武汉理工大学管理学原理 教学课件(英文)Chapter 5 D

Motivators
Hygiene factors Supervision Company policy Relationship with supervisor Working conditions Salary Relationship with peers Personal life Relationship with subordinates Status Security
批注本地保存成功开通会员云端永久保存去开通
Chapter 10 Motivation
Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation
Three-needs theory recognizes that the need for achievement, power, and affiliation are major motives in work.
Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for power: The need to make others behave in a way that they would not have behaved otherwise. Need for affiliation: The desire for friendly and close interpersonal relationships.

6
－－ 能力要求不同 管理者可以依靠其特定职位所赋予的职权（authority） 而指挥下级从事职责范围内的工作。 领导者（不论是组织所正式任命的，还是从一个群体中 崛起的）则可以运用来源广泛的权力（power），使受其影 响的有关人员去执行超出职权命令范围的行动。 正式组织中的直线管理者，要是除了职位权力外没有个 人的影响力，那么就不是真正意义上的领导者。
17
1. 最基本的领导风格分类
V
X？ X
速度
X
VX
质量
X
VX
士气
18
2. 基于态度与行为取向的领导风格分类
从领导者态度偏向和行为倾向的角度，可以将领导风格区分为 关心任务式的与关心人员式的，或者说,以任务为中心的和以人员 或人际关系为中心的，以及两者结合式的。
（1）以任务为中心的领导风格 这种类型的领导者最为关心的是工作任务的完成，他们总是把工作 任务放在首位，而对人际关系却不甚关心，有时为了完成任务甚至 不惜损害与上下左右的关系。
14
第３节 领导效能的决定因素及有关的领导理论
一、领导效能的决定因素
领导的行为、行动能否产生预期的效能或效果，取决于 如下三方面因素：
1. 领导者。领导者所拥有的职位权力和个人权力的大小， 对领导效能起着十分重要的作用。领导者的职位权力是由组 织制度所客观规定的，它与组织的健全程度有关。
2. 领导风格。领导风格表现为领导行为。领导行为理论 认为，个人可以通过合适的、最优的领导行为的学习和培训 而使他们更加有效地开展领导工作。
第5章领导
1
教学目标、教学重点、教学难点
➢掌握领导的本质和内容 1. 教学目标 ➢掌握领导的权力基础
➢掌握几种主要的激励理论

Well-Written Goals
• Written in terms of outcomes rather than actions • Measurable and quantifiable • Clear as to a time frame • Challenging yet attainable • Written down • Communicated to all necessary organizational members
survival • Reinforces success, which may lead to failure
Formal Planning and Organizational Performance
Does it pay to plan? • Higher profits • Higher return on assets • Improved quality of planning • Appropriate implementation
The Importance of Strategic Management
• It has a positive impact on organizational performance • It prepares managers to cope with changing situations • It guides managers to examine relevant factors in planning
Steps in Goal Setting
1. Review the organization’s mission and employees’ key job tasks.

11
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Directing the day-to-day activities of operatives
First-line managers
supervisors
Operatives
10
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
授课形式：双语教学
3
References:
1. [美]斯蒂芬.P.罗宾斯著；管理学（第 四版）；中国人民大学出版社。
2.程国平，刁兆峰主编；管理学原理； 武汉理工大学出版社。
3.周三多，陈传明，鲁明泓编著；管理 学——原理与方法（第三版）；复旦大 学出版社。
4
Chapter 1 Manager and Management
The Principle of Management