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第二十三章 指尖如酒

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ntandlackconcentrationonschoolwork.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.
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