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在领导行为中,如能正确运用期望效应,就可最大限度地发挥其激励功能。一般说来,期望效应的运作应抓好下列五个环节。 一、期望的产生。 客观的信息依据是产生积极期望的前提,领导者要广泛搜集下属的各种信息,并进行正确加工,在深入群众、全面了解下属的基础上,对下属的品行、能力、兴趣、特长以及家庭因素和身体状况进行量的研究、质的分析,然后形成对下属的期望。对下属的期望要因人而异,量体裁衣:在期望难度上,不宜过高或过低,要根据下属的具体条件制定目标。
In the leadership behavior, if we can correctly use the expected effect, we can maximize its incentive function. In general, the expected effect of the operation should grasp the following five areas. First, the expected generation. Objective information basis is the prerequisite to produce positive expectations. Leaders should extensively collect all kinds of information of subordinates and conduct proper processing. Based on the in-depth understanding of their subordinates and their subordinates, the leaders should conduct research on subordinates’ conduct, abilities, interests, specialties, Factors and physical status of the amount of research, qualitative analysis, and then form the expectations of subordinates. The expectations of subordinates vary from person to person, tailored: In the expected difficulty, not too high or too low, according to the specific conditions of subordinates to set goals.