• assess and change as necessary the balance and composition of the group • develop team-working, cooperation, morale and team-spirit • develop the collective maturity and capability of the group - progressively increase group freedom and authority • encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose • identify, develop and agree team- and project-leadership roles within group
• set standards, quality, time and reporting parameters (变量) • control and maintain activities against parameters • monitor and maintain overall performance against plan • report on progress towards the group's aim • review, re-assess, adjust plan, methods and targets as necessary
Teaching Plan for Outcome 3
1 Manager Management and Leadership Likert’s Management Systems Model
John Adair's Action-Centered Leadership Model Fred Fiedler Contingency Model Situational Leadership Theory Transformational Leaders
• 3. Decisional roles 决策制定角色 e.g.David • Entrepreneur 企业家（战略、计划） • Disturbance handler 故障排除者 • Resource allocator 资源分配者 • Negotiator 谈判者
Main duties of manager
Likert’s Management Systems Model
• Four styles
剥削式集权领导(Exploitive authoritative )：决策 在领导，执行在下属，严格监督，以恐吓为主。 仁慈式集权领导(Benevolent authoritative)：奖惩 加恐吓。 协商式民主领导(Consultative) ：采用协商方式。 参与式的民主领导(Participative) ：授权分权相结 合。
2.1 Likert’s Management Systems Model P206 • Two centers and four styles • Two centers
工作中心(Task-centered)：严格监督， 依照详尽的规定行事。 员工中心(Staff-centered)：重视员工， 倡导员工参与管理。
Characteristics of Four Styles
Style 1
组织变 数 信任 程度
Style 2
Style 3
Style 4
Exploitive authoritative
对下属无信心
Benevolent authoritative
Consultative
Participative
有一定的信赖关系 上下之间有相当 的但不完全的信 任
b. Your responsibilities as a manager
for the group:
• establish, agree and communicate standards of performance and behavior • establish style, culture, approach of the group - soft skill elements • monitor and maintain discipline, ethics, integrity and focus on objectives • anticipate and resolve group conflict, struggles or disagreements
复杂、日 管理 正式任命 常问题
Management and Leadership
Managers do things right, while leaders do the right thing.
2.1 Approaches to management
• Likert’s Management Systems Model
• 管理是一个协调各项工作活动的过程，以 便能够有效率和有效果地同别人一起或者 通过别人实现组织的目标。
1.1 Role and Duty of Manager
• The main roles of manager and their relevant duties from Henry Mintzberg • 1. Interpersonal roles 人际关系角色 • Figurehead 挂名首脑（社交礼仪的代 表） • Leader 领导者（雇佣、培训、激励） • Liaison 联络者（同外部交往以便获得 支持和信息）
有完全的信任
交往 极少的交往或交往 程度 在恐惧和不信任下 进行 上 下 沟通 关 程度 上下之间不沟通 系 奖惩 恐吓威胁和偶尔的 程度 报酬
有一定的交往
适度的交往并在 相当的信任下进 行
深入友善的交往， 有高度的信赖
有一定的沟通
比较沟通
上下左右意见完 全沟通
报酬和有形无形的 惩罚
报酬和极偶然的 惩罚
• 1 working with people and depend on other people • 2 coordinating the relationship between efficiency, effectiveness and equity • 3 gaining as much as possible making use of limited resources • 4 reaching the enterprise goals in a ever-changing environment
Management and Leadership
类型 产生方式 所处理的 问题 正式任命 或从群众 中自发产 生 变化、变 革问题 主要行为 影响下属 方式 目标
领导
开发远景、 正式权威 变革结构， 说服、激 或非正式 制定战略 励和鼓舞、 制定目标 权威 和规范 计划、监 督、雇佣、 评价、物 正式权威 资分配、 制度实施 稳定组织 秩序，维 持组织高 效运转
P202-203
P204
P206-209
Suppleme nt
P210 P211 P213
8 Measures of Managerial Effectiveness P214-
1. Definition of Management P202
• Management is a process coordinating kinds of working activities to achieve the organizational goals through working with others or depending on others efficiently and effectively.
John Adair's Action-Centered Leadership Model
• John Adair’s model指出：一个领导者 在实施领导的过程中需要满足三种需要： task needs、team needs 、 individual needs ，领导者需根据不同的情况作出分 析判断，确定priority. 1. 任务需要——把工作做好。 2. 群体需要——建立和维护团队精神。 3. 个人需要——使个人的需要与任务和群体 的需要相和谐。
Outcome 3 Management and Leadership
领导理论
Vocabulary
• • • • • • • • • Management 管理 Manager 管理者 Leadership 领导 Leader 领导者 Delegation 授权 Authority 权力 Responsibility责任 Accountability义务 Duty 职责
Role and Duty of Manager
• 2. Informational roles 信息传递角色 • Monitor 监听者（员工、顾客、竞争 对手） • Disseminator 传播者 • Spokesperson 发言人（发布资讯）
Role and Duty of Manager
1.2 Management and Leadership P204
Leadership is about directing and inspiring subordinates to accomplish the task with confidence and enthusiasm.
领导是促使下属充满信心，满怀热情地完成任务的 艺术。
优厚的报酬启发 自觉
2.2 Leadership Theories