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บทที่ 7 - การชี้นำ
บทที่ 7 - การชี้นำ
บทที่ 7 - การชี้นำ
Leading
(Leadership)
(Planning)
(Organizing)
(Leading) (Commitment)
(Enthusiasm)
(Controlling)
(Foundations of Behavior), (Leadership),
(Motivation at Work), (Coordinating) (Communication)
152
7-1
: Robbins Coulter, 1999 :418
7.1.1 (Attitude)
(Commitment) (Job Satisfaction)
(Rates of Turnover) (Rates of Absenteeism)
(Robbins Coulter, 1999 : 423)
3 (Cognitive Component)
(Affective Component)
(Activity Component)
(, 2544 : 199-200)
153
(Attitude Survey)
,
, ,
(Robbins Coulter, 1999 : 423)
7.1.2 (Personality)
(Adler ,
2544 : 40)
4
7.1.2.1 (The Ruling Types)
154
3) (Conscientiousness)
4) (Emotional Stability)
5) (Openness to Experience)
5
(Conscientiousness)
(Extraversion)
(Robbins Coulter, 1999 : 426)
(Jung , 2544 : 41)
2
1) (Extroversion)
2) (Introversion)
(, 2544 : 41)
(Friedman Rosenman, Robbins and Coulter, 1999 : 402 ,
2544 : 89) Type A Type B
Type A
Type B Type A , ,
, , , , ,
, ,
Type B , , , ,
, ,
155
7.1.3 (Perception)
2
(Sensation) (Perception)
(Cognitive Process)
(, 2544 : 71)
7-2
: , 2543 : 203
156
7-3
: , 2543 : 215
7.1.4 (Learning) (General Learning Concepts)
(Mondy Noe, 1996 : 233-235)
1) (Reinforced)
2)
3)
4)
5)
6)
7)
8)
(Conformity) ,
(Anxiety), (Shyness), (Acquiescence)
(Initiative and Creativity)
157
9)
10)
11)
12)
13)
14) (Recall)
(Organizational Behavior)
7.2 (Leadership)
158
(2541 : 254)
7.3
(Leader) (Manager)
( , 2538 : 158)
(Influence), (Group
processes), (Personality), (Compliance), (Particular behaviors),
(Persuasion), (Power), (Goal Achievement), (Interaction),
(Role Differentiation), (Initiation of Structure)
(Combinations of two or more of these) (Luthans, 1992 :
270)
(Bennis Luthans, 1992 : 269)
7-1
159
7-1
(Administers)
(Innovates)
(Imitates)
(Originates)
(Maintains)
(Develops)
(Focuses on system (Focuses on people)
and structure)
(Relies on control)
(Inspires trust)
(Short-range view)
(Long-range perspective)
(Asks how and (Asks what and
when)
why)
(Eye on the bottom line)
(Eye on the horizon)
(Accepts the status quo)
(Challenges the status quo)
(Classic good soldier)
(Own person)
(Does things right)
(Does the right thing)
: Luthans, 1992 : 269
7.4
(Need for Power)
(Sources of Power) (Schermerhorn, 1999 : 264)
7.4.1 (Reward Power)
(Position Power)
, , ,
7.4.2 (Coercive Power)
160
(Position Power)
,
7.4.3 (Legitimate Power)
(Position Power)
7.4.4 (Expert Power)
(Personal Power)
7.4.5 (Referent Power)
(Identification)
(Personal Power)
7.5
(Barnard Schermerhorn, 1999 : 265)
(Acceptance theory of authority)
4
1)
2)
3)
4)
161
2) (Behavioral Theories)
3) (Contingency Theories)
7.6.1 (Trait Theories)
(Trait Theories) (Born
to be Leader)
, ,
(, 2543 : 189)
124 .. 1950
(Intelligence),
(Alertness), (Understanding of The Task),
(Initiative and Persistence in Dealing with Problems), (Self-confidence)
(Responsibility) (Arnold Feldman, 1986 : 123)
162
2) (Social Maturity)
3) (Inner Motivation and Achievement Drives)
4) (Human Relations Attitudes)
(Dubrin Ireland, 1993 : 270-274)
1) (Cognitive Skills)
(Insight) ( , 2543 : 133)
3
1.1) (Problem-solving Ability)
1.2) (Insight into People and Situations)
163
164
