第二十三章 指尖如酒
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ReflectivePaper
◆TheoryXandTheoryY
In1960,DouglasMcGregorsuggestedthetermsoftheoryXandtheoryYinhismanagementbook.TheoryXhadthreesystems,givingalittleornotrusttosubordinatesrespectively.TheoryY,onthecontrary,hadcompletetrustandconfidenceinsubordinates.Themanagercouldusethesetwodifferenttheoriestodistinguishemployeemotivations.
Theprinciplecanchooseeithertheorytomotivatetheteachers.Thereisnoabsolutelyrighttheory,onlythemoresuitabletheoryinlightofdifferentsituations.
Inmyopinion,theschoolwhichadoptstheoryXmaybecomemoreandmorerigid,butitcanalsorunsmoothly,aslongastheprinciplecankeeptheteachersobeythedisciplines.Ontheotherhand,theschoolwhichpreferstheoryYmaywitnessthecreativenessandvigorofteachers.However,thereisalsoariskthattheprinciplecanhardlycontroltheteachersanymore.
Thesetwotheoriescanbothbeadoptedtomotivateteachers.However,thenewteacherscanalsobeintimidated,orconfused,ascribingvariousfactors,suchasschoolmanagementsystem’sintegrity,andtheteacher’spersonality.
◆Mutualpurpose
Themutualpurposeisapracticalvision.Theleadercanuseittounitethesubordinates.Itislikeapieceofblueprint,helpingtheengineertoputbricksintorightplace.Thepurposecanbewrittendown,orimpliedinlife.Schein(2004)suggestedthatorganizationalcultureisapatternofsharedbasicassumptionsthatagroupworkingtogetherforacommongoalhasinventedinlearningtocopewiththeproblemsofexternaladaptationandinternalintegration.
Workershavetheirownlifeexceptofworkingfortheschool.Sometimes,theirpersonalinterestmayconflictwiththeorganization’sbenefit.Astrongleadercanhelptheworkerstostrikethebalancebetweenworkandpersonallife,andcreateamutualvalueforthestaff.
Withaspecificandpracticalpurpose,inductioncanbemoreeffective,reallyservesforlearning,andgoonsupportingtheperformanceandprofessionaldevelopmentfornewteachers.
◆Classicalorganizationaltheory
ItisthecontraryofTaylor’sScientificManagementtheory.Itviewedthetotalorganization,insteadoftheindividualworker,asthefocusofattention.Forclassicaltheorists,anorganizationismuchmorethantheinterfaceofhumanandmachine.Theheadmastercanuseittomotivatetheteachers.Theteacherswouldfeelmorerespectedundertheleaderwiththismethod,andmayreturnwithenthusiasmandcreativity.
◆Organizationalculture
Thistermcangobackto193-s
◆Basicassumptions
Basicassumptionsareaboutpeople’snature,thenatureofhumanrelationships,thenatureofhumanactivity,andthenatureoftherelationshipsbetweenpeopleandtheirphysicalandsocialenvironments.Basicassumptionsinhumannatureareconsistof:Freedom-Determinism,Rationality-Irrationality,Holism-Elemetalism,Constitutionalism-Environmentalism,Subjectivity-Objectivity,Proactivity-Reactivity,Homeostasis-Heterostasis,andKnowability-Unknownablity.
Theprinciplecanusethetheoryofbasicassumptionstounderstandtheemployees,andtomotiveaswellastoinductthem.Iftheworkersalwaysgetpositiveassumptionsfromthecampusenvironment,theymayoptimisticandwillingtocontribute,andviseversa.Theleadermayalsousethebasicassumptionstogetanalysisoftheinstitutionandworkers,thushelpdesigningthefuture.
◆Intelligence
In1904,AlfredBinetinventedamethodtoidentifythosechildreninschoolwhoneededspecialhelp.Therebyamethodcameouttotellpeople’sintelligence.TheresultofthistestingsystemiscalledIntelligenceQuotient,alsoknownasIQ.Theprinciplecanusetheintelligencedistinguishsystemtosortoutstudents,anddecidethecurriculum.Forexample,thestudentswhoareespeciallygiftedwithhighIQmayfindtheregularcurriculumtooeasy,thusbecomeimpatientandlackconcentrationonschoolwork.Onthecontrary,studentswhoaredisadvantagedintermsofintelligencemayfaceparticularchallengeandgetfrustrationfeelingwithoutspecifichelp.Ahigh-qualifiedleadershouldmakesurethestaffunderstandandareabletocaterforthedifferentneedsoftwoextremestudents.
