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1、管理学硕士研究生课程管理学硕士研究生课程Management Course for MS Graduate Students第六章第六章 管理学管理学 领导协调理论领导协调理论引引 言言q如何运用奖赏和激励权力如何运用奖赏和激励权力 （士气和积极性）（士气和积极性）q如何和谐组织以实现组织目标如何和谐组织以实现组织目标 （沟通和创造性）（沟通和创造性）q有效领导者的个性与为人有效领导者的个性与为人 （天赋和修养）（天赋和修养）5.1 Motivating and Rewarding Employees激励原理激励原理早期激励理论早期激励理论现代激励理论现代激励理论Drives行为冲动Searc
2、hBehavior付诸行动Tension精神不安Reductionof Tension恢复平静SatisfiedNeed渴望得以满足The Motivation Process 动机源于需要动机源于需要动机源于需要动机源于需要UnsatisfiedNeed内心渴望 Maslows Maslows HierarchyHierarchyof Needsof NeedsSelfEsteem 自尊自尊Social 社交社交Safety 安全安全 Physiological 生存生存需要具有层次性：需要具有层次性：有层次地调动积极性有层次地调动积极性Theory X WorkersTheory X Wo
3、rkers懒惰无能，屈于强迫懒惰无能，屈于强迫Dislike WorkDislike WorkAvoid ResponsibilityAvoid ResponsibilityLittle AmbitionLittle AmbitionTheory Y WorkersTheory Y Workers勤奋上进，渴望赏识勤奋上进，渴望赏识勤奋上进，渴望赏识勤奋上进，渴望赏识Enjoy WorkEnjoy WorkAccept ResponsibilityAccept ResponsibilitySelf-DirectedSelf-Directed满足需要有不同的态度：满足需要有不同的态度：消极的和积
4、极的消极的和积极的现代激励理论深入探讨精神需要现代激励理论深入探讨精神需要n需要理论需要理论：每个人都渴望成功、支配、荣耀每个人都渴望成功、支配、荣耀（Three-needs theory, McCleland, 1961, 1969 ）n公平理论公平理论：每个人都渴望获得较他人公平的待遇每个人都渴望获得较他人公平的待遇 （Equity theory, Adams, 1965）n期望理论期望理论：动机强度取决于各人对努力、绩效和动机强度取决于各人对努力、绩效和目标的信念目标的信念（Expectancy theory, Vroom, 1966）n工作特性理论工作特性理论：任何工作都具有满足员工精
5、神需任何工作都具有满足员工精神需要的特性要的特性（Job Characteristics Model, Hackman and Oldham, 1976）The Theoryof Needs渴望成就荣耀渴望成就荣耀DavidMcClelland渴望成功渴望成功 Need For Achievement(nAch)(nAch)渴望支配渴望支配 Need For Power(nPow)(nPow)渴望荣耀渴望荣耀 Need For Affiliation(nAff)(nAff)Equity Theory 渴望公平待遇渴望公平待遇Ratio Comparison*EmployeesPerceptio
6、nOutcomes AInputs AOutcomes AInputs AOutcomes AInputs AOutcomes BInputs BOutcomes BInputs BOutcomes BInputs BInequity (Under-Rewarded)Equity Inequity (Over-Rewarded)*Where A is the employee, and B is a relevant other or referent.The JobCharacteristicsModel渴望工作实现自我渴望工作实现自我Skill Variety Skill Variety
7、技能多样技能多样技能多样技能多样Task Identity Task Identity 任务明确任务明确任务明确任务明确Task Significance Task Significance 有意义有意义有意义有意义Autonomy Autonomy 自主自主自主自主Feedback Feedback 认可认可认可认可CharacteristicsExamplesSkill Variety High varietyThe owner-operator of a garage who does electrical repair, rebuilds engines,does body work,
8、 and interacts with customers Low varietyA bodyshop worker who sprays paint eight hours a dayTask Identity High identityA cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection Low identityA worker in a furniture factory who operates a lathe
9、 to make table legsTask Significance High significanceNursing the sick in a hospital intensive-care unit Low significanceSweeping hospital floorsAutonomy High autonomyA telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation
10、 Low autonomyA telephone operator who must handle calls as they come according to a routine, highly specified procedureFeedback High feedbackAn electronics factory worker who assembles a radio and then tests it todetermine if it operates properly Low feedbackAn electronics factory worker who assembl