3) (Relationships with Subordinates)
8) (Supportive ness)
7.6.2 (Behavioral Theories)
(Trait Theories)
165
7.6.2.1 (Iowa Studies) (Ronald
Lippitt) (Ralph White) (Experimental Research) .. 1930
(Kurt Lewin) (The University of Iowa)
(Group Dynamics) (Cognitive
Theory) 10 (Hobby Clubs)
3 ,
19 20
(Leadership Styles) 3
) (Autocratic Leadership)
(Luthans, 1992 : 270)
) (Democratic Leadership)
) (Laissez-faire Leadership)
3
7.6.2.2 (Ohio Studies)
(Bureau of Business Research) ..1945
166
7-4
7.6.2.3 (Michigan Studies)
(Job-centered) (Employee-centered)
167
) (Job-centered)
) (Employee-centered)
7.6.3.1 (Fiedlers Contingency Model)
(Fred Fiedler)
(Leadership Style) (Situational Demands)
(Least-preferred Coworker Scale LPC)
LPC 7-5
3
(Quality of Leader-member Relations)
(Good or Poor),
(The Degree of Task Structure)
(Strong or Weak)
8 3
(
, )
( , )
7-6
168
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876543 21
169
LeaderMember
Relations
Task
Structure
Position
Power
Good
Good
Good
Good
Poor
Poor
Poor
Poor
High
High
Low
Low
High
High
Low
Low
Situational Very
Control
High
Preferred
Leadership
Styles
Very
Low
7-6
7-6 (Situational
Control), (Leadership Style) (Leader Effectiveness)
2 (Task-oriented) (Relationship
oriented)
()
(Style)
(Situation)
(highControl) (Leader-member Relations) , (Task
Structure) (Position Power)
170
(Task Structure)
(Position Power)
(Leader-member Relations)
(Low-control) (Task-oriented Style)
(Relationship oriented Style)
7.6.3.2 - (Hersey-Blanchard Situational
Leadership Model) (Style)
(Readiness)
4
) (Delegating)
) (Participating)
) (Selling)
) (Telling)
(Delegating)
(Telling Style)
(Participating Style)
(Selling)
171
7-7
: Schermerhorm, 1999 : 271
(Managerial grid) (Blake) (Mouton)
(,
2543 : 192) 2
(Concern for People) (Concern for Production)
7-8
5
7-8
172
7-8
: Blake Mouton, 1985 : 12
1) (Team Management) 9, 9
4) (Authority-obedience Management) 9, 1
( 9) ( 1)
5) (Impoverished Management) 1, 1
173
4
(, 2537 : 47)
174
(, 2541 : 124)
7.7 (Motivation at Work)
Vroom (1995 : 7)
(Lower Organisms)
175
(Needs) (Drives)
(Incentives)
Bolles (1967 : preface) (Agency) (Factor)
(Force)
(2543 : 208)
(2533 : 101)
(Goal)
(Drive)
(Need)
(2529 : 41)
(Goal)
(Needs) (Drives) (Incentives)
7-9
7-9
176
(Needs Theories)
(Motivation Theories)
(Content Theories) (Process Theories)
(What Motivates Behavior)
Maslows Needs Hierarchy. McClellands Learned Needs Herzbergs Motivatorhygiene Theory
(How and why we use information to decide what to do)
Expectancy Theory, Equity Theory Control Theory (Cherrington, 1994 : 132)
Luthans (1992 : 155)
4
20 (Scientific Management)
(Human Relations)
(Expectancy Theories) 7-10
177
(Needs), (Drives), (Incentive) (Stage of
Motivation)
(Motivation at Work)
7.7.1 (Needs)
(Drive) (Physiological Need)
(Environmental Need)
() (, 2537 : 189)
7.7.2 (Drives)
(Hunger Drives)
(Drives) (Motive)
(, 2537 : 189)
7.7.3 (Incentive)
(Positive)
(Negative)
10,000 100 (, 2537 :
205)
4
(, 2537 : 189-190)
1) (Need Stage)
178
2) (Drive Stage)
3) (Behavior Stage)
4) (Drive Reduction Stage)
7-11
: , 2537 : 191
(,
2537 : 191)
Robbins (1993 : 206-235)
(Early Theories
of Motivation) (Contemporary Theories of Motivation)
Hierarchy of Needs Theory, Theory X and Theory Y
