行政改革和工作行为作风：适应者与创新者外文翻译资料

行政改革和工作行为作风：适应者与创新者

摘 要：在论文中，代理人在伊朗改革形势下从他们的作风行为角度（如问题解决和决策制定）进行了分析。这份评估是基于一个修改版的科顿关于适应者和创新者的理论（修改的KAI）。本研究的目的是看改革代理人是否被认为足够创新以在伊朗的官僚机构带来根本性的变化。工作行为研究影响人们如何对付、解决和沟通问题，因此，它可能会影响改革代理人的成功。虽然结果表明改革代理人不像预期那样成功。然而，约75%的伊朗代理人可以被认为是创新倾向性。

关键词：行政改革；适应者；创新者

科顿的适应者-创新者理论

用于本研究的问卷项目，是基于科顿年代适应者和创新者的理论（科顿，1961,1976）。该理论认为个人有典型的不同风格的创造力、解决问题和决策制定的能力。这一理论认为所有的个人都能位于从有能力把事情做好到有能力把事情做不同这样一个范围内（汤姆森，1980，p.383）。KAI，作为衡量适应者-创新者延续的工具，包括公司研究的结果和旨在调查导致公司内重大变化的方式并付诸实践。KAI被设计用于测量一个人落在适应者的一个极端和创新者的另一个极端。这个理论在私营部门进行了广泛的试验和发展，并且在公共部门也有一些试验（海沃德和埃弗雷特，1983）。

在科顿年代的类型学，适应者倾向在适当范围内统一最初认为的一个问题。适应者具有更符合官僚主义人格的属性或在怀特年代（1957）一个有组织的人。他们能更容易被安装在一个官僚组织，这个组织不断地向官员施加压力使他们系统化，谨慎，有纪律......以及达到一个不寻常的一致（莫顿，1957，p.198）。创新者，相比之下，更容易治疗（正式或凭直觉）包络范式来作为这个问题的一部分（科顿，1980；汤姆森，1980）。创新的人是更少遵守规则，社会规范以及接受工作模式的人（科顿，1976，p.624）。

简言之，极端的适应者经常倾向于通过应用传统的方法来解决问题，然而极端的创新者常常倾向尝试新方法解决问题（马德，1995，p.241）。表1列出了科顿年代适应者和创新者在两个极端（AI）七个连续相关组织行为维度应用方面的特征（马德，1995，p.241）。KAI由32个项目组成，使用5个维度从难到易，给了一个96的理论平均值和32-160的理论范围。观察到的范围基于来自不同公司的1000个例子更少收到限制，作为此次研究的第一个例子；观察到的平均值接近95，其分配几乎和正常曲线完全符合（科顿，1977,1980,1985,1990；海沃德和埃弗雷特，1993）。

正如科顿对每一个项目的解释是一行17点，其是应答者放置一个十字架来表示他的反应的程度（KAI1984版，14点的应用）。在当前的研究中，为保持整个问卷的内部效度和一致性（KAI问题部分），并防止混淆的受访者，采用了一个新的规模。李克特式5点式量表并不代表全部，在很大程度上，中点表示中度使用。

不同职业的适应者和创新者

表1.适应者和创新者的特征

行政改革和工作行为作风

要素1：培训和研究。因素1是由相关提高质量和增加数量的培训课程组成，连同授权的培训单位，增强公共组织的研究和专业能力，和项目相关的改变态度和增强技能的员工，吸引和留住公共部门的专家和专业人士。

要素2：简易和能力建设。这个要素由相关对立的法律，考虑制定法律法规的简易性，提供新技术和分散集中国家操作通过分配政策和标准设置中央机构，并增加相关的项目管理能力和行政单位的能力。

要素3：参与和代表团。要素3由相关增加公共参与，充分利用公共雇员能力，和项目相关的政府代表团，中央和地方机构之间适当的人员分配组成。

要素4：支付系统性能依赖。这个要素的项目大部分是关于支付系统（调整基于私营部门支付水平的薪酬水平）及其性能的依赖。

要素5：程序和协调。减少冗余的过程，变革程序，消除重复和重叠的工作，一起提高公共组织之间的协调因素是要素5的主要项目。

外文文献出处：Public Organization Review: A Global Journal 2: 141–164 (2002)

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Administrative Reform and Style of Work Behavior: Adapters-Innovators

Key words: administrative reform, adapter, innovator, Iran

Abstract：In this paper the situation of Iranian reform agents from their style of work behavior point of view (such as problem solving and decision making) is analyzed.

The assessment is based on a modified version of Kirtonrsquo;s theory of adapters and innovators (modified KAI). The purpose of this study is to see whether the reform agents were seen as innovative enough to bring about fundamental changes in Iranian bureaucracy. The study of work behavior makes a difference in how people approach, solve and communicate problems, and therefore, may influence the success of reform program . Although the results indicate that the reform program was not perceived as having been as successful as expected, however, about 75 percent of Iranian reform agents could be categorized aslsquo;lsquo;innovative-inclinedrsquo;rsquo;. The level of education and age account for little of the variance in the responses.Differences in the (modified) KAI mean scores of the agents of reform working in different organizations may explain some communication problems.

Kirtonrsquo;s theory of adapters-innovators

The items in the questionnaire, used for this study are based on Kirtonrsquo;s theory

(Kirton, 1961, 1976) of adapters and innovators. The theory posits that individuals

have characteristically different styles of creativity, problem solving and decision making.

This theory contended that all individuals can be located on a continuum ranging from an lsquo;ability to do things betterrsquo; to an ability to lsquo;do things differentlyrsquo;

(Thomson, 1980, p. 383). The Kirton Adaption-Innovation Inventory (KAI), as a measure

of the Adapter-Innovator continuum, evolved as a result of a study of corporate

management initiative (Kirton, 1961) and aimed to investigate the ways in which ideas that had resulted in major changes within companies were developed and put into practice. KAI is designed to measure at which point an individual falls on the continuum with adapters at one extreme and innovators at the other.The theory has been extensively tested and developed in the private sector, and studies had some testing within the public sector (Hayward and Everett, 1983).

In Kirtonrsquo;s typology, the adapter tends to operate within the confines of the appropriate consensually agreed paradigm(Kuhn , 1970) within which a problem novel

stimulus) is initially perceived (Thomson, 1980; Kirton, 1980).Adapters have characteristics which are more consistent with the attributes of the bureaucratic

personality or in Whytersquo;s (1957) word, an lsquo;lsquo;organization manrsquo;rsquo;. They could more

easily be fitted in bureaucratic organizations which lsquo;lsquo;exert a constant pressure on

officials to be methodical, prudent, disciplined . . . [and to attain] an unusual degree

of conformityrsquo;rsquo; (Merton, 1957, p. 198). Innovators, by contrast, are more liable to

treat (formally or intuitively) the enveloping paradigm as part of the problem(Kirton, 1980, 1984; Thomson, 1980). lsquo;Innovative manrsquo; is less conforming to rules, social norms, and accepted work patterns (Kirton, 1976, p. 624).

Briefly, extreme adapters lsquo;lsquo;tend to solve problems frequently by applying conventional solutions while extreme innovators . . . tend more often to try novel

approaches to the problemrsquo;rsquo; (Mudd, 1995, p. 241). Table 1 sets out Kirtonrsquo;s characterization of adapters and innovators with respect to the implications of

those two extremes on the (AI) continuum on seven relevant organizational behavior dimensions (Mudd, 1995, p. 241).

The Kirton Adaption-Innovation Inventory (KAI) consists of 32 items and uses

a 5-point scale from Ver y Hard to Very Easy, giving a theoretical mean of 96

and theoretical range of 32–160. The observed range is slightly more restricted

(46–146) based on 1000 subjects from different corporations, as the first subjects

of the study; the observed mean is near to 95 (95.33) and the distribution conforms

almost exactly to a normal curve (Kirton, 1977, 1980, 1985, 1990; Hayward and Everett, 1983).

As explained by Kirton (1977, p. 15) lsquo;lsquo;against each item is a line of 17 dots along

which the respondent places a cross to indicate the degree of his responsersquo;rsquo; (in

KAI inventory of 1984 version, the lines of 14 dots were applied)1.

Adaptors and Innovators in different occupations

Table 1. Characteristics of adapters and innovators.