2.2 Leadership TheoriesBehavioural theories of leadership:John Adairs Action-Centered Leadership ModelOhio studiesManagerial grid.Contingency theories

8、of leadershipHersey&Blanchard :Situational Leadership TheoryP210Fred Fiedler Contingency Model P210Transformational theories of leadershipBass John Adairs Action-Centered Leadership ModelJohn Adairs model指出：一个领导者在实施领导的过程中需要满足三种需要：task needs、team needs 、 individual needs ，领导者需根据不同的情况作出分析判断，确定priority

9、.任务需要把工作做好。群体需要建立和维护团队精神。个人需要使个人的需要与任务和群体的需要相和谐。John Adairs Action-Centered Leadership Modela. Your responsibilities as a manager for achieving the task: identify aims and vision for the group, purpose, and direction - define the activity (the task) identify resources, people, processes, systems and

10、 tools (include: financials, communications, IT) create the plan to achieve the task deliverables（意见）, measures, timescales, strategy and tactics establish responsibilities, objectives, accountabilities（责任） and measures, by agreement and delegation set standards, quality, time and reporting paramete

11、rs (变量)control and maintain activities against parameters monitor and maintain overall performance against plan report on progress towards the groups aim review, re-assess, adjust plan, methods and targets as necessary b. Your responsibilities as a manager for the group: establish, agree and communi

12、cate standards of performance and behavior establish style, culture, approach of the group - soft skill elements monitor and maintain discipline, ethics, integrity and focus on objectives anticipate and resolve group conflict, struggles or disagreements enable, facilitate and ensure effective intern

13、al and external group communications identify and meet group training needs give feedback to the group on overall progress; consult with, and seek feedback and input from the group understand the team members as individuals - personality, skills, strengths, needs, aims and fears assist and support i

14、ndividuals - plans, problems, challenges, highs and lows identify and agree appropriate individual responsibilities and objectives give recognition and praise to individuals - acknowledge effort and good workc. Your responsibilities as a manager for the individual: John Adairs Action-Centered Leader

15、ship Model如下图Model:Achieving the task needs完成共同任 务的需要Managing the team or group needs维持团队继续存在的需要Managing individuals needs 发展个人 An effective leader is the one who balances all these needs wellOhio studiesTwo Dimensions of leadership behaviour theory1945年，美国俄亥俄州立大学商业研究所发起了对领导行为进行研究的热潮。他们对大型组织的领导行为进行了

16、一系列深入的研究，一开始，研究人员列出了1000多种描述领导行为的因素，通过逐步概括和归类，two major dimensions were identified: 1.Consideration behaviour 2. behaviour associated with initiating structureConsideration behaviourConsideration关怀:指的是领导者给予下属的尊重信任以及相互了解的程度。例如，一个尽最大力量帮助下属解决个人问题，非常友善和平易近人，公平对待每一个下属，并对下属的生活、健康、地位和满意度等问题十分关心，尽可能多的让员工参与到

17、决策中的领导者，我们常称之为高关怀的领导者。Consideration behaviour关怀维度: Behaviour connected with building trust and relationships in the groupBehaviour associated with initiating structure定规维度Behaviour associated with initiating structure:Behaviour directed towards defining what needed to be done and how it should be do

18、ne in order to achieve the organisations goals.定规维度：指的是为了达到组织目标，领导者界定和构造自己与下属的角色的倾向程度。它包括试图设立工作、工作关系和目标的行为。例如，具有高定规特点的领导者会向小组成员分配具体工作，要求员工保持一定的绩效标准，并强调工作的最后期限。（建立制度的特征） 以定规维度和关怀维度为框架，可以确定领导者在每种维度中的位置。根据这样的分类，领导者可以被分为四种基本的类型：高关怀高定规型领导者；高关怀低定规；低关怀高定规；低关怀低定规。如下图：虽然一个在定规和关怀方面均高的领导者常常比其他三种类型的领导者更能使下属达到高绩

19、效和高满意度。在俄亥俄州立大学的关怀与定规维度以及密竭根大学的员工取向和生产取向维度的基础上，布莱克和莫顿二人发展了领导风格的二维观点，在“关心人”和“关心生产”的基础上提出了管理方格论。Managerial Grid 管理方格Managerial Grid 管理方格The Managerial Grid is based on two behavioral dimensions:Concern for People - This is the degree to which a leader considers the needs of team members, their interes

