哈佛大学商学院第10位院长Nitin Nohria教授： 员工激励的四力模型(英文+应用）

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http://www.pinggu.org/bbs/thread-843501-1-1.html




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关键词：哈佛大学 员工激励 Tin 商学院 motivation 模型 英文 员工

1# helpfulman37

2# helpfulman37


如果注意一下，大家可以看出这个四力驱动模型，实际上也是一个"ABCD"模型。

3# helpfulman37



http://www.prlawrence.com/documents/articles/humane_leadership.html

4# helpfulman37


一般领导做 到了什么情感驱动，而在哪些方面又忽略了呢？

When humane leadership treats all stakeholders as shown in this slide, it will be activating and contributing to the fulfillment of all four of the basic drives, the ultimate motives, of humans. I hypothesize that the productive energy released by this motivating process, the value added, will exceed by far that generated by following the prescriptions of agency theory, the currently dominant theory in our business schools. Who among us will want to teach agency theory as a sound scientific theory when it can be shown clearly to be seriously incomplete? Yes, humans have drives to acquire and to defend, but they are only two of four. Trying to run a corporation on just two drives is like running a four-cylinder car with only two cylinders firing. Humane leadership does not deny the rational self-interest of Agency Theory; humane leadership theory actually provides a much longer-term and broadened definition of self-interest that makes it more rational, and much more reflective of our evolved innate nature.

Nitin Nohria当选哈佛商学院第十任院长

Marketwire 2010年5月5日马萨诸塞州波士顿消息电/明通新闻专线/--

    2010年5月5日，哈佛大学校长 Drew Faust 宣布，哈佛大学商学院Richard P. Chapman工商管理学院教授Nitin Nohria将成为该院第10位院长。

    作为一位研究领导和组织变化的学者，Nohria原先曾担任过学院负责教师发展的高级院长助理和组织行为部门主管。从1988年起他一直是哈佛大学商学院教员，当前是哈佛大学商学院领导力计划联席主席，他将在7月1日接任这一新的职位。

    Nohria将接替去年12月宣布计划在2009-2010学年结束时退休的Jay Light。后者在哈佛大学商学院担任了5年的院长，并在学院工作了40年。

    Faust表示：“这对哈佛大学商学院和更普遍的工商管理教育都是一个重要时刻，我很高兴看到Nitin Nohria同意领导哈佛大学商学院继续前进。他是一位卓越的学者、教授和导师，具有全球眼光和跨传统学科领域协作的本能。他非常了解学院并对创新有着强烈的欲望。他深入了解学院对严谨和关联的承诺——深知严肃的学者态度对实践的强大影响。他是一个不仅研究领导力而且在与人交往和思想交流、思考组织变化和看待未来挑战上体现了领导者品质的人。”

    Nohria表示：“感谢Faust校长给了我这次机会，我能继承很多杰出的院长，包括Jay Light的事业，感到责任重大和荣幸。对继承哈佛大学商学院在突破性思想和变革性教育经验上的引以为豪的遗产，有种重大的责任感。工商管理教育正处于一个转折点，我们必须努力成为有能力、品格高尚的未来型领导人，解决新出现的全球商业和社会挑战。当我们进入学校第二个百年时，我期待与学校的教师、职工、学生和校友共同努力，为哈佛大学商学院塑造一个愿景，使它在未来100年里依然是工商管理教育发展的航标。”

    Light表示：“Nitin Nohria将是哈佛大学商学院一位神奇院长，作为敏锐的领导力学者和有思想有能力的学术领导人，他在我们社区受到广泛的尊敬。他非常相信学院的突出使命和在世界上的作用。他将有力地实施使这个学院成为一块特殊之地的目标和战略。”

    Nohria在1984年获得了印度孟买理工学院化学工程理工学士学位，2007年他还获得了该校的杰出校友奖。1988年他获得了麻省理工学院Sloan管理学院管理专业博士学位，并赢得行为和政策学科突出博士论文奖。1988年他加入哈佛大学商学院，担任助教。1993年他被授予副教授，1997年被提拔为终身教授，1999年成为Richard P. Chapman工商管理学院教授。

    他当前的学术兴趣包括领导力实践和理论、人类动机研究、对企业成功至关重要的管理实践分析以及全球化带来的战略和组织挑战。

    他与人合著或合编了16本著作，发表了超过50篇文章和数十篇教学案例和笔记。最近他出版的著作“领导力理论与实践手册（Handbook of Leadership Theory and Practice）”(2010，与Rakesh Khurana合编)，介绍了在2008年哈佛大学商学院建校100周年纪念活动中，他组织的一次推动严肃领导学学术研究的学术讨论会的内容。

    最近出版的其他著作还探索了不同背景领导人如何掌管美国企业("Paths to Power," 2006年，与Anthony Mayo和Laura Singleton合著)；成功企业组织的管理实践差异 ("What Really Works," 2003年，与William Joyce和Bruce Roberson合著)；从20世纪最后一个季度工业企业下滑中得到的经验教训("Changing Fortunes," 2002年，与Davis Dyer和Fred Dalzell Jr.合著)；推动人类动机和选择成形的基础("Driven," 2001年，与Paul Lawrence合著)；雄心如何造就伟大的成功者("The Arc of Ambition," 2000年，与James Champy合著)。他在1997年出版的著作“The Differentiated Network: Organizing Multinational Corporations for Value Creation”，赢得了管理学院George R. Terry年度图书奖，此书被誉为为管理知识的发展做出了最突出的贡献。

