《烟云错》 第二十三章 指尖如酒

    reflectivepaper

    ◆theoryxandtheoryy

    in1960，douglasmcgregorsuggestedthetermsoftheoryxandtheoryyinhismanagementbooktheoryxhadthreesystems，givingalittleootrusttosubordinatesrespectivelytheoryy，onthecontrary，hadpletetrustandconfidenceinsubordinatesthemanagercouldusethesetwodifferenttheoriestodistinguishemployeemotivations

    theprinciplecanchooseeithertheorytomotivatetheteachersthereisnoabsolutelyrighttheory，onlythemoresuitabletheoryinlightofdifferentsituations

    inmyopinion，theschoolwhichadoptstheoryxmaybeemoreandmorerigid，butitcanalsorunsmoothly，aslongastheprinciplecankeeptheteachersobeythedisciplinesontheotherhand，theschoolwhichpreferstheoryymaywitnessthecreativenessandvigorofteachershowever，thereisalsoariskthattheprinciplecanhardlycontroltheteachersanymore

    thesetwotheoriescanbothbeadoptedtomotivateteachershowever，thenewteacherscanalsobeintimidated，orconfused，ascribingvariousfactors，suchasschoolmanagementsystem’sintegrity，andtheteacher’spersonality

    ◆mutualpurpose

    themutualpurposeisapracticalvisiontheleadercanuseittounitethesubordinatesitislikeapieceofblueprint，helpingtheengineertoputbricksintorightplacethepurposecanbewrittendown，orimpliedinlifeschein(2004)suggestedthatorganizationalcultureisapatteofsharedbasicassumptionsthatagroupworkingtogetherforamongoalhasinventedinleaingtocopewiththeproblemsofextealadaptationandintealintegration

    workershavetheirownlifeexceptofworkingfortheschoolsometimes，theirpersonalinterestmayconflictwiththeorganization’sbenefitastrongleadercanhelptheworkerstostrikethebalancebetweenworkandpersonallife，andcreateamutualvalueforthestaff

    withaspecificandpracticalpurpose，inductioncanbemoreeffective，reallyservesforleaing，andgoonsupportingtheperformanceandprofessionaldevelopmentfoewteachers

    ◆classicalorganizationaltheory

    itisthecontraryoftaylor’sscientificmanagementtheoryitviewedthetotalorganization，insteadoftheindividualworker，asthefocusofattentionforclassicaltheorists，anorganizationismuchmorethantheinterfaceofhumanandmachinetheheadmastercanuseittomotivatetheteacherstheteacherswouldfeelmorerespectedundertheleaderwiththismethod，andmayretuwithenthusiasmandcreativity

    ◆organizationalculture

    thistermcangobackto193-s

    ◆basicassumptions

    basicassumptionsareaboutpeople’snature，thenatureofhumanrelationships，thenatureofhumanactivity，andthenatureoftherelationshipsbetweenpeopleandtheirphysicalandsocialenvironmentsbasicassumptionsinhumannatureareconsistof:freedom-determinism，rationality-irrationality，holism-elemetalism，constitutionalism-environmentalism，subjectivity-objectivity，proactivity-reactivity，homeostasis-heterostasis，andknowability-unknownablity

    theprinciplecanusethetheoryofbasicassumptionstounderstandtheemployees，andtomotiveaswellastoinductthemiftheworkersalwaysgetpositiveassumptionsfromthecampusenvironment，theymayoptimisticandwillingtocontribute，andviseversatheleadermayalsousethebasicassumptionstogetanalysisoftheinstitutionandworkers，thushelpdesigningthefuture

    ◆intelligence

    in1904，alfredbinetinventedamethodtoidentifythosechildreninschoolwhoneededspecialhelptherebyamethodcameouttotellpeople’sintelligencetheresultofthistestingsystemiscalledintelligencequotient，alsoknownasiqtheprinciplecanusetheintelligencedistinguishsystemtosortoutstudents，anddecidethecurriculumforexample，thestudentswhoareespeciallygiftedwithhighiqmayfindtheregularcurriculumtooeasy，thusbeeimpatientandlackconcentrationonschoolworkonthecontrary，studentswhoaredisadvantagedintermsofintelligencemayfaceparticularchallengeandgetfrustrationfeelingwithoutspecifichelpahigh-qualifiedleadershouldmakesurethestaffunderstandandareabletocaterforthedifferentneedsoftwoextremestudents

    later，onthebasisofiq，atermcalledeqwasdevelopeditreferstopeople’semotionalintelligencebeingagreatleaderrequiresemotionalintelligence

