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1、1,工程技术人员的领导能力,2,目标,理解作为一个领导的意义培养对组织和领导能力的平衡认识了解我们的能力,建立我们的个人目标,并设定计划实现它们分享我们对我们的组织的共同看法，并讨论来实现组织的所需改变。,3,定义领导能力,写下你对领导者的定义。你认为领导者和管理者之间的差异是什么？,4,领导者干什么？,5,四项管理功能,计划(预测;设定目标;计划行动;制定政策和程序)组织(选择组织结构;明确分工和责任;建立工作关系)引导(?)控制(设立作业标准;评估;记录;更正作业),工程师,经理,组织,计划,6,领导能力定义,皮特德克尔:“领导者的唯一定义就是有追随者的人.班布卡可:“领导能力就是让人们干
2、他们不想干的事情，并且喜欢上工作”“在为群体目标努力时候能影响别人行为并充分尊重他们自由的过程.在一群人中能够设定方向，结成战线并维持责任的能力,7,工作四维图,所有四维都是关于“人”,8,人,带走我的人，留下我的工厂，不久我的工厂就会长满杂草。但如果你带走我的工厂，留下我的人，不久我们就能拥有一个新的更好的工厂”,9,领导功能,10,内容,领导决策 理性的决策制定,Kepnor-Tregoe 方法,本能,集体决策沟通交流 倾诉,倾听,询问和理解激励 理解需求(马斯洛 模式),激发,鼓励,推动,选择和培养 了解你的员工,表现更正和个人发展领导风格特别话题 工程人员作为经理,引导变动,11,决策
3、,得出结论和判断要确保做出的决策的高质量我们的成功是通过决策的质量衡量,12,管理决策很困难,管理问题 经常不清楚，经常改变，并包括人们无可预料的行为。数据/事实 可能不足，质量不高（猜测，传闻），过度，以致用有限的时间和预算无法管理。决策的复杂性 可能设计多个决策和许多“假使？”。解决空间总是非常大。决策的影响-分歧知道事后才会被全部知晓。决策执行 受大多数人意见和相关人的参与影响。,13,如何作出决策?,自发决策 基于直觉、预感或本能理性决策 基于系统的研究和逻辑分析(可能的范围):(1)采集数据(2)评估事实,(3)列出侧重于创造性问题解决的方(4)按照清晰的标准评估,(5)评估风险,1
4、4,决策指南,按照决策需要对问题排序，用很少精力处理这些问题 使用理性的程序引导决策程序分析决策将影响的问题-一致的意见培育执行若问题和解决方法一直在变化，推迟决策，直至最后允许的时候，但要设定清晰的期限,15,基本上我们的同坐就是关于日常决策制定备忘录、措施项目清单、日志本用来记录需做出的决策，期限和决策者（个人，集体？）即将做出的和已做出的决策的传播/交流,16,Kepnor-Tregoe 决策工具,定义 必要和充分决策标准等级排序 通过指定每个重量因素的充分标准(1 到10)按照每个充分标准评估所有选项。消除不满足必要标准的选项。按照每个充分标准对每个留下的选项进行打分(也是从1 到10
5、)计算加权分数选择 最高加权分数的选项作为解决手边问题的最好方法。,17,Kepnor-Tregoe Decision Tool,Criteria should be“Mutually Exclusive and Collectively Exhaustive”Decision-equitable,rational,comprehensive,18,Example,Among your many female friends,the following three stand out:1.Liza majors in literature,is very sociable and commun
6、icative,and has an average appearance.She does not hate homemaking.2.Julie,majors in computer engineering,has a very sharp intellect,and is rather strong willed.She is reasonably sociable and has a good appearance.Homemaking is not her cup of tea.3.Debbie is the high school sweetheart,very adaptable
7、 and lovely,easy going,comfortable to be with,and has a superb appearance.Her social skills are so so.She likes homemaking which is a tradition of her family and she does it well.Your mother has been bugging you to make up your mind to get married.Time is running out and you need to make a choice.Ho
8、w would you go about deciding for one of these three candidates as a prospective mate.,19,20,21,22,23,Decision by Gut Instinct,Spontaneous Decisions-Intuitive solution for complex and ambiguous problems defying systematic analyses(No data)The theory of intuitive thinking claims that judgments can be
9、 reduced to accumulated“patterns and rules”derived from past experience.People with diverse backgrounds are more capable of intuitive thinking and learningIntuitive decisions can be wrong from time to time,feedback from trusted sources is needed to“recalibrate”patterns and rules frequently to improv
10、e quality of future intuitive decisions,24,Decision Making in Teams,Many decisions must be made by team.Why?Group dynamics affects group decisions:(1)Coalitions/alliances among team members-position-based advocacy(2)Conflicts of interests(3)Personality clash(fighting words,selective seeing,interrupt
11、ions,personal friction)Leadership Role:(1)Managing conflict(2)Consideration(3)Closure,25,Decision Making in Teams,Study:Bay of Pig Invasion and The Cuban Missile Crisis,26,Inquiry versus Advocacy,Minimize Conflict:(A)Share information(B)Think critically(C)Debate ideas rigorously(D)Check assumption r
12、elentlessly(E)Apply rule of reasoning(F)Testing strengths among competing ideas(not competing positions),Follow an Inquiry-focused solution-discovery process,not to conduct a position-fighting exercise,27,Show Consideration-Make sure that the“losers”perceive fairness of having their ideas heard and
13、considered:(A)No predetermined solutions,(B)No personal preference of leaders,(C)Listen actively to all ideas-taking notes,asking questions,(D)Explain logic of final decision and why the views of the losers were not accepted,Lets try the ultimatum game,28,Manage Closure:(A)Early Close(group think ph
14、enomena)as unstated objections will show up at implementation phase:leader to inject questions and promote additional debate(B)Late Closure(endless debate between warring factions,dragged down by trivialities)-Leader to cut off debate and announce decision,29,Question,The Engineering Director of the
15、 company is asked to send one engineer abroad to assist in the installation of equipment.There are three qualified candidates,each working for a different manager under the Director.The Director knows that all three engineers will want to go,but their bosses will not,for fear of losing time in doing
16、 their own very critical projects.How should the Director make the choice?,30,Communicating,Our daily work is about decision making.The information economy is about gathering and processing of information-our daily work is also about communications.The purpose of communication is to create understan
17、ding the responsibility is on the communicator!,31,Guidelines for Communication,Communicate with a clear purpose.Know your message!Select proper form to communicate-face-to-face talk,phone conversation,emails,video-conference,staff meeting,written memos,web-posting,net-meetingBe honest and open,welc
