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第二十三章 指尖如酒

作者:鸡丁爱马甲返回目录加入书签推荐本书
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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.