File Name: x and y theory by douglas mcgregor .zip
During the past 30 years, managers have been bombarded with two competing approaches to the problems of human administration and organization. The first, usually called the classical school of organization, emphasizes the need for well-established lines of authority, clearly defined jobs, and authority equal to responsibility. The second, often called the participative approach, focuses on […].
Theory X is more suitable for occupations with manual labor or workers in the jobs associated with assembling of parts and the jobs where the workers want to fulfill their lower order needs of the hierarchy. From this reason of Theory X self-fulfilling prophecy nature, McGregor proposed another theory which is alternative to the Theory X i.. Theory X and Theory Y are the two theories of motivation suitable for the workplace; the essence of these theories states that how two different managerial styles motivate the workers on the basis of two opposing assumptions. Theory X Theory X assumes that employees dislike working, naturally, they are unmotivated, ambitionless, non-initiative and dislike responsibilities.. He avoided descriptive labels and simply called the theories Theory X and Theory Y.
Theory X and Theory Y are theories of human work motivation and management. The two theories proposed by McGregor describe contrasting models of workforce motivation applied by managers in human resource management , organizational behavior , organizational communication and organizational development. Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices. McGregor also believed that self-actualization was the highest level of reward for employees.
He did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviours in between. The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment. Depending on the working conditions, work could be considered a source of satisfaction or punishment. The management implications for Theory X workers are that, to achieve organisational objectives, rewards of varying kinds are likely to be the most popular motivator. The challenge for management with Theory Y workers is to create a working environment or culture where workers can show and develop their creativity. Jim co-founded tutor2u alongside his twin brother Geoff!
Theory X and Theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organisational development, and to improving organisational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. Perhaps the most noticeable aspects of McGregor's XY Theory - and the easiest to illustrate - are found in the behaviours of autocratic managers and organisations which use autocratic management styles. Typically characteristics for an X-Theory manager are most or all of these:. Working for an X theory boss isn't easy - some extreme X-Theory managers make extremely unpleasant managers, but there are ways of managing these people upwards.
Все. Не упустите. Даже клочка бумаги.
- Они не преступницы - глупо было бы искать их, как обычных жуликов. Беккер все еще не мог прийти в себя от всего, что услышал. - Может, там был кто-нибудь. - Нет.
Раздались два приглушенных хлопка.
Но Чатрукьян отказывался прислушаться к голосу разума. У нас вирус. Я звоню Джаббе. Когда он попытался обойти Стратмора, тот преградил ему дорогу. Лестничная площадка, на которой они стояли, была совсем крохотной. Они сцепились.
Из-под колес взметнулся гравий. Мотоцикл начал подниматься по склону. Колеса неистово вращались на рыхлой земле. Маломощный двигатель отчаянно выл, стараясь одолеть подъем. Беккер выжал из него все, что мог, и отчаянно боялся, что мотоцикл заглохнет в любую минуту. Нельзя было даже оглянуться: такси остановится в любой момент и снова начнется стрельба.
Сьюзан холодно на него посмотрела. - Да будет. - Хейл вроде бы затрубил отбой.
In his book, The Human Side of Enterprise , McGregor proposed two theories by which managers perceive and address employee motivation.Reply
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McGregor argued that these assumptions fall into two broad categories - Theory X and Theory Y. These findings were detailed in The. Human Side of Enterprise,.Reply
PDF | Douglas McGregor's landmark book, The Human Side of Enterprise, changed the path of management thinking and practice by.Reply