McGregor's Theory X and Y:
Douglas McGregor developed Theory X and Theory Y as models in behavioral science approach after assessing the existing theories regarding people's behavior at when working. The theories, which have become significant concepts in understanding individuals' behaviors, describe two opposing opinions regarding human behavior at work. McGregor introduced these theories in mid-1940s and became one of the most famous behavioral theorists because of his significant contributions to the emerging field of organizational development. While he introduced these theories following his examination of the existing concepts, McGregor's contributions were also informed by his experiences. During this period, the theorist had worked as a service station attendant and taught at various universities including Harvard in several subjects like industrial management and psychology. This article examines the importance of these theories in the criminal justice field through the use of various sources whose credibility is based on their contributions to…...

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References:

Cronkhite, C.L. (2007). Criminal justice administration: strategies for the 21st Century.

Mississouga, Ontario: Jones and Bartlett Publishers Canada.

Hall, A. (2003, October 31). Behavioral Management Theory: Applied to the Field of Criminal

Justice. Retrieved July 8, 2013, from http://www.arichall.com/academic/papers/jus250-behavioral-mgt.pdf

Mcgregor heory X and Y
Douglas McGregor came up with two contrasting theories in 1960 that he called heory X and theory Y for lack of a more suitable title. hese two theories have had a profound impact on management studies as they tend to focus on managerial approaches which are grounded in certain beliefs and attitude towards the employees.

hese two theories should not be confused as being the two extremes of the same spectrum because they are inherently different as they focus on two different managerial styles that emerge from two different organizational structures and cultures. On the surface the differences are stark and clear and when we go beneath the surface, we can dig out the reasons for these differences.

heory X is not very positive in nature. It tends to see employees as lazy beings who would want to avoid work every chance they get. his theory ignores the…...

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This approach is preferred by McGregor while the conventional approach no longer works in the globalized environment today. It is not suitable for a workplace that is dispersed and no longer centralized. With people connecting with each other remotely and teams working in dispersed geographical locations, it is no longer possible to control every employee or use sticks to guide them I the right direction. Instead this is the time when it is best to hire the most motivated employees, give them directions and believe in their capabilities to carry out the task independently. Thus Theory Y is more popular in organizations today than Theory X

REFERENCE

McGregor, Douglas. Human side of Enterprise. Retrieved online April 11th 2011 from

The company may not see the benefits of having a fully Theory Y managerial style, or the managers involved may not fully be able to implement such a style as it demands a high level of trust in the employees.
In theory, the survey results should reflect fairly accurately on my work experience. However, the conclusion is that my company has a management style that is skewed towards Theory Y I would actually argue that this is overly generous, that my company is more towards Theory X What I see is that some of the high scores -- for example my boss finding extra responsibility for me or calling me by my first name -- are overly generous in their weighting. These elements do not necessary reflect the openness and trust inherent in a Theory Y organization as they do not reflect management granting more trust to the employees, not…...

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References:

McGregor, D. (1960). Theory X and Theory Y Google Scholar. Retrieved September 26, 2011 from  http://www.sanandres.esc.edu.ar/secondary/BusinessEconomics/Business/BY9%20Notes%20Motivation%20McGregor.doc 

NetMBA. (2010). Theory X and Theory Y NetMBA.com. Retrieved September 26, 2011 from  http://www.netmba.com/mgmt/ob/motivation/mcgregor/

( Place security above other factors-to reiterate increased pay seemed to be the primary motivational factor in improving work and this was rarely and option, so security was a primary concern but responsibility was not sought. Most lacked the confidence to attempt to obtain higher levels of responsibility. Ultimately most simply followed the rules to ensure they would still have their job on the next pay period.

The X theory aspects served as an introduction to work for many people. Teaching them the boundaries of the work environment as well as work ethic they may not learn otherwise. This transitional type job is an essential one in any capitalistic society as it shows people why they should seek higher order actions and thoughts, while it allows a place for those who never recognize this.

Theory Y Setting

Conversely, I have worked in settings were skilled individuals were sought to perform higher order work…...

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References

Robbins, S.P. & Judge, T.A. (2008). Organizational Behavior: Motivation Concepts. Washington DC: PHI.

Shah, K. & Shah, P.J. (2008). "Theories of Motivation." Referenced 18th February, 2010 from: http://www.laynetworks.com/Theories-of-Motivation.html

Mind Tools (2010) "Theory X and Theory Y: Understanding team member motivation" Referenced 18th February, 2010 from:  http://www.mindtools.com/pages/article/newLDR_74.htm

Management
Organizational Behavior and Teamwork

CASE ASSIGNMENT

Southwest Airlines, Inc. has become an example of notable success. One reason for its significant achievement is its application of Reinforcement Theory to its employees. These applications have resulted in a highly motivated workforce, which is intimately tied to Southwest's success among business leaders. Even so, not even Southwest can satisfy its employees' needs according to Maslow's Hierarchy; rather, Southwest can only give some raw materials for satisfying those needs.

