人力与组织管理Outcome3review.ppt

enable, facilitate and ensure effective internal and external group communications identify and meet group training needs give feedback to the group on overall progress; consult with, and seek feedback and input from the group understand the team members as individuals - personality, skills, strengths, needs, aims and fears assist and support individuals - plans, problems, challenges, highs and lows identify and agree appropriate individual responsibilities and objectives give recognition and praise to individuals - acknowledge effort and good work c. Your responsibilities as a manager for the individual: where appropriate reward individuals with extra responsibility, advancement and status identify, develop and utilize each individuals capabilities and strengths train and develop individual team members develop individual freedom and authority John Adairs Action-Centered Leadership Model 如下图Model: Achieving the task needs完成共同任 务的需要 Managing the team or group needs维持团队继续存在的需要 Managing individuals needs 发展个人 An effective leader is the one who balances all these needs well Ohio studies Two Dimensions of leadership behaviour theory 1945年，美国俄亥俄州立大学商业研究所发起了对领导行为进行研究的热潮。他们对大型组织的领导行为进行了一系列深入的研究，一开始，研究人员列出了1000多种描述领导行为的因素，通过逐步概括和归类，two major dimensions were identified: 1.Consideration behaviour 2. behaviour associated with initiating structure Consideration behaviour Consideration关怀:指的是领导者给予下属的尊重信任以及相互了解的程度。例如，一个尽最大力量帮助下属解决个人问题，非常友善和平易近人，公平对待每一个下属，并对下属的生活、健康、地位和满意度等问题十分关心，尽可能多的让员工参与到决策中的领导者，我们常称之为高关怀的领导者。 Consideration behaviour关怀维度: Behaviour connected with building trust and relationships in the group Behaviour associated with initiating structure 定规维度Behaviour associated with initiating structure: Behaviour directed towards defining what needed to be done and how it should be done in order to achieve the organisation’s goals. 定规维度：指的是为了达到组织目标，领导者界定和构造自己与下属的角色的倾向程度。它包括试图设立工作、工作关系和目标的行为。例如，具有高定规特点的领导者会向小组成员分配具体工作，要求员工保持一定的绩效标