20、ts, and areas of personal development when deciding how best to accomplish a task。Concern for Production - This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. 每一维度都有9个等级，理论上应有81中领导方式。但常见的主要有

21、团队管理team management，乡村俱乐部管理country club management，中庸之道管理middle of the road management, 贫乏管理impoverished management和任务管理task management.管理方格理论The impoverished style (1,1)Low Production/Low People对生产与对人都缺乏关心释义：一种委任与缺位管理方式，一种基本上属于懒惰型的管理方式。This leader is mostly ineffective. He/she has neither a high re

22、gard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. 特征：管理者对生产与人都缺乏关心，怕自己卷入麻烦之中，他最大的关心是如何使自己不负担责任。The result is a place of disorganization, dissatisfaction and disharmony.结果：由于缺乏管理，企业会陷入一种无政府状态，充斥着不满与不和谐。The Country Club Style乡村俱乐

23、部型领导 （1,9）High People/Low Production对生产关心少/对人关心多释义： 片面地关切员工需求。This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard.特征：关系导向型领导对人关心多，对生产关心少。他过

24、度关心员工的安全感与满足感，并希望以此来提高生产绩效。他几乎不会运用惩罚性、强制性及合法律性的权力手段，其原因是他担心这些权力将有损他与其他团队成员之间的关系。What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.结果：企业虽然氛围好，却无效率。Produce or Perish Leadership High Production/Low People对生产关心多/对人关心

25、少Also known as Authoritarian or Compliance Leaders独裁型或服从型领导, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies,

26、and procedures, and views punishment as the most effective means to motivate employees. 生产或破坏型领导 （9，1）特征：独裁的任务导向型领导，高度关心生产，对员工却关心不足。他认为员工需求无足轻重，并通常简单对待之。他用金钱来激励员工。合作的空间与可能很小。他通过规则与惩罚性措施对员工施压，并以此实现企业目标。作为任务导向型的管理者，他强于把握工作计划与进度。他们不能够容忍不同意见。以道格拉斯麦格雷戈的X理论为依据。它通常应用于企业处于现实的或者是感知道的困厄局面之时，如危机管理。结果：尽管短期内能够实现

27、高产，从长远看，生产却会因为大量的员工离职而下降。Team Leadership High Production/High People对生产与人都高度关心According to the Blake Mouton model, this is the pinnacle（顶点） of managerial style.释义：最佳的领导方式。管理者对生产与人都表现出高度的关心，动机很高。These leaders stress production needs and the needs of the people equally highly. The premise前提 here is th

28、at employees are involved in understanding organizational purpose and determining production needs. When employees are committed to坚定地, and have a stake奖金 in the organizations success, their needs and production needs coincide一致. 团队型领导 （9，9）特征：这种领导方式以道格拉斯麦格雷戈的Y理论为依据。管理者鼓励员工的团队合作与责任感。这种领导方式强调要让员工感到自己

29、是企业大家庭的一员，使之理解企业的生产经营目的和生产需求。This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. 结果：基于信任与尊重的团队环境使员工获得高度的满足感和动机感，并最终带来较高的生产效率。 Fred Fiedler Contingency Model P210费德勒（Fred Fiedler）认为，有效的群体绩效取决于两个方面的恰当匹配：其一是与下属发生

30、相互作用的领导者风格（Leadership Style）；其二是领导者能够控制和影响情境类型（Situation）的程度。费德勒的领导风格变量：任务取向（Task-oriented）关系取向（Relationship-oriented）领导风格的评估方法：LPC (Least-preferred Coworkers)问卷。LPC量表要求领导者设想一个最难共事的人（这人不一定是最不喜欢的人）。请运用LPC量表描述对这个人的印象，从而获得LPC得分。由于每位领导者的需要偏爱度基本处于稳定状态，根据LPC量表的测验成绩就可以确定领导行为的主导激励途径。Fred Fiedler :Leadership