Motivation-Hierarchy Theory ERG Theory,
179
McClellands Theory of Needs, Cognitive Evaluation Theory, Task Characteristics Theories, Goal-Setting
Theory, Expectancy Theory, Reinforcement Theory Equity Theory
7.8
7.8.1 (Henry A. Murray, 1938)
(Freud), (Lewin) (Tolman) 30
(Achievement), (Affiliation),
(Aggression), (Autonomy), (Endurance),
(Exhibition), (Harm Avoidance), (Impulsivity),
(Order), (Power), (Succedanea)
(Understanding) (Arnold Feldman, 1986: 30-31)
7.8.2 (Hierarchy of Needs) (Maslow, 1954)
5
(Content Theories) 7-12
7-12
: Robbins, 1993 : 207
180
7 -13
: Arnold Feldman, 1986 : 53
181
7.8.3 (Two-factor Theory) ..1959 (Herzberg)
200
(Good Feelings)
(Bad Feelings)
2
2 (Hygiene Needs) (Extrinsic Factors)
(Motivator Needs) (Intrinsic Factors) (Dipboye , 1994 :
148) (Content Theories)
(Hygiene Factors)
(Motivator Factors)
7-14
182
7-14
(Satisfiers)
(Dissatisfies)
(Hygiene Factors)
(Motivator Factors)
2 (Two-factor Theory)
7.8.3.1 (Satisfiers)
(Motivator Factors) (Intrinsic Factors) 6
(Achievement), (Recognition), (Work-itself),
(Responsibility), (Advancement) (Possibility of Growth)
7.8.3.2 (Dissatisfies) (Hygiene
Factors) 8
(Company Policy and Administration), (Technical Supervision),
(Working Condition), (Interpersonal Relations), (Salary),
(Status), (Job Security) (Factors in Personal Life)
183
3)
X
(Stick Approach)
Y X
1)
2)
3)
4)
5)
Y X
(Carrot Approach)
7.8.5 ERG (ERG Theory) ..1969 (Alderfer)
(Yale University) (Maslow)
(Empirical Research) ERG (ERG Theory)
(Content Theories)
(Core Needs) 3 (Robbins, 1993 : 211)
7.8.5.1 (Existence Needs - E)
(Physiological Needs) (Safety
Needs)
184
7.8.5.2 (Relatedness - R)
(Social Needs) (Esteem Needs)
7-15 ERG,
: Luthans, 1992 : 161
ERG ERG
ERG
(Frustration Regression)
(High-level Need)
(Low-level Need)
(Robbins, 1993 : 211 212)
185
ERG
(Robbins, 1993 : 212)
ERG ERG
(Robbins, 1993 : 212)
7.8.6 (Achievement Theory) ..1961 (McClelland)
(Content Theories)
7.8.6.1 (Need for Achievement - nAch)
(nAch)
(, 2537 : 27)
(nPow)
(Robbins, 1993 : 213)
(nAff)
(Robbins, 1992 : 213-214)
186
(McClelland, Burnham Boyatzis Robbins, 1993 : 214)
7.8.7 (Expectancy Theory) ..1964 (Vroom)
(Expectancy Theory)
(Process Theory)
(Decision Making
Theory)
, ,
(Jeremy Bentham), (John Stuart
Mill) 18-19 (Hedonism)
(Pleasure) (Pain) (Cherrington, 1994 : 148)
..1930-1940
(Lewin) (Tolman)
0 1 0
1 (Cherrington, 1994a: 148)
3
(Valence), (Instrumentality) (Expectancy)
Expectancy- Valence Theory, Instrumentality Theory - Valence- Instrumentality - Expectancy
(VIE) Theory (Cherrington, 1994 : 149)
(, 2542 : 112)
2
(Valence)
187
(Expectancy) 2
(, 2537 : 29-30) 3
7.8.7.1 (Valence)
Valence
Valence
(, 2542 : 112)
7.8.7.2 (Instrumentality)
Valence
2
2 (, 2542 : 113)
7.8.7.3 (Expectancy)
1
1
1 2 (, 2542 : 113)
Valence
(, 2542 : 113)
(The
Determinants of Effort)
(Expectancy)
(Instrumentality)
(Valence) (Cherrington, 1994 : 149)
7-16
188
(Perceive)
1) (E
P (expectancy))
Effort-performance linkage (Robbins, 1993 : 227)
2) (P
O (Instrumentality))
Performance-reward Linkage (Robbins, 1993 : 227)
3) (O (Valence)) Attractiveness (Robbins, 1993 : 227)
(Effort) (Expectancy),
(Instrumentality) (Valence)
3
7-17 (Cherrington, 1994 : 150)