11、es a radio and then routes it to a quality control inspector who tests and adjusts it Examples of High and Low Job CharacteristicsPersonaland WorkOutcomesCore JobDimensionsCriticalPsychologicalStatesThe Job Characteristics ModelSkill varietyTask identifyTask significanceExperiencedmeaningfulnessof t
12、he workExperiencedresponsibilityfor outcomesof the workKnowledge of theactual results ofthe work activitiesAutonomyFeedbackHigh internalwork motivationHigh-qualitywork performanceHigh satisfactionwith the workLow absenteeismand turnoverEmployee GrowthNeed StrengthThe Motivating Potential ScoreMotiva
13、tingPotentialScore (MPS)AutonomyFeedback=SkillVarietyTask IdentityTaskSignificance+3XXHigh MPS IncreasesMotivationPerformanceSatisfaction and DecreasesAbsenceTurnoverExpectancy Theory 期望理论期望理论3. Rewards-personal goals relationship 1. Effort-performance relationship 2. Performance-rewards relationshi
14、p IndividualIndividualEffortEffortIndividualIndividualPerformancePerformanceIndividualIndividualGoalsGoalsOrganizationalOrganizationalRewardsRewards123An Integrative Model of Motivation 综合模型综合模型PersonalGoalsAbilityOpportunityPerformanceAppraisal CriteriaHighnAchIndividualPerformancePerformanceApprai
15、salSystemReinforcementIndividualEffortDominantNeedsEquityComparisonO O IA IB OrganizationRewardsGoals DirectBehaviorContemporary Motivation Issues 激励课题激励课题qWorkforce diversity 队伍多样化qPay-for-performance 绩效、时间qMinimum-wage workers下层员工qProfessional employees专业员工qTechnical workers技工Flexible Work Options
16、弹性工作制弹性工作制弹性工作制弹性工作制 CompressedCompressedWorkweekWorkweek压缩周工时压缩周工时压缩周工时压缩周工时FlextimeFlextime弹性上班制弹性上班制弹性上班制弹性上班制JobJobSharingSharing岗位共享岗位共享岗位共享岗位共享TelecommutingTelecommuting远程办公远程办公远程办公远程办公激励：基于尊重巧在使用激励：基于尊重巧在使用q领导必须用人做事，带领下属成就事业实现领导必须用人做事，带领下属成就事业实现组织目标和使命组织目标和使命q尊重下属、提供机会、科学考核、公平奖赏、尊重下属、提供机会、科学考
17、核、公平奖赏、授权参与，方能调动下属的积极性和创造性，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提高做事效率和效果5.2 Communication and Interpersonal Skill加强沟通旨在促进组织和谐加强沟通旨在促进组织和谐克服沟通障碍掌握沟通技能克服沟通障碍掌握沟通技能Listening,Feedback,DelegationConflict and NegotiatingThe Communication Process沟通过程（信息流程）沟通过程（信息流程）沟通过程（信息流程）沟通过程（信息流程）SenderSender发射发射发射发射Encoding
18、Encoding编码编码编码编码ReceiverReceiver接收接收接收接收DecodingDecoding解码解码解码解码ChannelChannel频道频道频道频道FeedbackMessageMessageNoise信息干扰信息干扰Communication IssuesWritten CommunicationWritten Communication写作写作Verbal CommunicationVerbal Communication演讲演讲The GrapevineThe Grapevine（非官方传闻）非官方传闻）Nonverbal CuesNonverbal Cues（无
19、语暗示）无语暗示）Electronic Media Electronic Media 电子媒介电子媒介FilteringFiltering过滤过滤过滤过滤EmotionsEmotions情绪情绪情绪情绪SelectiveSelectivePerceptionPerception感知感知感知感知InformationInformationOverloadOverload过载过载过载过载ApprehensionApprehension理解理解理解理解LanguageLanguage语言语言语言语言Communication Barriers 沟通障碍沟通障碍沟通障碍沟通障碍Overcoming C