Are Southwest Airlines Inc. leadership and policies fulfilling Maslow's Needs Theory stages?

Abraham Maslow's 5-stage needs theory, developed in the United States during the 1940's and 1950's (Chapman, Abraham Maslow's Hierarchy of Needs, 2010), includes the following stages: biological and physiological needs; safety needs; belongingness and love needs; esteem needs; and self-actualization (Chapman, Abraham Maslow's Hierarchy of Needs, 2010). The most basic needs that are basic to survival and are at the bottom of Maslow's hierarchy, are biological…...

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Works Cited

Coca-Cola Company. (2012). Careers. Retrieved on October 24, 2012 from www.thecoca-colacompany.com Web site:  http://www.thecoca-colacompany.com/careers/career_opportunities.html 

Coca-Cola Company. (2012). Sustainability. Retrieved on October 24, 2012 from www.thecoca-colacompany.com Web site:  http://www.thecoca-colacompany.com/ourcompany/index.html 

Erdogan, B., & Bauer, T. (2010). Organizational behavior. Retrieved on October 24, 2012 from students.flatworldknowledge.com Web site:  http://students.flatworldknowledge.com/bookhub/study/4?e= 

IWon. (n.d.). Careers. Retrieved on October 24, 2012 from www1.iwon.com Web site: http://www1.iwon.com/home/careers/company_profile/0,15623,1310,00.html

Conclusion

It is difficult to show which theory works best in practice, as every company has a unique environment and workforce (Daft, 2004). However, few would argue that Theory X is an outdated leadership style that does not promote success. According to Kopelman et al. (2008): "At the heart of McGregor's argument is the notion that managers' assumptions/attitudes represent, potentially, self-fulfilling prophecies. The manager who believes that people are inherently lazy and untrustworthy will treat employees in a manner that reflects these attitudes. Employees, sensing that there is little in the job to spur their involvement, will exhibit little interest and motivation. Consequently, and ironically, the manager with low expectations will lament that 'you can't get good help nowadays,' oblivious as to the actual nature of cause and effect. Closing the serf-reinforcing cycle, the manager feels vindicated; that is, his low expectations were warranted. Conversely, the manager who believes that employees…...

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References

Benson, Gary L. (1983). "How Employee Assumptions Influence Managerial Behavior." Supervisory Management March: 2(7).

Bittel, Lester. (1989). McGraw-Hill Management Course. New York: McGraw-Hill.

Braden, Pamela. (2007). West Virginia University, Division of Business and Economics. Retrieved from the Internet at  http://www.wvup.edu/jcc/mgmt410/TheoryZ.pdf .

Daft, R.L. (2004). "Theory Z: Opening the Corporate Door for Participative Management." Academy of Management Executive 18, no. 4: 117-122.

Previously the element of interest and personal motivation were found missing, the technical capabilities of the employees have never been a matter of debate, however the personal and mental capacities and limitations are either ignored or not respected which resulted in the poor performance of the organization. Apparently, the rise in the demands pertaining to the particpation of the employees and the industrial democracy has also distorted the professional environment. Such all complains were lately resolved and answered through the unique approach of the organization, the organization has understood the significance of the employees, and had realized that their performance is not based upon their professional capabilities, but rather it is the function of the mental capability of the employee related to the friendly and conducive environment offered to the employees occasionally. The need of the employees that focus upon peaceful, conducive and liberal environment has been ensured, which…...

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References

Hamel, G. Leading the Revolution. Boston, MA: Harvard Business School Press. 2000. Pp. 123-124.

Keely, L. Strategic Choices. Dublin Group presentation materials, unpublished. 1999.

Mahler, W., & Drotter, S. The Succession Planning Handbook for the Chief Executive, Midland Park, NJ: Mahler Publishing Co. 1986.

McKinsey and Co. The War for Talent Survey, New York, NY: McKinsey and Co. publication. 1997.

Theory Z Management Style on IT Project Completion
Incomplete projects in the IT industry are responsible for significant losses in time, money and creative energy (Boehne, 2000; Mokhtari, et al., 2010). This is very often a result of inadequate project management (Glaser, 2005; Humphrey, 2005; Kimball, 2000). One well-accepted approach to project management that has received considerable attention in the scholarly literature is the contingency management concept known as "theory Z," devised by William Ouchi in 1981.

Theory Z is a management philosophy based on goal setting and achievement. It utilizes a structural motivational strategy based on employee participation combined with an authoritative process of motivation to achieve specific objectives. It was developed as a means of integrating Japanese management philosophies into Western managerial strategies (England, 1983). Essentially, theory Z posits that the structure of the decision making hierarchy must be in alignment with the level of employee participation. Thus when…...

