第二十三章 指尖如酒

◆Organizationalculture

Employmentcanbedifficult，andanyerrormayturntobetroublesomeandcostly.Thesubsequentprocessisnoteasier.Thatiswhythehumanresourcesmanagementhasbecomeacriticalelementtooperateasuccessfulschool.Humanresourcesadministratorsmustworknotonlytorecruittheproperstaff，butalsopromoteaschool’senvironment.

◆LearningOrganization

◆Likert’sfoursystems

ItisthecontraryofTaylor’sScientificManagementtheory.Itviewedthetotalorganization，insteadoftheindividualworker，asthefocusofattention.Forclassicaltheorists，anorganizationismuchmorethantheinterfaceofhumanandmachine.Theheadmastercanuseittomotivatetheteachers.Theteacherswouldfeelmorerespectedundertheleaderwiththismethod，andmayreturnwithenthusiasmandcreativity.

Thistermcangobackto193-s

System1:exploitive-authoritative(orpunitive-authoritarian)，theleaderhasalowconcernforpeopleandusessuchmethodsasthreatsandotherfear-basedmethodstoachieveconformance.;System2:benevolent-authoritative(orpaternalistic-authoritarian)，theresponsibilityliesatthemanageriallevelsbutnotatthelowerlevelsoftheorganizationalhierarchy;System3:consultativesystem，thesuperiorhassubstantialbutnotcomplete，trustandconfidenceinhissubordinates;4:theparticipative(orgroupinteractive)modelofanorganizationalsystem，superiorshavecompleteconfidenceintheirsubordinates，andmotivationisbyeconomicrewardsbasedongoalswhichhavebeensetinparticipation.

Themutualpurposeisapracticalvision.Theleadercanuseittounitethesubordinates.Itislikeapieceofblueprint，helpingtheengineertoputbricksintorightplace.Thepurposecanbewrittendown，orimpliedinlife.Schein(2004)suggestedthatorganizationalcultureisapatternofsharedbasicassumptionsthatagroupworkingtogetherforacommongoalhasinventedinlearningtocopewiththeproblemsofexternaladaptationandinternalintegration.

◆TheoryXandTheoryY

◆ContingencyView

Basicassumptionsareaboutpeople’snature，thenatureofhumanrelationships，thenatureofhumanactivity，andthenatureoftherelationshipsbetweenpeopleandtheirphysicalandsocialenvironments.Basicassumptionsinhumannatureareconsistof:Freedom-Determinism，Rationality-Irrationality，Holism-Elemetalism，Constitutionalism-Environmentalism，Subjectivity-Objectivity，Proactivity-Reactivity，Homeostasis-Heterostasis，andKnowability-Unknownablity.

Withaspecificandpracticalpurpose，inductioncanbemoreeffective，reallyservesforlearning，andgoonsupportingtheperformanceandprofessionaldevelopmentfornewteachers.

◆HumanCapital

Thesetwotheoriescanbothbeadoptedtomotivateteachers.However，thenewteacherscanalsobeintimidated，orconfused，ascribingvariousfactors，suchasschoolmanagementsystem’sintegrity，andtheteacher’spersonality.

In1904，AlfredBinetinventedamethodtoidentifythosechildreninschoolwhoneededspecialhelp.Therebyamethodcameouttotellpeople’sintelligence.TheresultofthistestingsystemiscalledIntelligenceQuotient，alsoknownasIQ.Theprinciplecanusetheintelligencedistinguishsystemtosortoutstudents，anddecidethecurriculum.Forexample，thestudentswhoareespeciallygiftedwithhighIQmayfindtheregularcurriculumtooeasy，thusbecomeimpatientandlackconcentrationonschoolwork.Onthecontrary，studentswhoaredisadvantagedintermsofintelligencemayfaceparticularchallengeandgetfrustrationfeelingwithoutspecifichelp.Ahigh-qualifiedleadershouldmakesurethestaffunderstandandareabletocaterforthedifferentneedsoftwoextremestudents.

Lowerthenumber，thesystemismorelikelytobeoperatedbasedontheoryX.Higherthenumberis，thesystemismorelikelytobeoperatedbasedontheoryY.

