Douglas McGregor proposed his Theory X and Theory Y which describe two different approaches to managing people. Theory X assumes that people dislike work and need to be closely controlled, while Theory Y assumes that people can exercise self-direction and self-control to achieve goals. McGregor believed that Theory Y produced better performance and allowed people to grow. His theories remain influential in management and motivation.
MacGregor’s XY Theory and Ouchi’s Theory ZJoshua Render
MacGregor’s XY Theory and Ouchi’s Theory Z: https://agile-mercurial.com/2019/06/28/macgregors-xy-theory-and-ouchis-theory-z/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Theory X and theory Y are part of motivational theories. Both the theories, which are very different from each other, are used by managers to motivate their employees. Theory X gives importance to supervision, while theory Y stresses on rewards and recognition.
MacGregor’s XY Theory and Ouchi’s Theory ZJoshua Render
MacGregor’s XY Theory and Ouchi’s Theory Z: https://agile-mercurial.com/2019/06/28/macgregors-xy-theory-and-ouchis-theory-z/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Theory X and theory Y are part of motivational theories. Both the theories, which are very different from each other, are used by managers to motivate their employees. Theory X gives importance to supervision, while theory Y stresses on rewards and recognition.
Peter F Drucker and His Contribution in ManagementNikhil Vyas
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
Peter F Drucker and His Contribution in ManagementNikhil Vyas
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization", and "self-transcendence" to describe the pattern that human motivations generally move through.
Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy. Maslow studied the healthiest 1% of the college student population.
Maslow's theory was fully expressed in his 1954 book Motivation and Personality.The hierarchy remains a very popular framework in sociology research, management training[6] and secondary and higher psychology instruction.
X and Y are about the human motivational theory developed by Douglas McGregor. it is about understanding your assumptions about employees motivation can help you learn to manage more effectively.
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s.
Organizational Development 101 - Alternative ApproachesRoland Bair
This is the first discussion I facilitate on organisational development. We will discuss how societal development lead to alternative organizational approaches.
We will go through those on principle-level and discuss own experiences.
Motivation involves the biological, emotional, social, and cognitive forces that activate behavior.
A motive is what prompts the person to act in a certain way, or at least develop an inclination for specific behavior
Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
1. Douglas McGregor's Theory X and Theory Y
Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his
1960 book 'The Human Side Of Enterprise'. 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 organizational development, and to
improving organizational 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.
McGregor maintained that there are two fundamental approaches to managing people. Many
managers tend towards theory x, and generally get poor results. Enlightened managers use
theory y, which produces better performance and results, and allows people to grow and
develop.
Theory x ('authoritarian management' style)
• The average person dislikes work and will avoid it he/she can.
• Therefore most people must be forced with the threat of punishment to work towards
organisational objectives.
• The average person prefers to be directed; to avoid responsibility; is relatively
unambitious, and wants security above all else.
Theory y ('participative management' style)
• Effort in work is as natural as work and play.
• People will apply self-control and self-direction in the pursuit of organisational
objectives, without external control or the threat of punishment.
• Commitment to objectives is a function of rewards associated with their
achievement.
• People usually accept and often seek responsibility.
• The capacity to use a high degree of imagination, ingenuity and creativity in solving
organisational problems is widely, not narrowly, distributed in the population.
• In industry the intellectual potential of the average person is only partly utilised.
2. Characteristics of The x Theory Manager
• What are the characteristics of a Theory X manager? Typically some, most or all of
these:
• results-driven and deadline-driven, to the exclusion of everything else
• intolerant
• issues deadlines and ultimatums
• distant and detached
• aloof and arrogant
• elitist
• short temper
• shouts
• issues instructions, directions, edicts
• issues threats to make people follow instructions
• demands, never asks
• does not participate
• does not team-build
• unconcerned about staff welfare, or morale
• proud, sometimes to the point of self-destruction
• one-way communicator
3. • poor listener
• fundamentally insecure and possibly neurotic
• anti-social
• vengeful and recriminatory
• does not thank or praise
• withholds rewards, and suppresses pay and remunerations levels
• scrutinises expenditure to the point of false economy
• seeks culprits for failures or shortfalls
• seeks to apportion blame instead of focusing on learning from the experience and
preventing recurrence
• does not invite or welcome suggestions
• takes criticism badly and likely to retaliate if from below or peer group
• poor at proper delegating - but believes they delegate well
• thinks giving orders is delegating
• holds on to responsibility but shifts accountability to subordinates
• relatively unconcerned with investing in anything to gain future improvements
• unhappy
How you can manage upwards your X theory boss:
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. Avoiding
confrontation (unless you are genuinely being bullied, which is a different matter) and
delivering results are the key tactics.