20、ommunication Barriers克服沟通障碍克服沟通障碍克服沟通障碍克服沟通障碍qConstrain emotions 克制情绪克制情绪qWatch nonverbal cues 察言观色察言观色qUse feedback 积极反应积极反应qSimplify language简练语言简练语言qListen actively 积极倾听积极倾听ContemporaryCommunication Issues当代沟通课题当代沟通课题Communication between Men and Women异性沟通异性沟通Communicationin the GlobalVillage跨文化沟
21、通跨文化沟通Active Listening Skills积极倾听积极倾听Acceptance宽容心宽容心Responsibility责任心责任心Intensity倾听愿望倾听愿望Empathy集中精神集中精神EffectiveFeedback有效反应有效反应ProvideProvideTimelyTimelyFeedbackFeedbackKeepKeepFeedbackFeedbackImpersonalImpersonalFocus on What Focus on What the Receiverthe ReceiverCan ControlCan ControlFocus onFo
22、cus onSpecificSpecificBehaviorsBehaviorsStayStayGoal-Goal-OrientedOrientedEnsureEnsureUnderstandingUnderstandingDelegation Contingency Factors 酌情授权酌情授权qqSize of the organizationSize of the organizationqqImportance of the duty or decisionImportance of the duty or decisionqqComplexity of the taskCompl
23、exity of the taskqqCulture of the organization Culture of the organization qqQualities of employeesQualities of employeesDelegating EffectivelyqClarify the assignment 阐明任务qSpecify the range of discretion 指明判断范围qEncourage participation 鼓励参与qInform others 通知相关人员qEstablish feedback channels 建立反馈渠道Three
24、 Viewsof Conflict不同视角不同视角TraditionalTraditional冲突是坏事冲突是坏事冲突是坏事冲突是坏事HumanHumanRelationsRelations冲突不可避免冲突不可避免冲突不可避免冲突不可避免InteractionsInteractions冲突是必要的冲突是必要的冲突是必要的冲突是必要的管理者处理冲突管理者处理冲突的能力日趋重要的能力日趋重要Conflict and Unit PerformanceUnit PerformanceHighLowLevel of ConflictHighABCSituationABCConflict LevelCon
25、flict TypeInternal CharacteristicsOutcomesLow or noneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic, stagnantViable, innovativeDisruptive, chaoticLowHighLow建设性与破坏性ConflictManagement冲突管理冲突管理（视情况而定）Avoidance Avoidance 回避回避回避回避Accommodation Accommodation 迁就迁就迁就迁就Forcing Forcing 压制（解决争端）压制（解决争
26、端）压制（解决争端）压制（解决争端）Compromise Compromise 使双方妥协使双方妥协使双方妥协使双方妥协Collaboration Collaboration 使双方合作使双方合作使双方合作使双方合作Sources ofConflict冲突起源冲突起源缺乏沟通缺乏沟通缺乏沟通缺乏沟通CommunicationDifferences体制和文化差异体制和文化差异体制和文化差异体制和文化差异StructuralDifferences工作方式工作方式工作方式工作方式PersonalDifferences工作方式的不同可能导致对人格的不认同工作方式的不同可能导致对人格的不认同When t
27、o Stimulate Conflict 是否需要激发冲突？是否需要激发冲突？qAre you surrounded by “yes” people?qAre employees afraid to admit ignorance?qDo decision makers sacrifice values for compromise?qDo managers maintain an “impression” of cooperation?qAre managers overly concerned about the feelings of others?qIs popularity more
28、 important than performance?qDo managers crave decision-making consensus?qAre managers resistant to change?qIs there a lack of new ideas?qIs turnover unusually low?Stimulating Conflict 激发冲突激发冲突激发冲突激发冲突qLegitimize conflict 建设性的冲突合法化建设性的冲突合法化以倡导革新（改变组织文化）以倡导革新（改变组织文化）qUse communication 透露信息或公示以透露信息或公示
29、以征询反对意见征询反对意见qBring in outsiders 引进引进“新鲜血液新鲜血液”qUse structural variables 组织重构组织重构qAppoint a “devils advocate” 吹毛求疵吹毛求疵 Available Resources Primary Motivations Primary Interests Focus of Relationships Fixed Amount I Win, You Lose Opposed Short-Term Variable Amount I Win, You Win Congruent Long-TermIn
