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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
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