领导协调理论课件

Management

Course

forMSGraduateStudentsUNITFIVE领导协调理论wyf-hebut@163.com1王云峰：领导协调理论ManagementCourse

forMSGrad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）wyf-hebut@163.com2王云峰：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）wyf-h5.1MotivatingandRewardingEmployees激励原理早期激励理论现代激励理论wyf-hebut@163.com3王云峰：领导协调理论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

wyf-hebut@163.com4王云峰：领导协调理论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wyf-hebut@163.com5王云峰：领导协调理论Maslow’sSelf需要具有层次性：wyf-hebutTheoryXWorkers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wyf-hebut@163.com6王云峰：领导协调理论TheoryXWorkersDislikeWorkAvHerzberg’sTwo-FactorTheory

物质需要和精神需要：安抚和激发相结合HygieneFactors安抚Motivators激发HighHighJobDissatisfactionJobSatisfaction0

QualityofsupervisionSalaryandbenefitsCompanypoliciesWorkingconditionsRelationswithothersSecurityandstatus

CareeradvancementRecognitionWorkitselfResponsibilityAdvancementGrowthwyf-hebut@163.com7王云峰：领导协调理论Herzberg’sTwo-FactorTheory

物早期激励理论（20世纪50年代）

需要具有层次性

（Maslow’sHierarchyofNeeds）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）（Herzberg’sTwo-FactorTheory）wyf-hebut@163.com8王云峰：领导协调理论早期激励理论（20世纪50年代）wyf-hebut@163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）wyf-hebut@163.com9王云峰：领导协调理论现代激励理论深入探讨精神需要wyf-hebut@163.coTheTheoryofNeeds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)wyf-hebut@163.com10王云峰：领导协调理论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.wyf-hebut@163.com11王云峰：领导协调理论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wyf-hebut@163.com12王云峰：领导协调理论TheJobSkillVariety技能多样wyf-hCharacteristics

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 qualitycontrolinspectorwhotestsandadjustsitExamplesofHighandLowJobCharacteristicswyf-hebut@163.com13王云峰：领导协调理论Characteristics ExamplesExamPersonalandWorkOutcomesCoreJobDimensionsCriticalPsychologicalStatesTheJobCharacteristicsModelSkillvarietyTaskidentifyTasksignificanceExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesoftheworkKnowledgeoftheactualresultsoftheworkactivitiesAutonomyFeedbackHighinternalworkmotivationHigh-qualityworkperformanceHighsatisfactionwiththeworkLowabsenteeismandturnoverEmployeeGrowthNeedStrengthwyf-hebut@163.com14王云峰：领导协调理论PersonalCoreJobCriticalTheJoTheMotivatingPotentialScoreMotivatingPotentialScore(MPS)AutonomyFeedback=SkillVarietyTaskIdentityTaskSignificance++3XXHighMPSIncreasesMotivationPerformanceSatisfaction

andDecreasesAbsenceTurnoverwyf-hebut@163.com15王云峰：领导协调理论TheMotivatingPotentialScoreExpectancyTheory

期望理论3.Rewards-personalgoalsrelationship1.Effort-performancerelationship2.Performance-rewardsrelationshipIndividualEffortIndividualPerformanceIndividualGoalsOrganizationalRewards123wyf-hebut@163.com16王云峰：领导协调理论ExpectancyTheory

期望理论3.RewaAnIntegrativeModelofMotivation综合模型PersonalGoalsAbilityOpportunityPerformanceAppraisalCriteriaHighnAchIndividualPerformancePerformanceAppraisalSystemReinforcementIndividualEffortDominantNeedsEquityComparisonO

OIAIBOrganizationRewardsGoalsDirectBehaviorwyf-hebut@163.com17王云峰：领导协调理论AnIntegrativeModelofMotivaContemporary

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wyf-hebut@163.com18王云峰：领导协调理论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wyf-hebut@163.com19王云峰：领导协调理论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wyf-hebut@163.com20王云峰：领导协调理论激励：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,DelegationConflictandNegotiatingwyf-hebut@163.com21王云峰：领导协调理论5.2CommunicationandInterperTheCommunicationProcess