Later,onthebasisofIQ,atermcalledEQwasdeveloped.Itreferstopeople’semotionalintelligence.BeingaGreatLeaderRequiresEmotionalIntelligence.
◆HumanCapital
Humanresourcesarepreciousassetsofaninstitution.Itseemshardtopredicthumancapitalsometimes,becausehumanbeingsarechangeable,easytobeaffectedbymanyexternalorinternalfactors.However,usingsomespecificpsychologicalprinciplesconcerninghumanresources,canfacilitatetheprincipletotrain,motivate,andevaluatethestaff.
Employmentcanbedifficult,andanyerrormayturntobetroublesomeandcostly.Thesubsequentprocessisnoteasier.Thatiswhythehumanresourcesmanagementhasbecomeacriticalelementtooperateasuccessfulschool.Humanresourcesadministratorsmustworknotonlytorecruittheproperstaff,butalsopromoteaschool’senvironment.
◆LearningOrganization
Stayingcompetitiveintoday’seconomyisessentialtoanyorganization.Schoolorganizationsalsomustbenimbleandagiletosurvive.Thatrequiresdevelopingincreasedabilitytosense,evenpredict,theproblemsposedbytheirenvironmentsandinventsolutionstothem.Thisispartoftheconceptofthelearningorganization:anorganization,learnstonimblyadapttounfoldingchangesintheenvironment.Itisalsocalledorganizationdevelopment.
Inalearningorganization,theworkerscontinuallyenhancetheircapabilitiestocreatewhattheywanttocreate.Organizationsarespendingmoretimeandfeetoinsuretheemployeesupdatedtothestate-of-artknowledge,thankstothequickdevelopmentoftechnology.Itisreasonabletopredictthatinthefuture,continuouslearningcapacitywouldbecrucialtorecruit.Thejobseekermayhardlytobehiredwithoutpresentingexcellentlearningability.
◆ContingencyView
Thecontingencyviewholdsthatthereisnoonebestwayofmanagingunderallconditions,butthatthereareoptimalwaysofmanagingconflictundercertainconditions.Therearesituational-contingentfactorsthataffectaleader'sabilitytolead.Theeffectivenessofworkersdependsonhowgoodamatchexistsbetweentheleadershipstyleoftheleaderandthedemandsofthesituation.
Theleaders,whocanactuallyexertcontroloverthestaff,excellentlygettaskinvolved,andsuccessfullyacceptedbythesubordinates,aremorelikelytoleadtheschoolintoabrightfuture.Theprinciplewhoholdsacontingencyview,maygivedifferentinductionstodifferentnewteachers,accordingtotheirdiversepersonalities.
◆Likert’sfoursystems
System1:exploitive-authoritative(orpunitive-authoritarian),theleaderhasalowconcernforpeopleandusessuchmethodsasthreatsandotherfear-basedmethodstoachieveconformance.;System2:benevolent-authoritative(orpaternalistic-authoritarian),theresponsibilityliesatthemanageriallevelsbutnotatthelowerlevelsoftheorganizationalhierarchy;System3:consultativesystem,thesuperiorhassubstantialbutnotcomplete,trustandconfidenceinhissubordinates;4:theparticipative(orgroupinteractive)modelofanorganizationalsystem,superiorshavecompleteconfidenceintheirsubordinates,andmotivationisbyeconomicrewardsbasedongoalswhichhavebeensetinparticipation.
Lowerthenumber,thesystemismorelikelytobeoperatedbasedontheoryX.Higherthenumberis,thesystemismorelikelytobeoperatedbasedontheoryY.
Theleaderinexploitive-authoritativeconcernlittleforpeople,andpreferstousefear-basedmethodssuchasthreatstoachieveconformance.Thismanagementmethodcanbeeffective.However,itcanalsostiflepeople’screativity,whichisthemostpreciousvalueofhumancapital.Ipredictinfuture,themostsuccessfulschools’leadersshouldpreferparticipativestyle,ratherthanopposite.