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References

Blackstone, J.H., Cox, J.F. & Schleier, J.G. (2009) A tutorial on project management from a theory of constraints perspective. International Journal of Production Research. 47(24) 7029-7046

Boehne, D. (2000). Deciding whether to complete or terminate an unfinished project: A strong test of the project completion hypothesis. Organizational Behavior and Human Decision Processes, 81(2),178-194.

Bureau of Labor Statistics (2010) Occupational employment statistics, Retrieved from http://data.bls.gov:8080/oes/search.do;jsessionid=6230f0cca7c57f5b5d67

England, G.W. (1983) Japanese and American management: Theory Z and beyond, Journal of International Business Studies, 14, 131 -- 142

Abraham H. Maslow and Douglas M. McGregor both believed that in order for people to work to their full potential, they're basic needs have to be satisfied. (Herzberg, 1964) Douglas McGregor also put forth the concept that people's management-behavior is dependent upon their view of human beings and work. (McGregor, 1960) rganizational design concepts have been constantly evolving since the last fifty years. Change is good and should be used as a strategy for organizations to achieve their goals and objectives. (McNamara, 2003)
Research Methods

This thesis will be based on primary as well as secondary research. Initially an extensive secondary exploratory research will be conducted on the topic of management styles used globally, the culture and values of the Middle East and management styles that were used in the past and those that are currently used. This phase of the thesis is expected to take about a month and will…...

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Osterman, Paul. "Supervision, Discretion, and Work Organization." The American Economic Review 84.2 (1994): 380-84.

Porter, Michael E. The Competitive Advantage of Nations. New York: Free Press, 1990.

Tannenbaum, Scott I, and Lisa M. Dupuree-Bruno. "The Relationship between Organizational and Environmental Factors and the Use of Innovative Human Resource Practices." Group & Organization Management 19.2 (1994): 171-202.

Management STYLE IN THE United States
Cultural Values and Business

Theory X vs. Theory Y

Management the High Tech Way

Management STYLE IN THE DOMINICAN EPUBLIC

CULTUAL VALUES AND Business

ole of Entrepreneurship

In the United States, management values, beliefs and attitudes have undergone a gradual shift away from the simplistic stance of planning, organizing and directing. Valuable managerial skills, no matter what culture is being considered, have traditionally been masculine skills, highlighting the dominant, assertive, and decisive elements of management behavior and downplaying the team and supportive aspects that are more readily identified with women. This traditional view is now giving way in the United States to an approach where team behaviour is seen as increasingly important to a truly successful management style.

The global leadership skills of the future will evolve from a combination of individual/group and masculine/feminine traits involving strategic thinking and communication skills. The final result of this evolution will make organizations more competitive…...

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References

Arnold, D.J. & Quelch, J.A. (1998). "New strategies in emerging markets." Sloan Management Review, 40, 7-20.

Bakhtari, H. (1995). "Cultural Effects on Management Style: A Comparative Study of American and Middle Eastern Management Styles." International Studies of Management & Organization, 25(3), 97+.

Barham, K., Fraser, J. & Heath, L. (1988). Management for the future. Foundation for Management Education/Ashridge Management College.

Bennis, W., Heil, G. & Stephens, D. (2000). Douglas McGregor, revisited: Managing the human side of enterprise. New York: John Wiley.

1) Education

2) Construction

3) Information Technology

4.3 Data collection method

I will distribute the following surveys to the employees and employers in my sample population. I will give them two weeks to complete the surveys, after which I will collect them and analyze them.

4.4 Sample size and sampling method

The sample size will be between 40-50 people. The sampling method include surveys as well as direct conversations. The employee surveys will gauge satisfaction with salary, job security, work environment, feedback, training, and other factors relating to job satisfaction. The employer surveys will ask employers to rate Saudi employees in areas such as work ethic, ability, attitude, and skills, especially as compared to workers of other nationalities.

4.5 Method of Data Analysis

The surveys should yield a set of simple, definite answers which be compared on the same criteria. The open-ended interviews should yield a deeper, more diverse set of answers which will be analyzed for patterns…...

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References:

Books

Maslow, Abraham. 1962. Towards a Psychology of Being, Princeton, NJ: D. Van Nostrand

Maslow, Abraham. 1970. Motivation and Personality, 3rd ed. (1954) Chapter 6: Unmotivated Behavior. New York: Longman.

Cziksentmihalyi, Mihaly. 1990. Flow: The Psychology of Optimal Experience. New York: Harper.

Participative Management
Today's international world of business is too complex and competitive for an authoritative approach to management. In order to succeed, companies need the support and expertise of its employees. Businesses are being redesigned to be flatter, so decisions are made by people close to the action. A more loosely created organizational structure can quickly adapt to changing business conditions and current projects. Overall, this belief in employee involvement is called participative management. It has been discussed and implemented for many years by scores of corporations, since empowered employees will feel better about their jobs and be more productive.

