Theory X and Theory Y
When working with people, regardless of the organization, one must be cognizant of the way individuals are motivated. Motivation, in fact, is one of the basic driving forces that allow individuals to work, change, and even actualize their internal and external goals. Much of the background on motivation is based on the work of Maslow, not only surrounding human needs, but the manner in which those needs are individualized and met within the particular cultural context of the contemporary world. In this, for most developed countries, the context is the workplace. Individuals spend more time at work and often feel that the workplace is really their culture -- regardless of their own uniqueness. Within this culture, the idea of incentive theory supposed that a tangible or intangible reward has the potential for allowing the individual to be motivated, and thus for the organization to receive a recurring benefit. This is done at its most basic level by associating positive returns for certain types of performance. Stimuli -- money, intellectual satisfaction, power, authority, etc. -- all drive these individuals. Within the workplace, they individual knows that the manager is the reinforce of the behavior and if they perform X they will receive the Y reward that motivates them the most. The reinforcer, however, also believes that rewarding this behavior will have dual outcomes: habit for the employee and greater motivation for colleagues and co-workers. This allows for both intrinsic (internal) and extrinsic (external) motivations to occur simultaneously. However, one basic premise, known as the equity theory, holds that the perception of unfairness is quite a powerful motivating force within the workplace. This complicates ways in which managers interact with employees to find ways (salary, praise, education, experience, etc.) to allow for the greatest productivity (Montana and Chanrov, 2008).
Theory X and Theory Y- Theory X and Theory Y are ways that the perceptions managers tend to have about employees, not the way they actually behave. Theory X, usually counterproductive, believes that employees are inherently lazy...
Theory X and Theory Y Select organizational leaders analysis activity current research. Critique leader Douglas MacGregor's Theory X Theory Y Identify proper category leader assessment. Include examples situations actions reflect type leader . Theory X versus Theory Y: Apple vs. Google According to Douglas McGregor' analysis of managerial personality styles, managers fall into two basic 'types,' that of Theory X or Theory Y Theory X managers tend to exert authority through a traditional
Both observation and experiment provided the underpinning for Abraham Maslow’s theory of human motivation. Maslow (1943) posits, “man is a perpetually wanting animal,” leading to the constant striving to fulfill goals (p. 370). If and when anything prevents the fulfillment of a goal—whether the obstacle is internal or external—discomfort or psychopathy can occur (Maslow, 1943). Although Maslow’s original research was conducted decades ago, recent research on motivation and human behavior
Organizational Behavior: Past Present. Discuss statements. • The Human Relations Movement. Discuss Hawthorne Experiment implications a legacy workplace; compare contrast McGregor's Theory X Theory Y assumptions employees, personal experiences Theory X & Y managers, prefer. Organizational behavior: Past and present Discuss the Hawthorne Experiment and its implications as a legacy in the workplace The Hawthorne Experiment suggests that when subjects are aware that they are being observed, they behave better than they do
Academic and Theoretical Foundations Brief Histories and Organizational Backgrounds Procter & Gamble Procter & Gamble was established in Cincinnati, OH in 1837 by brothers-in-law William Procter, a candle maker and James Gamble, a soap maker, continuing to this day under the name of Procter & Gamble (Procter & Gamble, 2015). It began as a two-man partnership but by 1859, the partnership had 80 employees and annual sales exceeding $1 million, and then
Management Project Jennessa Clark Indiana Tech 2 Brief History and Organization Background 2 Proctor & Gamble History 4 Colgate-Palmolive 5 Situation Analysis 5 External Environment 5 Internal Sociotechnical Systems 6 Problem Diagnosis & Definition 7 Great Man Theory 7 Trait Theory 8 the Managerial Grid 8 theory X and Theory Y 9 Participative Leadership (Lewin's leadership styles) 9 Situational Leadership 9 Contingency Theory 10 Transactional Leadership 10 Transformational Leadership 10 Organizational Leadership Discussion 14 Practitioner Recommendations 15 Overall Research Approach 16 Site and Population Selection 24 Identifications and Evaluation of Alternative Interventions 25
National Culture and Related Theories This paper presents a comprehensive discussion on the cultural diversity and its impact on the organizational performance and management practices. The paper includes a methodical analysis of the influence of culture on operational performance of an organization and the working patterns of individuals. A logical criticism has also been done on the relevant theories and concepts that are widely practiced in the business world. Cultural diversity refers
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