◆TheoryXandTheoryY
In1960,DouglasMcGregorsuggestedthetermsoftheoryXandtheoryYinhismanagementbook.TheoryXhadthreesystems,givingalittleornotrusttosubordinatesrespectively.TheoryY,onthecontrary,hadcompletetrustandconfidenceinsubordinates.Themanagercouldusethesetwodifferenttheoriestodistinguishemployeemotivations.
Theprinciplecanchooseeithertheorytomotivatetheteachers.Thereisnoabsolutelyrighttheory,onlythemoresuitabletheoryinlightofdifferentsituations.
Inmyopinion,theschoolwhichadoptstheoryXmaybecomemoreandmorerigid,butitcanalsorunsmoothly,aslongastheprinciplecankeeptheteachersobeythedisciplines.Ontheotherhand,theschoolwhichpreferstheoryYmaywitnessthecreativenessandvigorofteachers.However,thereisalsoariskthattheprinciplecanhardlycontroltheteachersanymore.
Thesetwotheoriescanbothbeadoptedtomotivateteachers.However,thenewteacherscanalsobeintimidated,orconfused,ascribingvariousfactors,suchasschoolmanagementsystem’sintegrity,andtheteacher’spersonality.
◆Mutualpurpose
Themutualpurposeisapracticalvision.Theleadercanuseittounitethesubordinates.Itislikeapieceofblueprint,helpingtheengineertoputbricksintorightplace.Thepurposecanbewrittendown,orimpliedinlife.Schein(2004)suggestedthatorganizationalcultureisapatternofsharedbasicassumptionsthatagroupworkingtogetherforacommongoalhasinventedinlearningtocopewiththeproblemsofexternaladaptationandinternalintegration.
Workershavetheirownlifeexceptofworkingfortheschool.Sometimes,theirpersonalinterestmayconflictwiththeorganization’sbenefit.Astrongleadercanhelptheworkerstostrikethebalancebetweenworkandpersonallife,andcreateamutualvalueforthestaff.
Withaspecificandpracticalpurpose,inductioncanbemoreeffective,reallyservesforlearning,andgoonsupportingtheperformanceandprofessionaldevelopmentfornewteachers.
◆Classicalorganizationaltheory
ItisthecontraryofTaylor’sScientificManagementtheory.Itviewedthetotalorganization,insteadoftheindividualworker,asthefocusofattention.Forclassicaltheorists,anorganizationismuchmorethantheinterfaceofhumanandmachine.Theheadmastercanuseittomotivatetheteachers.Theteacherswouldfeelmorerespectedundertheleaderwiththismethod,andmayreturnwithenthusiasmandcreativity.
◆Organizationalculture
Thistermcangobackto193-s
◆Basicassumptions
Basicassumptionsareaboutpeople’snature,thenatureofhumanrelationships,thenatureofhumanactivity,andthenatureoftherelationshipsbetweenpeopleandtheirphysicalandsocialenvironments.Basicassumptionsinhumannatureareconsistof:Freedom-Determinism,Rationality-Irrationality,Holism-Elemetalism,Constitutionalism-Environmentalism,Subjectivity-Objectivity,Proactivity-Reactivity,Homeostasis-Heterostasis,andKnowability-Unknownablity.
Theprinciplecanusethetheoryofbasicassumptionstounderstandtheemployees,andtomotiveaswellastoinductthem.Iftheworkersalwaysgetpositiveassumptionsfromthecampusenvironment,theymayoptimisticandwillingtocontribute,andviseversa.Theleadermayalsousethebasicassumptionstogetanalysisoftheinstitutionandworkers,thushelpdesigningthefuture.
◆Intelligence
In1904,AlfredBinetinventedamethodtoidentifythosechildreninschoolwhoneededspecialhelp.Therebyamethodcameouttotellpeople’sintelligence.TheresultofthistestingsystemiscalledIntelligenceQuotient,alsoknownasIQ.Theprinciplecanusetheintelligencedistinguishsystemtosortoutstudents,anddecidethecurriculum.Forexample,thestudentswhoareespeciallygiftedwithhighIQmayfindtheregularcurriculumtooeasy,thusbecomeimpatientandlackconcentrationonschoolwork.Onthecontrary,studentswhoaredisadvantagedintermsofintelligencemayfaceparticularchallengeandgetfrustrationfeelingwithoutspecifichelp.Ahigh-qualifiedleadershouldmakesurethestaffunderstandandareabletocaterforthedifferentneedsoftwoextremestudents.
