管理者影响策略的结构

本研究根据中国企事业组织内管理者对他人发挥影响力的特点 ,选取反映中国文化的影响计策编成题目 ,并与西方背景下构建的组织影响策略量表汇编成问卷。 2 1 8位中国管理者用汇编的问卷评定他们与直接上司和直接下属在工作中相处时使用这些计策的频率。结果发现 ,在因素水平有“应变控制”和“温情说服”两个正交因素。这两个因素跨影响方向一致。对各因素内的题目做聚类分析 ,发现大多数聚类的内容跨影响方向的一致性不高。与西方的组织策略量表对照 ,因新题目的加入 ,汇编的影响计策量表内的聚类更好地反映了中国管理者使用影响计策的特点。

The Structure of Influence Tactics of Management

By considering the characteristics of influence tactics in Chinese organizations, the current study combined indigenous tactics with Western measures to construct an Influence Tactics Profile for Chinese context. 218 Chinese managers were required to indicate the frequency with which they used each tactic to deal with their superiors or subordinates. It was revealed that the profile had two factors, Contingent Control and Gentle Persuasion, which had high congruence across the influence directions. Items with high load on each factor were further cluster analyzed. Contingent Control factor could be further clustered as Contingent Punishment, Exchange of Benefits, Assertion, Use of Organizational Authority, and the Gentle Persuasion factor was clustered as Rational Persuasion, Ideological Modeling, Feeling Management, and Exemplification. They had a low congruence across influence attempts. A few clusters were found to be discriminative and dependent on influence direction. Clusters of Peer Support and Scolding from Contingent Control factor were found in downward influence, and clusters of Direct Supervisor's Support were found in upward influence. Some indigenous tactics were grouped into two clusters reflecting the cultural feature in Chinese organizations.