31、 StyleLeast-preferred Coworkers Questionnaire讨人喜欢8765432不讨人喜欢1友善的8765432不友善的拒绝别人1234567接受别人8乐于助人8765432拒人千里1不热诚1234567热诚8紧张的1234567轻松的8疏远的1234567亲切的8冷酷的1234567温暖的8Least-preferred Coworkers Questionnaire合作的8765432不合作的1支持别人8765432具有敌意1无聊乏味1234567有趣的8爱争辩1234567和睦的8有自信8765432犹豫不决1有效率8765432缺乏效率1悲观的12345

32、67乐观的8开放的8765432防卫的1Least-preferred Coworkers Questionnaire64128Relationship-oriented5863Decided by yourself1657Task-orientedFred Fiedler :Situation情景的有利程度由下面3种因素决定：1. Leader-member relation下属爱戴、信任、忠诚领导的程度2. Task structure任务的明确程度（目标、途径）3. Position power对职位权力（法定权力legitimate power、奖赏权力reward power、强制权

33、力coercive power）的自由运用度Types of SituationLeader-member relationTask structurePosition powerGoodBadHighLowHighLowStrongWeakStrongWeakStrongWeakStrongWeakAdvantagedDisadvantaged高低Performance情景类型 1 2 3 4 5 6 7 8上下级关系 好 好 好 好 差 差 差 差任务结构 高 高 低 低 高 高 低 低职位权力 强 弱 强 弱 强 弱 强 弱任务导向关系导向有利情景 中等情景 不利情景SituationS

34、ituational Leadership Theory P211Paul Hersey 和Ken Blanchard(P213)认为，成功的领导是通过选择恰当的领导方式实现的，选择的过程根据下属的成熟度（readiness）水平而定。Readiness成熟度指的是：个体能够并愿意完成某项具体任务的程度。包括成就动机、承担责任的意愿（愿望、热情、信心）和能力（学识、技能、经验）。不成熟的表现成熟的表现消极积极依赖独立有限的行为多样的行为对工作的兴趣肤浅对工作的兴趣浓厚目光短浅目光长远低的、从属的职位高的、显要的职位缺乏自知之明自我意识强ReadinessWillWillWillWillAbil

35、ityAbilityAbilityAbility高低R4R3中 等R2R1被領導者的成熟度成熟不成熟Leadership Style(P211)RelationshipTaskSellingTellingParticipatingDelegatingLeadership StyleTelling指导（高任务低关系）：领导者界定角色，明确告诉下属具体应该干什么、怎么干、以及何时何地去干。Selling影响（高任务高关系）：领导者同时提供指示性行为和支持性行为。Participating参与（低任务高关系）：领导者与下属共同决策，领导者的主要角色是提供便利条件与沟通渠道。Delegating授权（

36、低任务低关系）：领导者提供很少的指示性行为和支持性行为。高低R4R3R2R1中 等被領導者的成熟度成熟不成熟TaskHighLowDelegatingParticipatingTellingSellingDegree of emergencyTaskHighLowDelegatingParticipatingTellingSellingTask structureReadiness of LeaderWillAbilitySellingTellingParticipatingDelegatingReadiness of SubordinatesAbilityDelegatingParticip

37、atingTellingSellingWill Transformational Leaders P213上述领导理论都是针对事务型领导（Transactional leaders）展开的。这些领导者澄清工作角色与任务要求，指导激励下属向着既定目标的方向前进。变革型领导者（Transformational leaders）是指领导通过领导魅力、领导感召力、个性化关怀以及智力激发使员工最大限度的发挥自己的潜力来实现最高水平的绩效表现。Transformational Leaders变革型领导者一般都是魅力型领导者Charismatic改变他们下属的四种重要形式：1. 理想化影响力（idealiz

38、ed influence）2. 鼓舞性激励（inspirational motivation）3. 智力激发（intellectual stimulation）4. 个性化关怀（individualized consideration）绩效高于预期预期结果Transformational Leaders智力激发鼓舞动机个别体贴领袖魅力交易型领导 例外管理随机报酬+Bass & Avolio , 1990：12 Transformational LeadersManagement by exceptionSummaryLikerts Management Systems ModelJohn Adairs Action-Centered Leadership ModelFred Fiedler C