第十五章 激励和领导权

第十五章激励和领导权Motivation and leadershippiecework 计件工作manual手工的manual labor体力劳动quota定额，限额scrutinize 仔细或彻底检查resentment生气，愤怒deficiency 缺乏，缺少prominent突出的stink有臭味的psychologist 心理学家categorize将分类ingenuity心灵手巧，擅于发明创造subscribe to捐助；订阅；签名，同意，赞成phenomenal 非凡的；格外的，现象的compatible 适合的，适宜的，兼容的incorporate包含，合并，组成公司retaliation报复attain获得；达到，实现conductive有益的proliferation繁殖；增生assembly line 装配线rotation轮换，旋转traffic jam 交通堵塞substantiate用事实支持；证明；证实resilient弹性的，有弹力的morale士气embrace 欣然接受；包括，包含，拥抱human unity人和appropriate timing 天时favorable locality 地利vogue时尚continuum连续统一体一、古典理论the classical theory弗雷德里克·泰勒1911年的著作《科学管理原理》后来被称为古典理论。

这个学说认为，只有钱才能激励工人劳动，他们的生产力和他们的报酬有直接的联系。

换言之，他们得到的收入越多，他们就生产得越多。

First stated in Frederick Taylor’s wok of principles of scientific management in 1911 and later on referred to as the classical theory, this doctrine assumed that workers were motivated by nothing but money, and that their productivity was directly linked with the pay they get. In other words, the more they were paid, the more they would produce.二、霍桑研究the Hawthorne studies人们普遍认为，第一项揭示人际关系的研究是于1924-1932年间在西部电气公司的霍桑工厂完成的，因此称之为做霍桑研究。

通过研究发现金钱并不是决定工人能生产多少的唯一因素。

霍桑研究揭示出非正式组织的重要性。

It is generally agreed that the first revealing studies on human relations were made between 1924 and1932 at the Hawthorne Works Plant of the Western Electric Company, hence the name Hawthorne studies. It was found by the studies that money was not the only factor in determining how much a worker would produce. This revealed the importance of informal organization.更重要的是，研究发现如果人们觉得得到管理人员的特别关注，就会更加努力工作，生产更多产品。

这种效果后来被称作霍桑效应。

More importantly, the studies found that workers tended to work harder and produce more if they felt that they were given special attention from the management. This effect was latter termed the Hawthorne effect.三、马斯洛的人类需求层次理论Maslow’s hierarchy of human needs自我实现的需要←尊重的需要←社会需要←安全需要←生理需要Self actualization needs←esteem needs←social needs←security needs←physiological needs 四、赫茨伯格的双因素理论Herzberg’s two-factor theory1950年，弗雷德里克·赫茨伯格和他的助手提出双因素理论。

根据此理论，有两种因素影响工作的满意度和员工激励。

其一是卫生因素，像金钱、安全、工作条件和监督，被称为卫生因素，是因为它们和生理卫生相似。

第二个是激励因素，包括责任、认同、成就、晋升和挑战。

根据赫茨伯格的理论，如果缺少保健因素，这些因素不会起作用。

但一旦员工对卫生因素感到满意，只有激励因素才能鼓励他们努力工作，多生产更多的产品。

这一发现和马斯洛的需求层次理论非常吻合。

During 1950, Frederick Herzberg and his associates put forward a theory called the two-factor theory. According to this theory, there are two groups of factors that influence job satisfaction and employee motivation. The first are hygienic factors such as money, security, working conditions and supervision. They are called hygienic factors because they are like physical hygienic. The second group are called motivating factors, which include responsibility, recognition, achievement, promotion and challenge. Those factors, according to Herzberg, will not work if hygienic factors are absent. But once employees are satisfied with hygienic factors, only motivating factors can make them work harder and produce more. This finding fits Maslow’s hierarchy of human needs quite well.五、麦格雷戈的X理论和Y理论McGregor’s theory X and theory Y根据麦格雷戈的观点，以X理论为指导的管理者认为人生来就是懒惰的，不负责任的；管理者应该依靠紧密控制、施压，甚至威胁，督促职员工作。

另一方面，以Y理论为指导的管理者认为工作如同休息和游戏一样自然，大多情况下人们承担责任，甚至主动负担责任。

他们还认为许多人具有解决组织问题的丰富的想象力和创造力。

According to McGregor, Theory X managers believe that people are born lazy and irresponsible, and managers should use close control, pressure and even threats to make them work properly. On the other hand, Theory Y managers feel that, to average people, work is as natural as play or rest, and that in most cases people accept and even seek responsibility. They also believe that many people have high degrees of imagination, ingenuity and creativity, which can be used in solving organizational problems.六、大内的Z理论Ouchi’s theory Z七十年代，日本在汽车制造和电子消费品生产上取得的成功掀起了新一轮对人际关系的研究。

美国日裔教授威廉·大内，在他广为传看的著作中，将美国和日本在管理上的风格作比较，发现这两种风格在许多方面迥然不同。

他认为日式管理的特点是其取得巨大成功的关键。

The Japanese success in making automobiles and consumer electronics in the 70s gave rise to another wave in human relations research. In his widely read book The Theory Z, the American professor William Ouchi compared American and Japanese companies in their styles of management and found that the two styles differed greatly in many aspects. He believed that the special characteristics of Japanese-style management were the major reasons for its phenomenal success.但大内不鼓励美国企业无条件地照搬日式管理方法，因为日本的管理方式反映了日本民族的独特特性。

他建议美国企业采用该方法中能和美国文化兼容的那部分。

为此目的，他发明了一个称为Z理论的新模型，体现出日本管理方式的许多特点，但都在其他方面与美国的价值观一致。