30、tegrativeBargaining双赢双赢DistributiveBargaining有输有赢有输有赢BargainingCharacteristicsThe Two Types of Negotiating Strategies 协商谈判策略协商谈判策略 The Bargaining ZoneParty AsParty AsAspirationAspirationRangeRangeSettlementSettlementRangeRangeParty BsParty BsAspirationAspirationRangeRangeParty AsTarget PointParty Bs
31、Resistance PointParty AsResistance PointParty BsTarget PointNegotiation and PresentationsqResearch your opponentqBegin in a positive wayqAddress problems, not peopleqIgnore initial offersqSeek win-win solutionsqConsider third-party assistanceqPrepare for the presentationqMake opening commentsqMake y
32、our pointsqEnd the presentationqAnswer questions加强沟通是当代人类的课题加强沟通是当代人类的课题q倾听以知民情反应要顺民意倾听以知民情反应要顺民意q加强沟通增进理解加强沟通增进理解q消除误会淡化矛盾缓解冲突消除误会淡化矛盾缓解冲突q和谐组织稳定社会和谐组织稳定社会组织和谐与组织配置组织和谐与组织配置q组织作为一个复杂的实体，其结构、信息处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
33、的组织配置为不同的整体，或称不同的组织配置（Organizational Configuration）形式形式而存在而存在关于和谐理论的研究关于和谐理论的研究n席酉民：席酉民：和谐理论与战略和谐理论与战略贵州人民出版社贵州人民出版社1989，和谐管理理论和谐管理理论人大出版社人大出版社2002n任何系统之间和系统内部的各要素都是相关的，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，以及系统成系统能动性
34、、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员和子系统活动的总体协调性5.3 Leadership and TrustLeader, leadership, leading领导者及其特质、领导行为（方式、情领导者及其特质、领导行为（方式、情境与风格）、领导的有效性境与风格）、领导的有效性Managers Vs. LeadersqNot all leaders are managers, nor are all managers leaders qPeople who are able to influence others and who possess managerial a
35、uthority 能够影响他人并拥有管理职权能够影响他人并拥有管理职权What Is Leadership?qManagement is about dealing with complexity: drawing formal plans, designing organizational structures, and monitoring outcomes. qLeadership, in contrast, is about coping with change. Leaders establish direction by developing a vision，then they
36、communicate this vision to people and inspire them to overcome obstacles. John Kotter管理职能与领导职能的差异管理职能与领导职能的差异q应对组织复杂性应对组织复杂性q确定目标、计划任务、确定目标、计划任务、分配预算分配预算q设立岗位配备人员设立岗位配备人员（组织）（组织）q监控实施过程，确保监控实施过程，确保计划完成（控制）计划完成（控制）q组织变革组织变革q确立方向和变革策略确立方向和变革策略q沟通以达成共识，广沟通以达成共识，广泛团结形成联盟泛团结形成联盟q激发同仁潜能，确保激发同仁潜能，确保组织沿着正确方
37、向前组织沿着正确方向前进（激励）进（激励）Trait Theories of Leadership领导的特殊品质领导的特殊品质q分离（分离（isolating）领导者较非领导者特有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，但大多以失败领导学研究中占统治地位，但大多以失败告终告终q上世纪上世纪40年代初，特质论研究让位于领导年代初，特质论研究让位于领导方式研究方式研究q考察与领导高度相关的特质研究得到公认考察与领导高度相关的特质研究得到公认六种领导特质六种领导特质（Kirkpatrick,1991）AmbitionAmbi
38、tionand Energyand Energy进取心进取心进取心进取心DesireDesireto Leadto Lead领导愿望领导愿望领导愿望领导愿望Self-Self-ConfidenceConfidence自信自信自信自信HonestyHonestyand Integrityand Integrity正直诚实正直诚实正直诚实正直诚实IntelligenceIntelligence智慧智慧智慧智慧Job-RelevantJob-RelevantKnowledgeKnowledge相关知识相关知识相关知识相关知识Behavioral Theories of Leadership有效领导的
39、有效领导的有效领导的有效领导的方式、情境、风格方式、情境、风格方式、情境、风格方式、情境、风格nTheories that isolate behaviors that differentiate effective leaders from ineffective leadersContinuum of Leader Behavior 最早的研究成果最早的研究成果最早的研究成果最早的研究成果（19381938）：）：）：）：三种领导方式三种领导方式三种领导方式三种领导方式Managermakes decisionManagersells decisionManagerpresents ide
