(清华)组织行为学课件_networking

(清华)组织行为学课件_networking

Power and Social Network吴志明清华大学经济管理学院

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agenda权力与人际网络–––– Case:那些是不归我管的人 Milgram实验权力的来源构建人际网络

两个小组的报告–第6小组：中国人的人性 .–第11小组： Brian Uzzi and Shannon Dunlap. How to build your network. t k

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(清华)组织行为学课件_networking

案例那些不归我管的人

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Milgram Experiment: Obedience to AuthorityThe experimenter (E) orders the j ( ) g subject (S) to give what the subject believes are painful electric shocks to another subject (A), who is actually an actor. Many participants continued to"give" shocks despite pleas for mercy from the actor, as long as the experimenter kept on ordering them to do so.

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(清华)组织行为学课件_networking

Milgram’s result继续服从的被试百分数100 90学习者恳求离开学习者抱怨说自己很疼

80 70 60 50 4075中度的 150 225

学习者尖叫并拒绝回答问题

300剧烈

375

450

强烈非常强烈吴志明 All copyrights reserved

严重危险 XXX

权力权力，一个人(A)因具有某种资源进而能影响另一个人(B)的(决策或行为的)能影响另个人(B)的(决策或行为的)能力。前提：B对自己的行为有一定的自主权，但出于对A在某方面资源的依赖，使得A能借此影响B去做并不见得一定去做的事。资源的重要性，稀缺性和不可替代性

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(清华)组织行为学课件_networking

Base of Power/权力的来源Role-based/因职位而带来的 Legitimacy Person/因个人因素带来的“IQ” and Expertise IQ Social

Formal authority

Knowledge and recognized ability Charisma The ability to outlast competitorsPhysical stamina

Control over budget Discretion over sanctionsAbility to coerce

Ability to reward

Structural/因人际网络带来的 Your own social capital Knowledge of landscape

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Role-based/因职位(制度)而带来的权力

Formal Authority Relevance Centrality Autonomy Visibility

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(清华)组织行为学课件_networking

Person/因个人的因素所带来的权力 Expertise Track record Attractiveness Effort

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Structural因个人的人际网络而带来的权力 Social capital/社会资本– Resource embedded in, or available through one s social network. one’s network即一个人通过自己的社会网络所得到的权力– Organizational level vs. Inpidual level–相对应于：Human capital– Granovetter– Nan Lin

资源–个人资源：个人自己本身所拥有的资源–社会资源：存在于人际网络中的资源

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(清华)组织行为学课件_networking

Boundary spanners对外联络员

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Central connectors中心联络员

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(清华)组织行为学课件_networking

Network-building Steps第一步：Network

diagnosis即对现有的网络的诊断– Identify patterns and preferences/识别网络模式和特点– Assesses gaps, given your goals/发现差距(相对于你的个人目标)

第二步：Network development/alignment即对网络的建立第三步：Network maintenance即对网络的维护

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网络的深度/depthTypes of relationships/网络中人的关系类型/depth Strong ties/Core network/核心网络：相互信任。– Long-term, high-reciprocity ties–相似性原则/Similarity principle: circle of trust, reliability– Immediate task, professional and career support

Weak ties/Extended network/扩展网络。– Short-term, instrumental ties–多样性原则/Diversity principle: 6 degrees of

separation–提供一些新的机会

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(清华)组织行为学课件_networking

网络的广度/BreadthTypes of people/网络中人的类型/breadth–––– Levels/什么样的层次 L l/什么样的层次 Functions and subunits/是否同一职能部门的人 External groups/外在的群体 Identity groups/一致性群体

What Wh groups are missing? Over/under i i?O/ d represented? Look for coverage gaps.

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沟通两个网络之间的联系人/leverageDensity of network/网络的密度– N Non-redundant contacts are more efficient d d ffi i– Redundant contacts provide support and identity

Links to key network/ structural holes/结构洞– Brokers add value to networks– Brokers can access unique resources, information– Focus resources on maintaining primary ties

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(清华)组织行为学课件_networking

Strong ties

circle of trust, reliability吴志明 All copyrights reserved

Weak ties

Diversity principle吴志明 All copyrights reserved