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wyf-hebut@163.com22王云峰：领导协调理论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wyf-hebut@163.com23王云峰：领导协调理论CommunicationIssuesWrittenCoFiltering过滤Emotions情绪SelectivePerception感知InformationOverload过载Apprehension理解Language语言CommunicationBarriers

沟通障碍wyf-hebut@163.com24王云峰：领导协调理论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wyf-hebut@163.com25王云峰：领导协调理论OvercomingCommunicationBarriContemporary

CommunicationIssues当代沟通课题CommunicationbetweenMenandWomen异性沟通CommunicationintheGlobalVillage跨文化沟通wyf-hebut@163.com26王云峰：领导协调理论Contemporary

CommunicationIssActiveListeningSkills积极倾听Acceptance宽容心Responsibility责任心Intensity倾听愿望Empathy集中精神wyf-hebut@163.com27王云峰：领导协调理论ActiveAcceptanceResponsibilitEffectiveFeedback有效反应ProvideTimelyFeedbackKeepFeedbackImpersonalFocusonWhattheReceiverCanControlFocusonSpecificBehaviorsStayGoal-OrientedEnsureUnderstandingwyf-hebut@163.com28王云峰：领导协调理论EffectiveProvideKeepFocusonWDelegationContingencyFactors

酌情授权SizeoftheorganizationImportanceofthedutyordecisionComplexityofthetaskCultureoftheorganizationQualitiesofemployeeswyf-hebut@163.com29王云峰：领导协调理论DelegationContingencyFactorsDelegatingEffectivelyClarifytheassignment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wyf-hebut@163.com30王云峰：领导协调理论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wyf-hebut@163.com31王云峰：领导协调理论ThreeViewsTraditionalHumanIntConflictandUnitPerformanceUnitPerformanceHighLowLevelofConflictHighABCSituationABCConflictLevelConflictTypeInternalCharacteristicsOutcomesLowornoneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLow建设性与破坏性wyf-hebut@163.com32王云峰：领导协调理论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wyf-hebut@163.com33王云峰：领导协调理论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wyf-hebut@163.com34王云峰：领导协调理论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?wyf-hebut@163.com35王云峰：领导协调理论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wyf-hebut@163.com36王云峰：领导协调理论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wyf-hebut@163.com37王云峰：领导协调理论AvailableResourcesFixedAmoTheBargainingZonePartyA’sAspirationRangeSettlementRangePartyB’sAspirationRangePartyA’sTargetPointPartyB’sResistancePointPartyA’sResistancePointPartyB’sTargetPointwyf-hebut@163.com38王云峰：领导协调理论TheBargainingZonePartyA’sSeNegotiationandPresentationsResearchyouropponentBegininapositivewayAddressproblems,notpeopleIgnoreinitialoffersSeekwin-winsolutionsConsiderthird-partyassistancePrepareforthepresentationMakeopeningcommentsMakeyourpointsEndthepresentationAnswerquestionswyf-hebut@163.com39王云峰：领导协调理论NegotiationandPresentationsR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wyf-hebut@163.com40王云峰：领导协调理论加强沟通是当代人类的课题倾听以知民情反应要顺民意wyf-he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wyf-hebut@163.com41王云峰：领导协调理论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wyf-hebut@163.com42王云峰：领导协调理论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wyf-hebut@163.com43王云峰：领导协调理论5.3LeadershipandTrustLeadeManagersVs.LeadersNotallleadersaremanagers,norareallmanagersleadersPeoplewhoareabletoinfluenceothersandwhopossessmanagerialauthority

能够影响他人并拥有管理职权wyf-hebut@163.com44王云峰：领导协调理论ManagersVs.LeadersNotallleWhatIsLeadership?Managementisaboutdealingwithcomplexity:drawingformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision，thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.