The foundation of participative management is recognized as early as the late 1920s with the work of Elton Mayo, whose basic thesis was that "our understanding of human problems of civilization should be at least equal to our understanding of its material problems." In the absence of such understanding, the whole industrial…...

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References Cited

Ackoff, Russell L. 1999. Re-Creating the Corporation: A Design of Organizations for the 21 Century. New York: Oxford University Press.

Braksick, Leslie (2000). Unlock Behavior. Unleash Profits. New York: McGraw Hill.

Collins, Denis. 1997. "The Ethical Superiority and Inevitability of Participatory Management as an Organizational System." Organization Science 8(5):489-507.

Grossman, Jack (1996). Managing with Wisdom. Gretna, Louisiana: Pelican Press.

JPK Management Leadership
Understanding Roles of Management and Leadership

Management

Managerial roles are primarily reactive and based on getting results or fixing a problem. The situation often dictates the role a manager takes on. However the employees, the organizational culture including skillsets and character makeup of the workforce, as well as the needs of the client or customer all play a part in the manager's influence and success. The need to restructure an organization to meet market demands often causes changes in the cultural makeup which in turn require an adjustment in the managerial style or role. During the industrial revolution and up to the 1990s, for example, the authoritarian management role, based on control was the primary mode of the majority of organizations. Today, management is often based on empowerment and teams working together. The role of managers is often given to those with technical expertise who then coordinate and lead the…...

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Expert Leadership

The first leadership role is based on expert power this is identified by intelligence, proficiency, skill and knowledge of a person. Someone with the aptitude to share a command of subject matter as a result of advanced experience and ability. This person is able to achieve results or teach others to reach superior standards due to their capabilities and have gained the respect and recognition of others according to French (French & Raven 1960).

For example when JPKenny assigns a mentor to work with a person newly hired in a position. Though the newly hired person is qualified, they have not yet reached their full potential in accordance with JPKenny processes and therefore need the support and direction of a mentor. In this case the mentor has trained several of his team members who have gone on to support other departments. The mentor is called on by managers to train their new people due to his experience and ability to share knowledge in a

Long-Term Employment -- Japanese organizations tend to have longer employee cycles than U.S. companies. Many U.S. companies treat employees as replaceable parts. It is far more cost-effective and efficient to retain expertise than continually retrain. This keeps the knowledge base inside the company. Providing incentives for long-term employment, then, is an essential component of Theory Z

Consensual Decision Making -- hen employees feel that they have input into decisions that affect them, their jobs, and their daily processes, they are more likely to buy into those decisions and support change management.

Individual responsibility -- Moving away from 'the union mentality' and accepting measurement based on individual performance is tough for many Americans, but the balance between the group and the individual's participation actually empowers both.

Slow Evaluation and Promotion -- Rather than taking the short-term approach, as many American company's do, it is about the long-term strategy, not the monthly ROI. This encourages…...

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WORKS CITED

Barney, J. (2004). "An Interview with William Ouchi." Academy of Management

Executives.18 (4): 108-117.

Daft, R. (2004). "Theory Z: Opening the Corporate Door for Participative Management."

Academy of Management Executives. 18 (4): 117-22.

Paul Minneapolis states that the conference asked three individuals to join the conference and to share "their experiences in guiding non-profit organizations to achieve greater results for the common good, whether it is in a new organization, organizations that have reached stability and are looking to move to a higher level, or organizations that are experiencing tough and challenging times." The speakers at this conference each offer what they believe defines the 'transformational' leader. One of the interviewees referred to as Mr. Graham states that transformational leaders are leaders who "do the right thing." (ennett, Dorsey, and Graham, 2006) the transformational leader is said to be the leader who has a 'vision' and who is able to communicate that vision with a passion. This conference greatly provides insight to the myriad of issues of leadership that are inclusive in the non-profit organizational repertoire of necessary skills for the organization's…...

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Bibliography

Abraham Maslow's Hierarchy of Needs (2007) Human Relations Contributors. Employee Motivation, the Organizational Environment and Productivity. ACCEL Team. Online available at http://www.accel-team.com/human_relations/hrels_02_maslow.html

Bennett, Stephen; Dorsey, Cheryl; and Graham, John H. (2006) Transformational Leadership. Independent Sector Annual Conference, St. Paul Minneapolis. October 24, 2006.

Chang, Heng-Yu (2005) Qualitative Research on Leader Speech Communication Content, Leader Behaviors and Subordinate's Trust. eThesys 26 Jan 2005.

Chris Argyris (2007) Human Relations Contributors. Employee Motivation, the Organizational Environment and Productivity. ACCEL Team. Online available: