(组织行为学 冲突与沟通.ppt

观点（1） ——对于所有群体和组织来说，冲突都是与生俱来的，只有“小”人才害怕冲突 观点（2） ——融洽、和谐的组织容易变得静止、呆滞，对变革、革新反应迟钝，“大”人则善于为组织制造必要的冲突 观点（3） ——合理的冲突有益组织效率与长期健康 ——改善和化解冲突的根本手段在于沟通 ——善于运用和管理冲突才能成为“高”人 本课总结：观点 * Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. Since they see people as responsible and conscientious, managers who follow Theory Y assume the following: 1. Employees can view work as being as natural as rest or play. 2. When committed to their objectives, people will exercise self-direction and self-control 3. The average person can learn to accept, even seek, responsibility. 4. Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand. * Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. Since they see people as responsible and conscientious, managers who follow Theory Y assume th