18、ome suggestions,offer pertinent information to dispel fearsEnsure common understanding!,32,Communications,33,Asking,Asking open-ended insightful questions to gain knowledge and to improve understanding of the situation at handQuality of questions is an clear indication of the questioners grasp of th
19、e situation at hand,34,Telling,Offer information to keep people(peers,employees,bosses,supply chain partners,customers)informed about matters of concern to themJudgement is needed as to what to tell and what not(“Need to Know”paradigm),seek balance between(1)trust-creation and no surprise versus(2)c
20、ontrol over information,35,Listening,Remain focused in listening to the subtext and true meaning of the exchangeMaintain eye contactExercise self-discipline to control own urge to talk and avoid interrupting others,36,Understanding,Get understanding-Leading the exchange from present to future,famili
21、ar to unfamiliar,and agreeable to disagreeable Tell what you are going to tell,tell,ask the other party what has been told.Ensure common understanding by action such as“doing together”Make sure there is understanding by looking at samples of actionThe speaker should know the audience and the listene
22、r should know the speaker,37,Question,The project was running late and the section manager thought he should give a prep talk.He realized that he was considered an autocrat by his staff,but this time he would like to impress them that he was part of the team and that they must work together to succe
23、ed.He thought he gave a fairly good speech.He pointed out that the project was running late and that,if they failed,the customer could cancel the contract.He further explain that as manager,he was responsible for the success of the project,so everyone was equally to be blamed for the failure.Unexpec
24、tedly,a group of staff came to see him a few days later to clarify whether they were all under threat of unemployment if the contract was to be cancelled by the customer.What went wrong?,38,How to Motivate,Inspire-Infuse a spirit of willingness(By work done,leadership traits,examples set)Encourage-S
25、timulate through praise,approval and helpImpel-Force(Coercion,compulsion,punishments),To motivate is to apply a force that excites and drives an individual to act,in ways preferred by the manager/leader,39,Techniques to Enhance Motivation,Participation-Promoting ownership of idea,project,task and pr
26、ogramCommunication Clear objectives&metricsRecognition-Fair appraisals inducing loyalty and confidenceDelegated Authority-Convey trustReciprocated Interest-Show interest in Results,40,Keys for Successful Motivation,Accept people as they are,not try to change them-personal preference,values and stand
27、ardsRecognize that other have drives to fulfill own needs-self-actualization,recognition,ego,self-esteem,group association,etc.Motivate by addressing the unsatisfied needs-Maslow Need Hierarchy Model,41,Maslow Hierarchy Need Model,Self Actualization-Self-development and realization of own potentialE
28、steem-Ego,recognitionSocial-Peer acceptance,group affiliationSafety-Job securityPhysiological Needs-Food&shelter,42,Selecting,By selecting people,managers gain staff with right skills,dedication,value systems,personality,and win their loyalty over timeInversely,people associate themselves with the r
29、ight mentors and leadersTeam is the most powerful word,43,Challenges of Selecting,Hard skills-Technical capabilities can be readily assessed(transcripts,reports and references)But soft skills are the major sources of job-related problems and key factors for career failuresCandidates are polished to“
30、Talk the talk and walk the walk,”masking their true long-term personal behaviorGood companies set clear Selection Criteria:(1)Interpersonal skills to get along with people,(2)Aptitude for teamwork,(3)Personal flexibility,(4)Drive to improve continuously,44,Developing,Purpose:To improve knowledge,att
31、itude and skills of employeesKnowledge:Cognizance of facts,truths and other informationAttitude:Customary dispositions toward people,things,situations and informationSkills:Ability to perform specialized work with recognized competence,45,How to Develop People,46,Guidelines for Employee Development,
32、Emphasize employees role in development(good for the individual and company)Appraise present performance and future potentialCounsel for improvement(to induce self-improvement,set example)Successors Development-Career Planning Plan of Some Progressive Companies,47,What Makes a Good Leader,48,Traits
33、of a Leader,List what you think are the five most important traits of a leader,49,Classical Model on Leadership Style,1-Nice Guy2-Loser3-Compromiser4-Task Master5-Ideal Manager,EmphasisOn Task,4,2,1,3,5,ConcernFor People,50,Use of Leadership Style,No single style fits all situationsA persons dominan
34、t style is determined by personality traitsDifferent leadership styles can be effective with different people at different timesA leader must be able to see an organization in multiple frames different color lenses,51,Properties of Organizations,Organizations are complexthey are populated by people.