－JohnKotterwyf-hebut@163.com45王云峰：领导协调理论WhatIsLeadership?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）wyf-hebut@163.com46王云峰：领导协调理论管理职能与领导职能的差异应对组织复杂性组织变革wyf-hebTraitTheoriesofLeadership

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wyf-hebut@163.com47王云峰：领导协调理论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wyf-hebut@163.com48王云峰：领导协调理论六种领导特质（Kirkpatrick,1991）AmbitiBehavioralTheories

ofLeadership

有效领导的方式、情境、风格Theoriesthatisolatebehaviorsthatdifferentiateeffectiveleadersfromineffectiveleaderswyf-hebut@163.com49王云峰：领导协调理论BehavioralTheories

ofLeaderContinuumofLeaderBehavior

最早的研究成果（1938）：三种领导方式ManagermakesdecisionManagersellsdecisionManagerpresentsideasManagerpresentstentativedecisionManagerpresentsproblemManagersetsdecisionlimitsEmployeesmakedecisionAutocratic独裁Laissez-faire放任ConsultativeParticipativeDemocraticBoss-CenteredLeadershipEmployee-CenteredLeadershipwyf-hebut@163.com50王云峰：领导协调理论ContinuumofLeaderBehavior

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-OrientationUniversityofMichiganwyf-hebut@163.com51王云峰：领导协调理论FormalStudiesofBehavioralSTheManagerialGrid

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)wyf-hebut@163.com52王云峰：领导协调理论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?wyf-hebut@163.com53王云峰：领导协调理论ContingencyTheoriesofLeaderFiedler’sLPCScale

判别领导风格的问卷（LeastPreferredCo-worker）PleasantFriendlyRejectingHelpfulUnenthusiasticTenseDistantColdCooperativeSupportiveBoringQuarrelsomeSelf-assuredEfficientGloomyOpenUnpleasantUnfriendlyAcceptingFrustratingEnthusiasticRelaxedCloseWarmUncooperativeHostileInterestingHarmoniousHesitantInefficientCheerfulGuarded........................................................................................................................................................................................................................................................................…........................................................................................................…............................87654321LPCisaquestionnairethatmeasureswhetherapersonistaskorrelationshiporiented.wyf-hebut@163.com54王云峰：领导协调理论Fiedler’sLPCScale

判别领导风格的问卷FindingsoftheFiedlerModel

Category情境变量Leader-MemberRelationsTaskStructurePositionPowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIIPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorablewyf-hebut@163.com55王云峰：领导协调理论FindingsoftheFiedlerModelFiedler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）。wyf-hebut@163.com56王云峰：领导协调理论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-GoalTheoryExtractskeyelementsfromOhioStudyleadershipresearchandtheexpectancytheoryofmotivationEnvironmentalSituationalFactorsOutcomesLeaderBehaviorSubordinateSituationalFactorswyf-hebut@163.com57王云峰：领导协调理论House(1971)：Path-GoalTheory12345IncreasedEmployeeInvolvementIncreasedLeaderControlEmployeeInvolvementContinuumVroomandYetton(1973):LeaderParticipationModelwyf-hebut@163.com58王云峰：领导协调理论12345IncreasedEmployeeInvolvVroomandJago(1988)

ContingencyVariablesintheRevisedLeader-ParticipationModelQualityRequirementProblemStructureEmployeeConflictGeographicDispersionCommitmentRequirementCommitmentProbabilityEmployeeInformationMotivationTimeLeaderInformationGoalCongruenceTimeConstraintMotivationDevelopmentwyf-hebut@163.com59王云峰：领导协调理论VroomandJago(1988)

ContingeParticipatingSellingDelegatingTellingHerseyandBlanchard（1974）:

TheSituationalLeadershipModelStyleofLeaderHightaskandhighrelationshipHighrelationshipandlowtaskLowrelationshipandlowtaskHightaskandlowrelationshipTaskBehaviorRelationshipBehaviorAbleandwillingUnableandunwillingR4AbleandunwillingR3UnableandWillingR2R1HighModerateLowS3S2S4S1wyf-hebut@163.com60王云峰：领导协调理论ParticipatingSellingDelegatingEmergingApproachestoLeadership