Later,onthebasisofIQ,atermcalledEQwasdeveloped.Itreferstopeople’semotionalintelligence.BeingaGreatLeaderRequiresEmotionalIntelligence.
◆HumanCapital
Humanresourcesarepreciousassetsofaninstitution.Itseemshardtopredicthumancapitalsometimes,becausehumanbeingsarechangeable,easytobeaffectedbymanyexternalorinternalfactors.However,usingsomespecificpsychologicalprinciplesconcerninghumanresources,canfacilitatetheprincipletotrain,motivate,andevaluatethestaff.
Employmentcanbedifficult,andanyerrormayturntobetroublesomeandcostly.Thesubsequentprocessisnoteasier.Thatiswhythehumanresourcesmanagementhasbecomeacriticalelementtooperateasuccessfulschool.Humanresourcesadministratorsmustworknotonlytorecruittheproperstaff,butalsopromoteaschool’senvironment.
◆LearningOrganization
Stayingcompetitiveintoday’seconomyisessentialtoanyorganization.Schoolorganizationsalsomustbenimbleandagiletosurvive.Thatrequiresdevelopingincreasedabilitytosense,evenpredict,theproblemsposedbytheirenvironmentsandinventsolutionstothem.Thisispartoftheconceptofthelearningorganization:anorganization,learnstonimblyadapttounfoldingchangesintheenvironment.Itisalsocalledorganizationdevelopment.
Inalearningorganization,theworkerscontinuallyenhancetheircapabilitiestocreatewhattheywanttocreate.Organizationsarespendingmoretimeandfeetoinsuretheemployeesupdatedtothestate-of-artknowledge,thankstothequickdevelopmentoftechnology.Itisreasonabletopredictthatinthefuture,continuouslearningcapacitywouldbecrucialtorecruit.Thejobseekermayhardlytobehiredwithoutpresentingexcellentlearningability.
◆ContingencyView
Thecontingencyviewholdsthatthereisnoonebestwayofmanagingunderallconditions,butthatthereareoptimalwaysofmanagingconflictundercertainconditions.Therearesituational-contingentfactorsthataffectaleader'sabilitytolead.Theeffectivenessofworkersdependsonhowgoodamatchexistsbetweentheleadershipstyleoftheleaderandthedemandsofthesituation.
Theleaders,whocanactuallyexertcontroloverthestaff,excellentlygettaskinvolved,andsuccessfullyacceptedbythesubordinates,aremorelikelytoleadtheschoolintoabrightfuture.Theprinciplewhoholdsacontingencyview,maygivedifferentinductionstodifferentnewteachers,accordingtotheirdiversepersonalities.
◆Likert’sfoursystems
System1:exploitive-authoritative(orpunitive-authoritarian),theleaderhasalowconcernforpeopleandusessuchmethodsasthreatsandotherfear-basedmethodstoachieveconformance.;System2:benevolent-authoritative(orpaternalistic-authoritarian),theresponsibilityliesatthemanageriallevelsbutnotatthelowerlevelsoftheorganizationalhierarchy;System3:consultativesystem,thesuperiorhassubstantialbutnotcomplete,trustandconfidenceinhissubordinates;4:theparticipative(orgroupinteractive)modelofanorganizationalsystem,superiorshavecompleteconfidenceintheirsubordinates,andmotivationisbyeconomicrewardsbasedongoalswhichhavebeensetinparticipation.
Lowerthenumber,thesystemismorelikelytobeoperatedbasedontheoryX.Higherthenumberis,thesystemismorelikelytobeoperatedbasedontheoryY.
Theleaderinexploitive-authoritativeconcernlittleforpeople,andpreferstousefear-basedmethodssuchasthreatstoachieveconformance.Thismanagementmethodcanbeeffective.However,itcanalsostiflepeople’screativity,whichisthemostpreciousvalueofhumancapital.Ipredictinfuture,themostsuccessfulschools’leadersshouldpreferparticipativestyle,ratherthanopposite.
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