35、Organizations are surprisingrandom events,expectations differ from results.Organizations are deceptivethey camouflage surprises.Organizations are ambiguouscomplex+deceptive+unpredictable=ambiguous.,52,Looking at Organizations through Different Frames,Structure Framethe factory with leadership as soc
36、ial architectureHuman Resource Framethe family with leadership of empowermentPolitical Framethe jungle with leadership of advocacySymbolic Framethe theatre with leadership of inspiration,53,Central concepts and challenges,Structurerules,roles,policies and attune to structure,task,technology,environm
37、entHumanneeds,skills,relationships and align organizational and human needsPoliticalpower,conflict,competition,politics with an agenda and power baseSymbolicculture,meaning,ritual and create faith,meaning,beauty,54,Structural Frame:Core Assumptions,Exist to achieve goals and objectivesWork best when
38、 rationality prevailsIncrease efficiency through specialization and division of labor,Have structures to fit goals and objectivesHave coordination and controls to align work to goals and objectivesNeed restructuring to remedy problems and performance gaps,55,Human Resources Frame:Core Assumptions,Or
39、ganizations exist to serve the people not the reversePeople and organizations need each other;people need careers;organizations need the energy of people.When the fit between the individual and the organization is poor;they exploit or will be exploitedand both become victims.When they fit,they both
40、win.,56,Human Resources Strategies,Invest in people.Train,educate.Develop measures of human resources management.Share the wealth.Provide autonomy and participation.Focus on job enrichment.,57,Political Frame:Five Propositions,Organizations are arena as well as agent of political play.Life is a race
41、.Organizations are coalitions of various individuals and interest groups.There are enduring differences among the interest groups.Most important decisions involve the allocations of scarce resources.Goals and decisions emerge from negotiating,bargaining,and jockeying for position.,58,Well-springs of
42、 Power in the Political Frame,Position powerauthorityInformation and expertiseControl of rewardsCoercive powerability to block,punish,interfere,Alliances and networksAccess and control of agendasFraming the control of meaning and symbols-unobtrusivePersonal powercharisma,59,Steps in Developing a Pol
43、itical Map,Determine the channels of informal communicationsIdentify principal agents of political influenceAnalyze possibilities of internal and external mobilizationAnticipate the strategies that others will employ,60,Networking and Building Coalitions,Identify relevant relationshipsAssess who mig
44、ht resist,why,and how stronglyDevelop,wherever possible,relationships with opponents to facilitate communication,education,and negotiationWhen Step 3 fails,select and implement more subtle or more forceful methods,61,The Symbolic Frame:,Most of life is ambiguous.High levels of ambiguity undercut rat
45、ionality,decision making,problem solving.The most important about an event is what it means.Activity and meaning are coupled.When facing uncertainty,people create symbols to increase predictability.Many events and processes are important for what they express.,62,What are organizational symbols?,Hum
46、orMyths,fairy talesLogos-Golden archesRitualsHistoryCeremonyAwards,Employee of the month parking placesGolden watchesOffices with windowsPinsmembership,63,Conflicts Under Different Frames,Structurewhen purpose is interfered withHuman resources when relationships is underminedPolitical that are alway
47、s conflicts;emphasis is on tactics and strategiesnot conflict resolutionSymbolic when culture/norms are violated,64,Discussion,How does the different frames of organization affect how we:Make DecisionsOrganizeEvaluateCommunicateMotivate,65,Your Individual Development Plan,66,Example Leadership Profi
48、le,Ability to Provide Direction:(1)Vision-Able to create and project beneficial images(2)Concept-Able to explain most events well,(3)Focus-Is goal oriented,Leadership talents are defined as natural predisposition or recurring patterns of thoughts,feelings and behaviors that can be applied productive
49、lyGallup Organization identified leadership traits through interviewing of 40,000 top-tier mangers over 30-year period,67,Example Leadership Profile,Capacity to Develop Relationship with Others:(1)Relater-Can build trust and be caring(2)Developer-desires to help people grow(3)Multi-relater-Has a wid
50、e circle of relationship(4)Simulator-Can create good feelings in others(5)Team-Can get people to help each other,Drive to Execute-Related to Motivation:(1)Ego drive-Define oneself as significant(2)Competition-Has the desire to win,(3)Achiever-Is energetic(4)Courage-Welcomes challenges(5)Activator-Is
