7

Leading

(Leadership)
(Planning)
(Organizing)
(Leading) (Commitment)
(Enthusiasm)
(Controlling)

(Foundations of Behavior), (Leadership),
(Motivation at Work), (Coordinating) (Communication)

7.1 (Foundations of Behavior)

(Organization Behavior - OB) 2
(Individual Behavior)
(Attitudes), (Personality), (Perception), (Learning)
(Motivation) (Group Behavior) (Norms),
(Roles), (Team Building) (Conflict)
(Employee Productivity),
(Absenteeism), (Turnover) (Job Satisfaction)
(Robbins Coulter, 1999 : 419)
7-1

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)

7.1.2.2 (The Getting Types)

7.1.2.3 (The Avoiding Types)

7.1.2.4 (The Socially Useful Types)



(Model) The big-five Model of
Personality 5 (Robbins Coulter, 1999 : 426)
1) (Extraversion)
(Assertive Behavior)
2) (Agreeableness)

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)

(Luthans, 1992 : 269)

(Keys Case Newstrom Davis, 1993 : 222)

(Robbins, 1993 : 365)

158

(2530 : 108) (Leadership)

(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

7.6 (Leadership Theories)

3 (Robbins, 1993 : 366-386)
1) (Trait Theories)

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

(Davis , 2541 : 257-258) 4

Human Relation at Work
1) (Intelligence)

(Perceive)

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)

1.3) (Technical and Professional Competence)

163

2) (Personality Traits and Characteristics)

2.1) (Self-confidence)
60



2.2) (Power Motive)

2.3) (Need for Achievement)

2.4) (Sense of Human)

2.5) (Enthusiasm)



2.6) (Assertiveness)
3
(Aggressive) (Passive)
(Assertive)

164

3) (Relationships with Subordinates)

4) (Interpersonal Skills) (Henry

Mintzberg) (Figurehead Role)
, (Leader) , ,
,
(Liaison Role)


(Robbins Coulter, 1999 : 13)
5) (Leading by Example)


6) (Sensitivity and Tact)



7) (Maintaining High Expectations)

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

(Leader Behavior Description Questionnaire-LBDQ)

LBDQ (Consideration)
(Initiating Structure) (, 2541 : 260)
) (Consideration)


) (Initiating Structure)


4 7-4
1.
2.
3.
4.

7-4



7.6.2.3 (Michigan Studies)

(Job-centered) (Employee-centered)

167

) (Job-centered)

) (Employee-centered)

7.6.3 (Contingency Theories)

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

7-5 (Least Preferred Coworker (LPC) Questionnaire)

: Robbins Coulter, 1999 : 522

169

LeaderMember
Relations
Task
Structure
Position
Power

Good

Good

Good

Good

Poor

Poor

Poor

Poor

High

High

Low

Low

High

High

Low

Low

Strong Weak Strong Weak Strong Weak Strong Weak

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

(Schermerhorn, 1999 : 272)

7-7

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

2) (Country Club Management) 1, 9

( 9)
( 1)

3) (Organization Man Management) 5, 5

4) (Authority-obedience Management) 9, 1
( 9) ( 1)

5) (Impoverished Management) 1, 1

173

7.6.4 (Path-Goal Theory)

(House)
(Arnold Feldman, 1986 : 130)

4 (House Mitchell, 1974 : 81 97)

7.6.4.1 (Directive Leadership)


7.6.4.2 (Supportive Leadership)



7.6.4.3 (Participation Leadership)

7.6.4.4 (Achievement-oriented Leadership)




(Luthans 1992 : 280 281)

4



(, 2537 : 47)

174

(, 2541 : 124)

7.7 (Motivation at Work)

Daft (2000 : 534)

Griffin (1999 : 484)

Vroom (1995 : 7)
(Lower Organisms)

Cherrington (1994 : 132) (Intensity) (Direction)

(Persistence)

Dubrin Ireland (1993 : 294)

Luthans (1992 : 147)

175

(Needs) (Drives)
(Incentives)
Bolles (1967 : preface) (Agency) (Factor)
(Force)
(2543 : 208)

(Needs), (Force), (Effort), (Goal)

(2537 : 187) (Motivation)

(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

7-10 , : Luthans, 1992 : 155

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

7.8.2.1 (Physiological Needs)

180

7.8.2.2 (Security and Safety Needs)

7.8.2.3 (Social Needs)

7.8.2.4 (Esteem Needs)





7.8.2.5 (Self-actualization Needs)

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

7.8.4 X Y ..1960 (McGregor)

(Massachusetts Institute of Technology) 2

X Y (Content Theories)
X
1)
2)

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)

7.8.5.3 (Growth Needs - G)

(Esteem Needs)
(Self-actualization Needs)
Herzberg, Maslow Alderfer 7-15

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)

7.8.6.2 (Need for Power - nPow)

7.8.6.3 (Need for Affiliation - nAff)

(nAch)

(, 2537 : 27)
(nPow)

(Robbins, 1993 : 213)
(nAff)


(Robbins, 1992 : 213-214)

186

(Personal Responsibility), (Feedback)

(Moderate Risks)
(McClelland Winter
Robbins, 1993 : 214)

(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

7-16 Effort, Performance Outcome

: Cherrington, 1994 : 150

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:

7-17 , : Chrrington, 1994 : 150

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

: Arnold Feldman, 1986 : 61

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)

7.8.7.4 (Porter) (Lawler) ..1968

(Porter ) (Lawler ) (Expectancy Theory)

()




(, 2542 : 116-117)

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)

2) (Perceived Effort Reward)

( )
3) (Effort)
(Interaction)
4) (Traits and Abilities) ()

5) (Role Perception)

6) (Performance)

194

()

7) (Reward) (Extrinsic and

Intrinsic)


8) (Perceived Equitable Reward)

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

: Arnold Feldman, 1986 : 69

(Positive Reinforcement)

() (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

(Newstrom Davis, 1993 : 91)

(Koontz Weihrich, 1988 : 461)

(Arnold Feldman, 1986 : 154-155)
4 1 ,
2 , 3 4

(2530 : 134) (Communication)

7.10.1
(Communication Process) (Sender) (Message)
(Channel) (Receiver)
(Interpretation) (Feedback) 7-23

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

Subordinates), (Media Quality) (Communication Climate)

8

,







( , 2529 : 44)
.. 2526
20,000


(, 2529 : 43)






( , 2529 : 45)
7.10.2


7.10.2.1 2
) (Formal Communication)

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)

7.10.3.1 (Wheel Network)

A
A 7-25

C
A

7-25 Wheel Network

204

7.10.3.2 (Chain Network)

A
B C B C E D
A
B C B A E C A
D D E B C 7-26

7-26 Chain Network

7.10.3.3 (Circle Network)
D E
B D 2 E D A
C D 7-27

A
B

7-27 Circle Network

205

7.10.3.4 (Star Network)

A D E C B E B
C D D A B B A
C E A D A 7-28

A
B

7-28 Star Network

7.10.3.5 (All channel Network)

7-29

7-29 All channel Network

7.10.3.6 Y (Y - Network)
A 2 B C D E
B A A
C C

206

A
7-30

B
A
D
E

7-30 Y Network