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朴會倫 淸州敎育大學校 1984 論文集 Vol.21 No.-
This thesis is focused not only defining the term and reviewing the origing of power, examining several aspects of power relations, analyzing power structure, using the theory of coalition, and presenting a political theory of goal formation, but also on suggesting the ways to exercise the power effectively and efficiently for leaders in organizations. Power is best defined as potential social influence, Sometimes the source of power is based on personal characteristics. And other times it is related to one's position. The natural-systems view of goal formation visualizes only indirect association between the objects of individuals and the goals of organizations. The alternative view pictures a direct association between individual and organizational objectives. Here needs the political nature of the bargaining process. Coalitions are practically oriented associations that form for the specific purpose of increasing the group's power in relation to other group. Coalitions are formed on a various bases. The goal of formation process provides the advantages of describing the reality of group bargaining processes and assisting in the identification of relevant groups. Leaders must have these informations and apply them to the organizational reality.
朴會倫 관동대학교 1981 關大論文集 Vol.9 No.1
In siscussing organizational effectiveness, it is important to distinguish between successful leadership and effective leadership. Suppose manager A attempts to influence individual B to do a certain job. A's attempt will be considered successful or unsuccessful depending on the extent that B accomplishes the job. Even though A's leadership stimulus is called successful because B responded as A has control of rewards and punishment, and not because B sees his own needs being accomplished by satisfying the goals of the manager or the organization. Then, how is a leader to be both successful and effective? We must consider what determines organizational effectiveness. Chris Argyris uses the concept of organizational effectiveness similarly to Miles and Bennis' use of organizational health. Argyris contends that organizational effectiveness hinges on an organization's ability to accomplish three essentials; (1) to achieve its goals, (2) to maintain itself internally, and (3) to adopt to its environment. Rensis Likert identifies three variables; casual (stimulus), intervening (organism), and end-result (output) that setermine organizational health. Casual variables are independent variables-leadership strategies, skills, behavior, management's decisions, policies, and structure of the organization. Intervening variables are reflected in its skills, loyalty, commitment to objectives, motivations, communications, decision-making, and capacity for effective interaction. End-result variables are the dependent variables that reflect the achievements of the organization. On the basis of this knowledge, leaders must use the following techniques for organizational effectiveness. (1) to have equilibrium between driving forces (pressure from a supervisor, incentive earnings, and competition etc.). (2) to integrate goals of management, subordinates, and the organization. (3) to involve employees in decision-making process. (4) to have balance between leadership styles; consideration and initiative structure.