领导风格：行为的外在表现Charismaticleadership

isthetheorythatfollowersmakeattributionsofheroicorextraordinaryleadershipabilitieswhenobservecertainbehaviors.Visionaryleadership

istheabilitytocreateandarticulatearealistic,credible,attractivevisionofthefuturethatgrowsoutofandimproveuponthepresent.wyf-hebut@163.com61王云峰：领导协调理论EmergingApproachestoLeadersCharismaticLeadership

魅力型领导Self-confidence自信Visionandarticulation有远见Strongconvictions有主见Extraordinarybehavior举止特别Imageasachangeagent想象力Environmentalsensitivity敏感wyf-hebut@163.com62王云峰：领导协调理论CharismaticLeadership

魅力型领导Se预见ExtendtheVision口才ExplaintheVision果断ExpresstheVisionVisionaryLeadership远见型领导wyf-hebut@163.com63王云峰：领导协调理论预见口才果断VisionaryLeadershipwyf-LeadershipStylesMotivationversusInspiration动机与灵感TransformationalLeaders变革型领导TransactionalLeaders事务型领导wyf-hebut@163.com64王云峰：领导协调理论LeadershipTransformationalTranTeamLeaderRoles团队领导ConflictManagers协调Trouble-Shooters主力Coaches指导Liaisons联络wyf-hebut@163.com65王云峰：领导协调理论TeamLeaderConflictTrouble-CoaLeadershipIssues最新领导课题SubstitutesforLeadershipNationalCultureandLeadershipwyf-hebut@163.com66王云峰：领导协调理论LeadershipSubstitutesNationalwBuildingTrust：

TheEssenceofLeadershipIntegrity诚实Competence潜能Consistency守信Loyalty忠诚Openness公开透明WhatIsTrust?信守契约，信息不对称条件下坚守诚信wyf-hebut@163.com67王云峰：领导协调理论BuildingTrust：

TheEssenceDeterrence-Based被迫Knowledge-Based认知Identification-Based认同ThreeTypesofTrustwyf-hebut@163.com68王云峰：领导协调理论Deterrence-Knowledge-Identific小结：领导天赋和修养果断、远见、口才等特性有天赋成分耐力、韧性、诚信、尊重他人等品格和为人来自于教育、磨练和修养wyf-hebut@163.com69王云峰：领导协调理论小结：领导天赋和修养果断、远见、口才等特性有天赋成分wyf-小结：领导技能建立权力基础（树立权力形象、建立联盟、控制资源、发展与下属的关系）领导变革（创造梦想并化为现实）调动他人的积极性（激励）培养下属（授权）解决争端消除潜在危机（沟通）wyf-hebut@163.com70王云峰：领导协调理论小结：领导技能建立权力基础（树立权力形象、建立联盟、控制资源总结计划、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织前进。Management科学管理（事务），人本管理（人为）:

Administration行政管理（规矩老百姓）、Governance权力管理（统治掌权者）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内部文化环境和外部环境wyf-hebut@163.com71王云峰：领导协调理论总结计划、决策与控制：研讨如何管事，分工合作协同。组织和领导推荐书目HarvardBusinessReview《哈佛商业评论》精粹译丛领导HenryMintzbergJohnP.Kotter……中国人民大学出版社哈佛商学院出版社2000wyf-hebut@163.com72王云峰：领导协调理论推荐书目HarvardBusinessReviewwyf推荐书目（美）博西迪、查兰LarryBossidyandRamCharan执行

Execution:TheDisciplineofGettingThingsDone机械工业出版社2003wyf-hebut@163.com73王云峰：领导协调理论推荐书目（美）博西迪、查兰wyf-hebut@163.comManagement

Course

forMSGraduateStudentsUNITFIVE领导协调理论wyf-hebut@163.com74王云峰：领导协调理论ManagementCourse

forMSGrad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）wyf-hebut@163.com75王云峰：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）wyf-h5.1MotivatingandRewardingEmployees激励原理早期激励理论现代激励理论wyf-hebut@163.com76王云峰：领导协调理论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

wyf-hebut@163.com77王云峰：领导协调理论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wyf-hebut@163.com78王云峰：领导协调理论Maslow’sSelf需要具有层次性：wyf-hebutTheoryXWorkers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wyf-hebut@163.com79王云峰：领导协调理论TheoryXWorkersDislikeWorkAvHerzberg’sTwo-FactorTheory