40、asManager presents tentative decisionManager presents problemManager sets decision limitsEmployees make decisionAutocratic 独裁独裁Laissez-faire 放任放任ConsultativeParticipativeDemocraticBoss-Centered LeadershipEmployee-Centered LeadershipFormal Studies of Behavioral Styles著名研究成果著名研究成果著名研究成果著名研究成果19401940s
41、 s：领导行为的维度领导行为的维度领导行为的维度领导行为的维度Ohio State Initiating Structure Initiating Structure 规矩规矩规矩规矩Consideration Consideration 关怀关怀关怀关怀员工员工员工员工 Employee-OrientationEmployee-Orientation任务任务任务任务 Production-OrientationProduction-OrientationUniversity ofMichiganThe Managerial Grid基于基于Ohio/Michigan研究成果：研究成果：81种
42、领导方式种领导方式987654321 1 2 34 5 6 7 89Concern for PeopleConcern for Production(1,9) (1,9) 不负责不负责不负责不负责(1,1) 不努不努力力(5,5) 中庸中庸团队型团队型 (9,9)任务型任务型 (9,1)Contingency Theories of Leadership领导行为、领导行为、情境与情境与成效成效qFiedler 菲德勒（菲德勒（1967）：）：A Theory of Leadership EffectivenessqHouse 豪斯（豪斯（1971） ： A Path-Goal Theory o
43、f Leader EffectivenessqVroom and Yetton 佛鲁姆、椰顿（佛鲁姆、椰顿（1973） ： Leadership and Decision MakingqHersey and Blanchard 赫塞、布兰查德（赫塞、布兰查德（1974） ： So You Want Know your Leadership Style?Fiedlers LPC Scale 判别领导风格的问卷判别领导风格的问卷（Least Preferred Co-worker Least Preferred Co-worker ）PleasantPleasantFriendlyFriendly
44、RejectingRejectingHelpfulHelpfulUnenthusiasticUnenthusiasticTenseTenseDistantDistantColdColdCooperativeCooperativeSupportiveSupportiveBoringBoringQuarrelsomeQuarrelsomeSelf-assuredSelf-assuredEfficientEfficientGloomyGloomyOpenOpenUnpleasantUnpleasantUnfriendlyUnfriendlyAcceptingAcceptingFrustratingF
45、rustratingEnthusiasticEnthusiasticRelaxedRelaxedCloseCloseWarmWarmUncooperativeUncooperativeHostileHostileInterestingInterestingHarmoniousHarmoniousHesitantHesitantInefficientInefficientCheerfulCheerfulGuardedGuarded. . .8 7 6 5 4 3 2 1LPC is a questionnaire that measures whether a person is task or
46、 relationship oriented.Findings of the Fiedler Model CategoryCategory情境变量情境变量情境变量情境变量 Leader-Member Leader-Member Relations Relations Task Structure Task Structure Position Power Position PowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVII
47、IPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorableFiedler研究的结论研究的结论n任务取向的领导在非常有利的情境和非常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向的领导在情境中等有利的情况下能取得好的成效。好的成效。n由于领导风格难以改变所以提高领导有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，性只有两条途径：替换领导者以适应情境，或改变
48、情境（重构任务或调整职权）。或改变情境（重构任务或调整职权）。House (1971)： Path-Goal TheoryExtracts key elements from Ohio Study leadership research and the expectancy theory of motivationEnvironmental Environmental Situational FactorsSituational FactorsOutcomesOutcomesLeaderLeaderBehaviorBehaviorSubordinate Subordinate Situatio