Effort = exp (I V)
EP
Expectancy:
P
O
Instrumentality:
Effort or force
Effort = exp (I V)
O+
Valence:
189
2
(First - level Outcomes)
(Second - level Outcomes)
(Cherrington, 1994 : 150-151)
7-18 7-2
7-18
: Luthans, 1992 : 163
7-2
E P
P O
Expectancy
Expectancies
Valences
Motivation
190
(E P Expectancies)
2 (Abilities) (Self - confidence)
(E
P Expectancies)
(E
P Expectancies)
(E P Expectancies) (Arnold
Feldman, 1986 : 60-61)
(Highest Valence)
(P
O Expectancies)
(Arnold Feldman, 1986 : 61)
7-19
7-19 VIE
: Fincham Rhodes, 1994 : 118
191
VIE 50
+ 10 -10
(Motivation Force)
() (Valence x Instrumentality) + (Valence x
Instrumentality) + Expectancy 4
(0.9 x 6) + (0.5 x 8) + (0.3 x 5) + (0.6 x 9) = 16.3 16.3 x 0.5 = 8.15
,
,
(Robbins, 1993 : 228)
7-20
: Porter Lawler ( Cherrington, 1994 : 152)
192
(Cherrington, 1994 : 152)
(Job Perceptions) (Abilities),
(Skills), (Effort) (Role Perceptions)
(Cherrington, 1994 : 151)
(Job Description)
(Cherrington, 1994 : 151)
7-20 (Performance)
(Extrinsic Outcomes) (Intrinsic Outcomes)
(Job Design)
(Values of The Worker)
(Cherrington, 1994 : 152)
(, 2542 : 117)
( , 2529 , 2537 : 30)
193
7-21
: , 2542 : 116
1) (Value of Reward)
5) (Role Perception)
6) (Performance)
194
()
9) (Satisfaction)
7.8.7.5 (Equity Theory) .. 1965 (Adams)
(Equity Theory) (Cognitive
Dissonance Theory) (Exchange Theory)
(. 2542 : 117)
3
195
7-3
(100)
(100)
(100)
(100)
( )
(100)
(125)
( )
: Fincham Rhodes (1994 : 115)
(100)
(100)
(100)
(125)
(100)
(100)
(, 2542 : 118)
(, 2542 : 118)
7.8.7.6 (Reinforcement Theory)
(Process Motivation)
(Skinner, 1953)
(Arnold Feldman,
1986 : 68) (Positive Reinforcement) (Stimulus)
(Positive Consequences)
(Negative Consequences)
196
(Rein Forcers)
(, 2537 : 34)
(Congratulate)
(Rein Forcer)
(Arnold Feldman, 1986 : 68)
7-22
7-22 Skinner
: , 2537 : 34
(Reward) (Punishment)
4
(Arnold Feldman, 1968 : 69)
7-4
() (Positive Rein Forcer)
(Arnold Feldman, 1986 : 69)
197
(Negative Reinforcement)
(Negative Rein forcer)
(Harass)
(Badger)
(
)
(Negative Rein forcer) (Arnold Feldman, 1986 : 69)
(Punishment)
(Berate)
(Arnold Feldman, 1986 : 69)
(Extinction)
(Recognition) (Support)
(Arnold Feldman, 1986 : 69)
1)
2) (Task)
3)
198
7.9 (Coordinating)
( , 2538 : 170-171)
2 (Internal and
External Coordination) (Vertical and Horizontal
Coordination)
7.9.1 (Internal and External Coordination)
7.9.2 (Vertical and Horizontal Coordination)
7.10 (Communication)
199
Sender
Transmission Channel
Receiver
Idea
Encode
Message
Interpretation
Action
Feedback
7-23
: , 2529 : 213
200
5
1) (Sender)
2) (Message)
(, 2533 : 55)
3) (Channel)
(, 2536 : 431) (Robbins,
1993 : 329)
4) (Receiver)
(, 2533 : 56)
5) (Feedback)
(2529 : 154)
(Downs Hazen, 1977) Kongchan, 1985 : 18-19)
8 (General Organizational Perspective),
(Organizational Informal), (Personal Feedback),
(Relation with Supervisors),
(Horizontal and Informal Communication), (Relation with
201
202
) (Informal Communication)
7.10.2.2 2
) (One-way Communication)
(Feedback)
) (Two-way Communication)
7.10.2.3 3
) (Downward Communication)
) (Upward Communication)
) (Horizontal or Lateral Communication)
203
7-24
7-24
7.10.3 (Communication Network)
C
A
204
A
B
205
A
B
206
A
7-30
B
A
D
E
7-30 Y Network