物质需要和精神需要：安抚和激发相结合HygieneFactors安抚Motivators激发HighHighJobDissatisfactionJobSatisfaction0

QualityofsupervisionSalaryandbenefitsCompanypoliciesWorkingconditionsRelationswithothersSecurityandstatus

CareeradvancementRecognitionWorkitselfResponsibilityAdvancementGrowthwyf-hebut@163.com80王云峰：领导协调理论Herzberg’sTwo-FactorTheory

物早期激励理论（20世纪50年代）

需要具有层次性

（Maslow’sHierarchyofNeeds）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）（Herzberg’sTwo-FactorTheory）wyf-hebut@163.com81王云峰：领导协调理论早期激励理论（20世纪50年代）wyf-hebut@163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）wyf-hebut@163.com82王云峰：领导协调理论现代激励理论深入探讨精神需要wyf-hebut@163.coTheTheoryofNeeds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)wyf-hebut@163.com83王云峰：领导协调理论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.wyf-hebut@163.com84王云峰：领导协调理论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wyf-hebut@163.com85王云峰：领导协调理论TheJobSkillVariety技能多样wyf-hCharacteristics

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 qualitycontrolinspectorwhotestsandadjustsitExamplesofHighandLowJobCharacteristicswyf-hebut@163.com86王云峰：领导协调理论Characteristics ExamplesExamPersonalandWorkOutcomesCoreJobDimensionsCriticalPsychologicalStatesTheJobCharacteristicsModelSkillvarietyTaskidentifyTasksignificanceExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesoftheworkKnowledgeoftheactualresultsoftheworkactivitiesAutonomyFeedbackHighinternalworkmotivationHigh-qualityworkperformanceHighsatisfactionwiththeworkLowabsenteeismandturnoverEmployeeGrowthNeedStrengthwyf-hebut@163.com87王云峰：领导协调理论PersonalCoreJobCriticalTheJoTheMotivatingPotentialScoreMotivatingPotentialScore(MPS)AutonomyFeedback=SkillVarietyTaskIdentityTaskSignificance++3XXHighMPSIncreasesMotivationPerformanceSatisfaction

andDecreasesAbsenceTurnoverwyf-hebut@163.com88王云峰：领导协调理论TheMotivatingPotentialScoreExpectancyTheory

期望理论3.Rewards-personalgoalsrelationship1.Effort-performancerelationship2.Performance-rewardsrelationshipIndividualEffortIndividualPerformanceIndividualGoalsOrganizationalRewards123wyf-hebut@163.com89王云峰：领导协调理论ExpectancyTheory

期望理论3.RewaAnIntegrativeModelofMotivation综合模型PersonalGoalsAbilityOpportunityPerformanceAppraisalCriteriaHighnAchIndividualPerformancePerformanceAppraisalSystemReinforcementIndividualEffortDominantNeedsEquityComparisonO

OIAIBOrganizationRewardsGoalsDirectBehaviorwyf-hebut@163.com90王云峰：领导协调理论AnIntegrativeModelofMotivaContemporary

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wyf-hebut@163.com91王云峰：领导协调理论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wyf-hebut@163.com92王云峰：领导协调理论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wyf-hebut@163.com93王云峰：领导协调理论激励：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,DelegationConflictandNegotiatingwyf-hebut@163.com94王云峰：领导协调理论5.2CommunicationandInterperTheCommunicationProcess

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wyf-hebut@163.com95王云峰：领导协调理论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wyf-hebut@163.com96王云峰：领导协调理论CommunicationIssuesWrittenCoFiltering过滤Emotions情绪SelectivePerception感知InformationOverload过载Apprehension理解Language语言CommunicationBarriers

沟通障碍wyf-hebut@163.com97王云峰：领导协调理论FilteringEmotionsSelectiveInfoOvercomingCommunicationBarriers

克服沟通障碍Constrainemotions克制情绪Watchnonverbalcues察言观色Usefeedback积极反应Simplifyl