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问题116:牢骚,是人在心存不满和怨恨时所表现出来的一种情绪,是人的思想的外表形式。领导者面对来自部属的牢骚,应该怎样看待呢?请作答。参考答案:①要辩证地看待牢骚。从某种意义上说,不闻牢骚声,定是不正常。因此,一个成熟的领导者应该具有海纳百川的气度,好话坏话都要听,要引导和鼓励部属提出不同意见。有时牢骚话可以使领导者耳目一新,重新调整思路,作出正确决策。②要正确地分析牢骚,择其善者而从之,对牢骚话要作实事求是的分析,不能一概而论。对于积极的牢骚,领导者应认真听取,慎重对待,不能一听了之;对于消极的牢骚,领导者要旗帜鲜明… 相似文献
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邓小平同志曾经指出:“一个革命政党,就怕听不到人民的声音。”而听什么、怎么听、听的效果如何,这不单单是带着耳朵就能解决的简单问题,对于一个领导者来说,这是领导能力和领导艺术在实际工作中的重要体现。因而,作为一名领导干部,一定要学会和掌握听的本领、听的艺术。谦听。态度决定效果,虚心而又耐心地听人讲话是成熟的领导者应具备的品格与气度。经验告诉我们:发生在讨论、争辩中的冲突,并不一定是因为双方意见不一致而产生的,往往是由于一方或双方在听的态度上较武断而造成的。作为领导者,要做到谦听,首先,要认清听的意… 相似文献
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一个聪明的领导者,每当其在工作中感到无计可施时,就应学会带着问题多到上面、下面和外面走走,以激活自己的工作思维,不断丰富自己的决策储备。多往上走,摸摸上级有何新设想、新精神。上级在工作上的一些新设想、新精神,往往是领导者形成新思维的启动点。而摸清上级在工作上的新设想和新精神,应注意三点:一是找准对象。领导者要善于多找上面的一把手、分管领导和有关职能人员,力求摸到的情况具有层次性、代表性和启发性。二是注意摸法。要善于在合适的场合进行工作汇报和请示,巧妙地引导上级领导给自己指点工作上的迷津,这样还能给上级领导… 相似文献
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对于领导者而言,决策压力和决策风险与其决策行为是相伴而生的。疏解决策压力,要在思想上正确认识压力,全面把握、准确了解所要面对的决策对象,在时间上把握好决策的度,善于把复杂的问题简单化。降低决策风险,要严格按决策程序进行决策,依法依规进行决策,拓宽思路进行决策,进行集体决策,认真倾听和采纳专家意见,注重听取上级领导和领导部门的意见,广泛听取群众意见,做好后续决策。 相似文献
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问题124:“天天作指示”是领导工作的大忌。领导者一旦染上这种坏作风,必然给上下级关系蒙上阴影,给工作带来不应有的损失。你若作为一名领导者,怎么才能避免“天天作指示”呢?请作答。参考答案:①对于任何一级的领导干部来说,必须用主要精力思考战略问题,善于从宏观上把握整体,不断提高总揽全局的水平,这是根治“天天作指示”病症的良方。②“天天作指示”决不是说领导者不要及时地详尽地了解情况。相反,作为一个合格的领导者,一刻也不能离开对实际情况的真切掌握,特别是对于牵涉全局的重大问题,更要反复权衡,多方比较方可作出指示。只有这… 相似文献
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<正> 当好领导的参谋,是办公室主任的一项重要职责。在实际工作中,有的办公室主任善于给领导出谋献策,领导者也乐于倾听他的意见;有的办公室主任尽管也“参”个不停,领导者却很少采纳他的意见;而有的办公室主任则不切实际地乱“参”一通,给领导出“馊主 相似文献
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《Journal of Organizational Behavior Management》2013,33(3):29-49
Abstract The thoughtful behavior analysis of organizational leadership and resistance to change by Goltz and Hietapelto (2002) inspired this follow-up article. Goltz and Hietapelto propose that organizational power is determined by the magnitude, frequency, and quantity of consequences under a person's control, and that people resist change when their consequence control is threatened. This presentation extends the Goltz and Hietapelto article by describing 14 distinctions between management and leadership, and offering 16 guidelines for effective leadership that involve more than consequence control. Thus, while managers obtain their influence by controlling other peoples' consequences, leaders go beyond consequence control to benefit the behaviors and attitudes of their colleagues and coworkers. The leadership guidelines are founded on behavioral research and are relevant and practical for any organizational employee, even those who have only minimal influence on the meaningful consequences of their own and others' work life. 相似文献
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《The Leadership Quarterly》2020,31(2):101404
Evolutionary perspectives are part of any comprehensive explanation of leadership and, more generally, hierarchy formation in groups. This editorial describes contributions to a special issue on the theme of “The evolution and biology of leadership: A new synthesis”, and we reach four main conclusions. First, leadership has been a powerful force in the biological and cultural evolution of human sociality. Humans have evolved a range of cognitive and behavioral mechanisms (adaptations) that facilitate leader-follower relations, including safeguards against overly dominant leaders. Second, how these adaptations interact with local ecological and cultural contexts produces cultural variation in leadership preferences, and in the structure of human organizations more broadly. Third, an evolutionary perspective creates consilience between the social and natural sciences, by integrating leadership theory from diverse fields such as biology, psychology, neuroscience, anthropology, economics, and political science. Fourth, evolutionary approaches – and specifically the collection of articles in this theme issue – produce and test novel hypotheses, such as regards (i) the critical role of leadership in cooperation, (ii) the importance of contextual factors in leader emergence and effectiveness, (iii) interactions between genetic and cultural influences on leadership, and (iv) obstacles and opportunities for women leaders. 相似文献
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在渠道关系中,制造商与零售商的利益往往是相互冲突的,制造商面对强势零售商时处于弱势,而面对弱势零售商时则处于强势。基于不同时期零售商零售成本对称与不对称, 以及强势零售商向制造商规定供货价格而弱势零售商接受制造商的供货价格这两个前提进行分析,通过图形和数学模型来分析制造商的2种战略行为——定价战略和促销战略,以及制造商如何通过这2种战略使其利润最大化。同时,结合中国零售业完全开放的国情,讨论在零售成本非对称的情况下,制造商的2种战略行为对增加其自身利益的有效性及对中国零售业的启示。 相似文献