    ◆humancapital

    humanresourcesarepreciousassetsofaninstitutionitseemshardtopredicthumancapitalsometimes，becausehumanbeingsarechangeable，easytobeaffectedbymanyextealorintealfactorshowever，usingsomespecificpsychologicalprinciplesconceinghumanresources，canfacilitatetheprincipletotrain，motivate，andevaluatethestaff

    employmentcanbedifficult，andanyerrormaytutobetroublesomeandcostlythesubsequentprocessisnoteasierthatiswhythehumanresourcesmanagementhasbeeacriticalelementtooperateasuccessfulschoolhumanresourcesadministratorsmustworknotonlytorecruittheproperstaff，butalsopromoteaschool’senvironment

    ◆leaingorganization

    stayingpetitiveintoday’seconomyisessentialtoanyorganizationschoolorganizationsalsomustbenimbleandagiletosurvivethatrequiresdevelopingincreasedabilitytosense，evenpredict，theproblemsposedbytheirenvironmentsandinventsolutionstothemthisispartoftheconceptoftheleaingorganization:anorganization，leastonimblyadapttounfoldingchangesintheenvironmentitisalsocalledorganizationdevelopment

    inaleaingorganization，theworkerscontinuallyenhancetheircapabilitiestocreatewhattheywanttocreateorganizationsarespendingmoretimeandfeetoinsuretheemployeesupdatedtothestate-of-artknowledge，thankstothequickdevelopmentoftechnologyitisreasonabletopredictthatinthefuture，continuousleaingcapacitywouldbecrucialtorecruitthejobseekermayhardlytobehiredwithoutpresentingexcellentleaingability

    ◆contingencyview

    thecontingencyviewholdsthatthereisnoonebestwayofmanagingunderallconditions，butthatthereareoptimalwaysofmanagingconflictundercertainconditionstherearesituational-contingentfactorsthataffectaleader＇sabilitytoleadtheeffectivenessofworkersdependsonhowgoodamatchexistsbetweentheleadershipstyleoftheleaderandthedemandsofthesituation

    theleaders，whocanactuallyexertcontroloverthestaff，excellentlygettaskinvolved，andsuccessfullyacceptedbythesubordinates，aremorelikelytoleadtheschoolintoabrightfuturetheprinciplewhoholdsacontingencyview，maygivedifferentinductionstodifferentnewteachers，accordingtotheirdiversepersonalities

    ◆likert’sfoursystems

    system1:exploitive-authoritative(orpunitive-authoritarian)，theleaderhasalowconceforpeopleandusessuchmethodsasthreatsandotherfear-basedmethodstoachieveconformance;system2:benevolent-authoritative(orpatealistic-authoritarian)，theresponsibilityliesatthemanageriallevelsbutnotatthelowerlevelsoftheorganizationalhierarchy;system3:consultativesystem，thesuperiorhassubstantialbutnotplete，trustandconfidenceinhissubordinates;4:theparticipative(orgroupinteractive)modelofanorganizationalsystem，superiorshavepleteconfidenceintheirsubordinates，andmotivationisbyeconomicrewardsbasedongoalswhichhavebeensetinparticipation

    lowerthenumber，thesystemismorelikelytobeoperatedbasedontheoryxhigherthenumberis，thesystemismorelikelytobeoperatedbasedontheoryy

    theleaderinexploitive-authoritativeconcelittleforpeople，andpreferstousefear-basedmethodssuchasthreatstoachieveconformancethismanagementmethodcanbeeffectivehowever，itcanalsostiflepeople’screativity，whichisthemostpreciousvalueofhumancapitalipredictinfuture，themostsuccessfulschools’leadersshouldpreferparticipativestyle，ratherthanopposite