Inalearningorganization，theworkerscontinuallyenhancetheircapabilitiestocreatewhattheywanttocreate.Organizationsarespendingmoretimeandfeetoinsuretheemployeesupdatedtothestate-of-artknowledge，thankstothequickdevelopmentoftechnology.Itisreasonabletopredictthatinthefuture，continuouslearningcapacitywouldbecrucialtorecruit.Thejobseekermayhardlytobehiredwithoutpresentingexcellentlearningability.

ReflectivePaper

Later，onthebasisofIQ，atermcalledEQwasdeveloped.Itreferstopeople’semotionalintelligence.BeingaGreatLeaderRequiresEmotionalIntelligence.

◆Intelligence

Theleaders，whocanactuallyexertcontroloverthestaff，excellentlygettaskinvolved，andsuccessfullyacceptedbythesubordinates，aremorelikelytoleadtheschoolintoabrightfuture.Theprinciplewhoholdsacontingencyview，maygivedifferentinductionstodifferentnewteachers，accordingtotheirdiversepersonalities.

Humanresourcesarepreciousassetsofaninstitution.Itseemshardtopredicthumancapitalsometimes，becausehumanbeingsarechangeable，easytobeaffectedbymanyexternalorinternalfactors.However，usingsomespecificpsychologicalprinciplesconcerninghumanresources，canfacilitatetheprincipletotrain，motivate，andevaluatethestaff.

In1960，DouglasMcGregorsuggestedthetermsoftheoryXandtheoryYinhismanagementbook.TheoryXhadthreesystems，givingalittleornotrusttosubordinatesrespectively.TheoryY，onthecontrary，hadcompletetrustandconfidenceinsubordinates.Themanagercouldusethesetwodifferenttheoriestodistinguishemployeemotivations.

◆Basicassumptions

Workershavetheirownlifeexceptofworkingfortheschool.Sometimes，theirpersonalinterestmayconflictwiththeorganization’sbenefit.Astrongleadercanhelptheworkerstostrikethebalancebetweenworkandpersonallife，andcreateamutualvalueforthestaff.

Thecontingencyviewholdsthatthereisnoonebestwayofmanagingunderallconditions，butthatthereareoptimalwaysofmanagingconflictundercertainconditions.Therearesituational-contingentfactorsthataffectaleader＇sabilitytolead.Theeffectivenessofworkersdependsonhowgoodamatchexistsbetweentheleadershipstyleoftheleaderandthedemandsofthesituation.

◆Classicalorganizationaltheory

◆Mutualpurpose

Stayingcompetitiveintoday’seconomyisessentialtoanyorganization.Schoolorganizationsalsomustbenimbleandagiletosurvive.Thatrequiresdevelopingincreasedabilitytosense，evenpredict，theproblemsposedbytheirenvironmentsandinventsolutionstothem.Thisispartoftheconceptofthelearningorganization:anorganization，learnstonimblyadapttounfoldingchangesintheenvironment.Itisalsocalledorganizationdevelopment.

Theprinciplecanchooseeithertheorytomotivatetheteachers.Thereisnoabsolutelyrighttheory，onlythemoresuitabletheoryinlightofdifferentsituations.

Theprinciplecanusethetheoryofbasicassumptionstounderstandtheemployees，andtomotiveaswellastoinductthem.Iftheworkersalwaysgetpositiveassumptionsfromthecampusenvironment，theymayoptimisticandwillingtocontribute，andviseversa.Theleadermayalsousethebasicassumptionstogetanalysisoftheinstitutionandworkers，thushelpdesigningthefuture.

Inmyopinion，theschoolwhichadoptstheoryXmaybecomemoreandmorerigid，butitcanalsorunsmoothly，aslongastheprinciplecankeeptheteachersobeythedisciplines.Ontheotherhand，theschoolwhichpreferstheoryYmaywitnessthecreativenessandvigorofteachers.However，thereisalsoariskthattheprinciplecanhardlycontroltheteachersanymore.

Theleaderinexploitive-authoritativeconcernlittleforpeople，andpreferstousefear-basedmethodssuchasthreatstoachieveconformance.Thismanagementmethodcanbeeffective.However，itcanalsostiflepeople’screativity，whichisthemostpreciousvalueofhumancapital.Ipredictinfuture，themostsuccessfulschools’leadersshouldpreferparticipativestyle，ratherthanopposite.