第六章 管理学 领导协调理论.ppt

管理学硕士研究生课程 Management Course for MS Graduate Students 第六章 管理学 领导协调理论;引 言;5.1 Motivating and Rewarding Employees;Drives 行为冲动;Maslow’s Hierarchy of Needs;Theory X Workers 懒惰无能，屈于强迫;现代激励理论深入探讨精神需要;The Theory of Needs 渴望成就荣耀 David McClelland;Equity Theory 渴望公平待遇;The Job Characteristics Model 渴望工作实现自我;Characteristics Examples Skill Variety High variety The owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers Low variety A bodyshop worker who sprays paint eight hours a day Task Identity High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection Low identity A worker in a furniture factory who operates a lathe to make table legs Task Significance High significance Nursing the sick in a hospital intensive-care unit Low significance Sweeping hospital floors Autonomy High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure Feedback High feedback An electronics factory worker who assembles a radio and then tests it to determine if it operates properly Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it ;Personal and Work Outcomes;The Motivating Potential Score;;An Integrative Model of Motivation 综合模型;Contemporary Motivation Issues 激励课题;Flexible Work Options 弹性工作制 ;激励：基于尊重巧在使用;5.2 Communication and Interpersonal Skill;;Communication Issues;Filtering 过滤;Overcoming Communication Barriers克服沟通障碍;ContemporaryCommunication Issues 当代沟通课题;Active Listening Skills 积极倾听;Effective Feedback 有效反应;Delegation Contingency Factors  酌情授权;Delegating Effectively;Three Views of Conflict 不同视角;Conflict and Unit