49、nal FactorsSituational Factors12345Increased Employee InvolvementIncreased Employee InvolvementIncreased Leader ControlIncreased Leader ControlEmployee Involvement ContinuumEmployee Involvement ContinuumVroom and Yetton(1973):Leader Participation ModelVroom and Jago (1988)Contingency Variables in th
50、e Revised Leader-Participation ModelQualityRequirementProblemStructureEmployeeConflictGeographicDispersionCommitmentRequirementCommitmentProbabilityEmployeeInformationMotivationTimeLeaderInformationGoal CongruenceTimeConstraintMotivationDevelopmentParticipatingSellingDelegatingTellingHersey and Blan
51、chard（1974）: The Situational Leadership ModelStyle of LeaderHigh task andhigh relationshipHigh relationshipand low taskLow relationshipand low taskHigh task andlow relationshipTask BehaviorRelationshipBehaviorAble andwillingUnable andunwillingR4Able andunwillingR3Unable andWillingR2R1HighModerateLow
52、S3S2S4S1Emerging Approaches to Leadership领导风格：行为的外在表现领导风格：行为的外在表现qCharismatic leadership is the theory that followers make attributions of heroic or extraordinary leadership abilities when observe certain behaviors.qVisionary leadership is the ability to create and articulate a realistic, credible,
53、attractive vision of the future that grows out of and improve upon the present.Charismatic Leadership魅力型领导魅力型领导qSelf-confidence 自信qVision and articulation有远见qStrong convictions 有主见qExtraordinary behavior 举止特别qImage as a change agent 想象力qEnvironmental sensitivity 敏感预见预见Extendthe Vision口才口才Explainthe
54、Vision果断果断Expressthe VisionVisionary Leadership远见型领导远见型领导远见型领导远见型领导LeadershipStylesMotivationversus Inspiration动机与灵感动机与灵感动机与灵感动机与灵感TransformationalLeaders变革型领导变革型领导TransactionalLeaders事务型领导事务型领导Team LeaderRoles团队领导团队领导ConflictConflictManagersManagers协调协调协调协调Trouble-Trouble-ShootersShooters主力主力主力主力Co
55、achesCoaches指导指导指导指导LiaisonsLiaisons联络联络联络联络LeadershipIssues最新领导课题最新领导课题Substitutesfor LeadershipNationalCulture andLeadershipBuilding Trust： The Essence of LeadershipqIntegrity 诚实qCompetence 潜能qConsistency 守信qLoyalty 忠诚qOpenness 公开透明What Is Trust?信守契约，信息不对称条件下坚守诚信信守契约，信息不对称条件下坚守诚信Deterrence-Based被迫
56、被迫Knowledge-Based认知认知Identification-Based认同认同Three Types of Trust小结：领导天赋和修养小结：领导天赋和修养q果断、远见、口才等特性有天赋成分果断、远见、口才等特性有天赋成分q耐力、韧性、诚信、尊重他人等品格和耐力、韧性、诚信、尊重他人等品格和为人来自于教育、磨练和修养为人来自于教育、磨练和修养小结：领导技能小结：领导技能q建立权力基础（建立权力基础（树立权力形象、建立联盟、树立权力形象、建立联盟、控制资源、发展与下属的关系控制资源、发展与下属的关系）q领导变革（领导变革（创造梦想并化为现实创造梦想并化为现实）q调动他人的积极性（调
57、动他人的积极性（激励激励）q培养下属（培养下属（授权授权）q解决争端消除潜在危机（解决争端消除潜在危机（沟通沟通）总结总结q计划、决策与控制：研讨如何管事，分工合作协同。组织计划、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。织前进。qManagement科学管理（事务）科学管理（事务），人本管理（人为）人本管理（人为）: Administration行政管理（规矩老百姓）行政管理（规矩老百姓）、Governance权权力管理（统治掌权者）力管理（统治掌权者）q两轨两场的管理机制：有形的规
58、章和法律，强制约束组织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内部文化环境和外部环境推荐书目推荐书目Harvard Business Review哈佛商业评论精粹译丛哈佛商业评论精粹译丛领导领导Henry MintzbergJohn P. Kotter中国人民大学出版社哈佛商学院出版社2000推荐书目推荐书目（美）博西迪、查兰美）博西迪、查兰Larry Bossidy and Ram Charan执行执行 Execution: The Discipline of Getting Things Done机械工业出版社2003The EndThanks for your presence