    Nohria曾担任过哈佛大学商学院各种高级职务：包括从1998年到2002年担任组织行为部门主席、2003年到2004年担任研究部门主管和2006年到2009年担任负责教师发展的高级院长助理。2009年7月他成为哈佛大学商学院领导力计划联席主席，并担任哈佛大学院系间高级领导力计划执行委员。

    Nohria曾教授商学院的M.B.A.、博士和行政教育课程。他负责过第1年的“领导和组织行为”课程，他还联合领导过设计第1年“领导和公共会计课程”的团队。最近他讲授了“在印度打造全球企业”和“新CEO研讨会”等行政教育课程。过去20年里，除讲授领导力课程外，他还是很多哈佛大学商学院博士生的导师，多年来也教授跨院系组织行为博士课程和负责哈佛大学商学院案例编写和课程开发。今年年初，他成为合作设计和教授1月学期“分裂中的世界里的忠诚和领导力”研讨班的哈佛学院四位导师之一。

    Faust在致哈佛大学商学院社区的任命信中表示，她“在这次寻找院长的过程中，从大量的非凡思想中受益匪浅。”她还表达了对“很多（人）的感谢，他们分享了有益的观点，不仅有关院长候选人，而且有关商学院面临的更大问题和机会。”她也感谢教师咨询小组在这次寻找院长的过程中提供的帮助。她表示：“这次寻找院长对我来说是一次无价的教育，使我非常自信，哈佛大学商学院在全体教师、学生、职工和校友的大量参与和积极支持下，地位正在不断加强。”

    关于哈佛大学商学院

    哈佛大学商学院成立于1908年，是哈佛大学的分院，校园位于波士顿，占地面积40英亩。学院拥有200多名教师，提供了MBA和博士学位全日制课程以及超过140项开放入学和客户行政教育课程。在1个世纪里，哈佛大学商学院以自己的研究、与全世界组织机构合作的经验，以及对教学的热情培养了改造全球工商管理实践的领导人。

tai hao le nin

7# linxibupt



《管理你的企图心》也是他的一本著作，是他与钱皮合著的。

前几天一直在思考 该理论与马斯洛需求层次理论之间的关系，从下面这段材料，终于找到了答案。

Studies on motivation make a distinction between needs and drives. Needs are deficiences (physiological or psychological) that may trigger a voluntary behavior to reduce those deficiencies or satisfy those needs. Drives have been defined as instinctive tendencies to seek particular goals, or maintain internal stability.

Theories of motivation
Maslow’s needs hierarchy
Developed in the 1940's, Abraham Maslow's needs hierarchy is at the basis of studies into motivation and is the most well-known.
Maslow's approach to need fulfillment is to place the human needs into a hierarchy of five basic categories: physiological, safety, belongingness, esteem, and self-actualisation. The theory posits that while we are motivated by several needs simultaneously, the strongest motivator will be the lowest unsatisfied needs at the time. Once these lower-level needs are satisfied, the individual would then be motivated to fulfil the next level of needs in the hierarchy, and would continue to be so, even if this was never fulfilled.[2][3][4]
However, this theory has not found much scientific support.[5][6] Subsequent theories of motivation sought to address criticisms of this theory, yet it has continued to be very influential.
ERG theory
ERG theory recategorised Maslow's needs hierarchy into three basic needs: existence, relatedness and growth.
Existence needs address physiological concerns, such as hunger, shelter and self-defence. Relatedness addresses social concerns, such as developing networks and identifying with social groups. Growth needs, in this theory reached when existence and relatedness were already addressed, include further learning and self-actualisation.
The main development of the ERG theory from Maslow was that whilst the individual would continue to develop higher needs once lower needs were met, they could also regress back to needing to being motivated by their lower needs if unable to fulfil higher ones.[7].
Four-drive theory
Four-drive theory is a holistic and humanistic theory of motivation by Paul Lawrence and Nitin Nohria. It organises drives into four categories: the drive to acquire, to bond, to learn and to defend. These drives are considered innate and universal, independent of one another and are "proactive", in that the individual regularly tries to fulfil them.[8]
The drive to acquire is the drive to seek, take, control and retain objects and personal experiences. Four-drive theory states that the drive to acquire is insatiable, theorising that the purpose of human motivation is not just for psychological fulfilment but also to achieve a higher position than others. This drive fuels competitive behaviours.
The drive to bond is the social factor, the intention to form relationship with others and develop mutual caring commitments. This component of the theory aligns with social identity theory, explaining why an individual chooses to form their social identity by aligning their self image with that of various social groups. It motivates cooperation.
The drive to learn is the drive to satisfy curiosity and to understand ourselves and the world around us. It occurs when observing something which is unknown or inconsistent with the individual's existing knowledge set, creating a knowledge gap which they will then seek to fill. The result of this drive to learn fulfils the needs of growth and self-actualisation.
The drive to defend is a self-protective drive both physically and socially. It originates from the 'fight-or-flight' response when responding to dangerous situations but also involves defending relationships, acquisitions and belief systems. Unlike the other three drives, which are proactive, the drive to defend is reactive and is triggered by perceived threats.
While the four-drive theory incorporates much solid evidence of the existence of the four innate drives and the interaction of emotions and cognitions, this is still a theory in development. Whilst it accommodates the idea of learned needs, it does not fully explain them.