怪力小说

第二十三章 指尖如酒（第1页）

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。