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    Title: 羅吉斯諮商理論在激勵管理上的應用
    Authors: 車璧群
    Contributors: 吳靜吉
    車璧群
    Date: 1985
    Issue Date: 2016-11-09 17:34:43 (UTC+8)
    Abstract: 論文提要
    本論文全一冊,約十萬字,分為六章,二十一節。
    第一章,緒論。第一節說明諮商是激發潛能的有效手段,而激發潛能是激勵管理的主要目的,以建立全文的邏輯推理;第二節及第三節則分別說明本文之研究動機與目的,研究方法與限制。
    第二章,指導式與非指導式諮商。第一節討論諮商理論大致可分為指導式,非指導式和折衷式三大類;第二節評估與比較指導式諮商與非指導式諮商之異同;第三節說明羅吉斯諮商理論在諮商學界的地位。
    第三章,羅吉斯諮商理論的基本概念。第一節探討羅吉斯諮商理論的哲學基礎;第二節說明當事人中心諮商法的重要諮商態度;第三節,說明該法的重要諮商技巧。
    第四章,羅吉斯諮商理論在激勵管理上的應用。由第一節,改變管理者對人性的看法;第二節,疏導員工挫折改善工作表現;第三節,提高訓練績效;第四節,促進有效溝通;第五節協助員工自我實現;五個角度進行探討。
    第五章,羅吉斯諮商理論的應用實例。以富豪汽車、加拿大郵局等五個應用實例說明之。
    第六章,結論。第一節,對於全文作一扼要說明;第二節,建議我國機關組織在應用羅吉斯諮商理論進行激勵管理時應注意的事項。
    第一章 緒論1
    第一節 諮商與激勵1
    壹、諮商是激發潛能的有效手段1
    貳、激發潛能是激勵管理的主要目標9
    第二節 研究動機與目的15
    壹、研究動機15
    貳、研究目的17
    第三節 研究方法和限制20
    壹、研究方法20
    貳、研究限制20
    第二章 指導式與非指導式諮商27
    第一節 諮商理論的分類27
    壹、指導式諮商30
    貳、非指導式諮商36
    參、折衷式諮商38
    第二節 比較與評估44
    壹、特徵比較44
    貳、理論評估50
    第三節 羅吉斯諮商理論在諮商學界的地位59
    壹、承先59
    貳、啟後62
    第三章 羅吉斯諮商理論的基本概念83
    第一節 哲學基礎83
    壹、人格與行為的十九項命題83
    貳、現象場的自我理論86
    參、人性觀、世界觀和宇宙觀91
    第二節 諮商的態度94
    壹、充份的情感表現94
    貳、誠摯與一致性、無條件的積極關懷、同理心97
    參、洞察的達成101
    第三節 其他諮商技巧103
    壹、諮商的時機103
    貳、諮商關係的建立105
    參、諮商的終結107
    第四章 羅吉斯諮商理論在激勵管理上的應用119
    第一節 改變管理者對人性的假設119
    壹、心理態度與管理的關係119
    貳、管理者對人性的態度123
    參、應用羅吉斯諮商理論修正管理者對人性的假設128
    第二節 疏導挫折消除員工工作障礙135
    壹、工作與挫折135
    貳、員工挫折的成因與現象136
    參、運用羅吉斯諮商技巧疏解挫折改善員工工作不良現象140
    第三節 發展自由的學習提高訓練績效146
    壹、兩大對立的學習方式147
    貳、羅吉斯的學習理論150
    參、以自由的學習提高訓練績效155
    第四節 以積極的傾聽促進有效溝通158
    壹、溝通的過程與障礙159
    貳、積極的傾聽163
    參、羅吉斯對於積極傾聽的見解167
    第五節 協助員工追求自我實現171
    壹、馬斯婁的「自我實現的人」和羅吉斯的「充份發揮功能的人」171
    貳、由以「工作為中心」的領導模式到「以員工為中心」的領導模式175
    參、以「員工中心的領導模式」協助員工追求自我實現180
    第五章 羅吉斯諮商理論的應用實例193
    第一節 加拿大郵局的自我協助發展團體193
    第二節 禮蘭汽車的參與管理制度195
    第三節 富豪汽車的自治工作團體196
    第四節 內陸鋼鐵公司的員工退休諮商198
    第五節 A 公司的員工中心管理模式199
    第六節 台灣松下電器公司的「員工心理衛生教育實驗性訓練」200
    第六章 結論207
    第一節 爭論與評價207
    第二節 對於我國機關組識應用羅吉斯諮商理論的一些看法212
    參考書目217
    一、中文部份217
    二、英文部份220
    附錄242
    一、羅吉斯生平簡介242
    二、羅吉斯著作246

    圖表目錄
    一、圖
    圖 1 - 1 :激勵與管理關係11
    圖 1 - 2 :表面能力與潛在能力12
    圖 2 - 1 :指導式與非指導式諮商層次之比較48
    圖 2 - 2 :羅吉斯諮商理論之根源62
    圖 3 - 1 :諮商過程中自我評鑑的轉變89
    圖 3 - 2 :自我接納與接納別人的關係89
    圖 4 - 1 :影響管理者人事管理哲學的因素119
    圖 4 - 2 :心理態度與管理關係圖123
    圖 4 - 3 :管理者行為與部屬行為互動圖130
    圖 4 - 4 :羅吉斯諮商理論、管理者行為、部屬行為互動圖131
    圖 4 - 5 :主管期許與部屬表現關係圖之一132
    圖 4 - 6 :主管期許與部屬表現關係圖之二133
    圖 4 - 7 :組織中挫折模型圖139
    圖 4 - 8 :管理活動與溝通159
    圖 4 - 9 :簡單溝通過程模式160
    圖 4 - 10:複雜溝通過程模式161
    圖 4 - 11:溝通的障礙162
    圖 4 - 12:管理人員像一面濾光鏡170
    圖 4 - 13:馬斯婁之需要層次172
    圖 4 - 14:布雷克和冒頓之管理方格領導模式176
    圖 4 - 15:領導模式與工作效率178
    圖 4 - 16:監督型態與工作效率178
    二、表
    表 1 - 1 :諮商與心理治療之區別5
    表 2 - 1 :派特森之諮商理論分類表28
    表 2 - 2 :霍金斯之諮商理論分類表29
    表 2 - 3 :費和雷米之E-R-A諮商理論分類模式29
    表 2 - 4 :指導式諮商與非指導式諮商之比較49
    表 2 - 5 :當事人中心諮商之發展經過60
    表 2 - 6 :最具影響力之諮商學派64
    表 2 - 7 :最具影響力之諮商學者65
    表 2 - 8 :最具時代精神之諮商名著66
    表 4 - 1 :領導態度與工作態度之關係122
    表 4 - 2 :X 理論與Y理論對人性不同的假設124
    表 4 - 3 :抱持不同人性假設的不同領導型態125
    表 4 - 4 :美國人民工作意願比較表127
    表 4 - 5 :受高期許學生與一般學生智力對照表134
    表 4 - 6 :貝羅之員工諮商行為對照表141
    表 4 - 7 :各種訓練方法的效果比較157
    表 4 - 8 :羅吉斯的兩種領導模式對照表177
    表 5 - 1 :參加者年齡201
    表 5 - 2 ;參加者工作職務201
    表 5 - 3 :參加者任職期限201
    表 5 - 4 :訓練課程內容202
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    Relation: 國立政治大學
    公共行政研究所
    碩士
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    Data Type: thesis
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