Week10:

1. ????? ?????????? ????

3. ????? ??????????????????????? ??????????·????????????????????? ?????????????????????

4. ?????????????????? ????????????????????????????(?????????????????)???????????????????(?????????????)?????????????????????????????? ?????????????????????????????????????? ?????????????????????????????????????????????????/?????????

6. ??????????? ????????????????? ????????????? ??????????????????????????????????????????? ??????(??????)?????????????

7. ????????????????? ??????????????? ????? ???????????????? ?????????? ????????? ????????? ?????? ?????????????? ??????????? ??????????????????

8. ??????????????? ????·?????(???????) ?????·?????(??????) ????·?????(???????) ?????????·?????(???????) ???????????·?????(???????)

10. ?????????? ???????????????(??????????????????????????) ???????????????? ????????????????? ?????????????

11. Prentice Hall, 2001 Chapter 11 11

12. ????????? ????????? ????????????????????????????????(???????????:???????????????????) ??????????????????????????????????? ?????????????????????(????)??????

13. ?????????? 2??????????????? ?????? ?????(Initiating structure) ??(Consideration) ?????? ??????(Production-oriented) ?????(Employee-oriented)

14. ??????????(2) PM??(??) P(Performance)?? M(Maintenance)?? ?????4??? PM, Pm, pM, pm PM????????????? ????????? ?????????(Development-oriented)

15. Prentice Hall, 2001 Chapter 11 15 ??????(???????)·???? The managerial grid depicts a manager’s “concern for people” and “concern for production” on separate axes. The grid has nine possible positions along each axis, creating eighty-one positions in which a leader’s style may fall. Proponents of this two-dimensional view focus on the extremes of the grid and claim that effective leaders use a (9,9) management style: that is, work accomplished from committed people and interdependence through a “common style” in organization purpose leads to relationships of trust and respect. The extreme styles are as follows: (1,9) Management. Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly atmosphere and work tempo. (9,1) Management. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. (1,1) Management. Exertion of minimum effort to get required work done is appropriate to sustain organization membership. (5,5) Management. Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at at satisfactory level. Recent research has revealed a third effective leadership style: development-oriented behavior characterized by experimentation, innovative problem solving, and encouraging change. Because evidence is mixed on the relationship between leadership style and group effectiveness, we cannot generalize across a variety of workers, jobs, organizational cultures, and countries. But, research suggests that leaders who exhibit development-oriented behavior have satisfied subordinates who perceive them to be competent and have the flexibility to respond to change. However, follower characteristics and contextual factors must be added to the equation if leadership styles are to be meaningful.The managerial grid depicts a manager’s “concern for people” and “concern for production” on separate axes. The grid has nine possible positions along each axis, creating eighty-one positions in which a leader’s style may fall. Proponents of this two-dimensional view focus on the extremes of the grid and claim that effective leaders use a (9,9) management style: that is, work accomplished from committed people and interdependence through a “common style” in organization purpose leads to relationships of trust and respect. The extreme styles are as follows: (1,9) Management. Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly atmosphere and work tempo. (9,1) Management. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. (1,1) Management. Exertion of minimum effort to get required work done is appropriate to sustain organization membership. (5,5) Management. Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at at satisfactory level. Recent research has revealed a third effective leadership style: development-oriented behavior characterized by experimentation, innovative problem solving, and encouraging change. Because evidence is mixed on the relationship between leadership style and group effectiveness, we cannot generalize across a variety of workers, jobs, organizational cultures, and countries. But, research suggests that leaders who exhibit development-oriented behavior have satisfied subordinates who perceive them to be competent and have the flexibility to respond to change. However, follower characteristics and contextual factors must be added to the equation if leadership styles are to be meaningful.

16. ????????? ??????????????????????????? ??????????????? ????????????????????????????????????????????????????????? ?????????????????????????????????