• Theory X managers (or indeed theory Y managers displaying theory X behaviour) are
primarily results oriented - so orientate your your own discussions and dealings with
them around results - ie what you can deliver and when.
• Theory X managers are facts and figures oriented - so cut out the incidentals, be
able to measure and substantiate anything you say and do for them, especially
reporting on results and activities.
• Theory X managers generally don't understand or have an interest in the human
issues, so don't try to appeal to their sense of humanity or morality. Set your own
objectives to meet their organisational aims and agree these with the managers; be
seen to be self-starting, self-motivating, self-disciplined and well-organised - the
more the X theory manager sees you are managing yourself and producing results,
the less they'll feel the need to do it for you.
• Always deliver your commitments and promises. If you are given an unrealistic task
and/or deadline state the reasons why it's not realistic, but be very sure of your
ground, don't be negative; be constructive as to how the overall aim can be achieved
in a way that you know you can deliver.
• Stand up for yourself, but constructively - avoid confrontation. Never threaten or go
over their heads if you are dissatisfied or you'll be in big trouble afterwards and life
will be a lot more difficult.
• If an X theory boss tells you how to do things in ways that are not comfortable or
right for you, then don't questioning the process, simply confirm the end-result that
is required, and check that it's okay to 'streamline the process' or 'get things done
more efficiently' if the chance arises - they'll normally agree to this, which effectively
gives you control over the 'how', provided you deliver the 'what' and 'when'.
4. And this is really the essence of managing upwards X theory managers - focus and get
agreement on the results and deadlines - if you consistently deliver, you'll increasingly be
given more leeway on how you go about the tasks, which amounts to more freedom. Be
aware also that many X theory managers are forced to be X theory by the short-term
demands of the organisation and their own superiors - an X theory manager is usually
someone with their own problems, so try not to give them any more.
Comments on Theory X and Theory Y Assumptions
These assumptions are based on social science research which has been carried out, and
demonstrate the potential which is present in man and which organizations should recognize
in order to become more effective.
McGregor sees these two theories as two quite separate attitudes. Theory Y is difficult to put
into practice on the shop floor in large mass production operations, but it can be used
initially in the managing of managers and professionals.
In "The Human Side of Enterprise" McGregor shows how Theory Y affects the management
of promotions and salaries and the development of effective managers. McGregor also sees
Theory Y as conducive to participative problem solving.
It is part of the manager's job to exercise authority, and there are cases in which this is the
only method of achieving the desired results because subordinates do not agree that the
ends are desirable.
However, in situations where it is possible to obtain commitment to objectives, it is better to
explain the matter fully so that employees grasp the purpose of an action. They will then
exert self-direction and control to do better work - quite possibly by better methods - than if
they had simply been carrying out an order which the y did not fully understand.
The situation in which employees can be consulted is one where the individuals are
emotionally mature, and positively motivated towards their work; where the work is
sufficiently responsible to allow for flexibility and where the employee can see her or his
own position in the management hierarchy. If these conditions are present, managers will
find that the participative approach to problem solving leads to much improved results
compared with the alternative approach of handing out authoritarian orders.
Once management becomes persuaded that it is under estimating the potential of its human
resources, and accepts the knowledge given by social science researchers and displayed in
Theory Y assumptions, then it can invest time, money and effort in developing improved
applications of the theory.
McGregor realizes that some of the theories he has put forward are unrealizable in practice,
but wants managers to put into operation the basic assumption that:
* Staff will contribute more to the organization if they are treated as responsible and
valued employees.
5. Theory z - William Ouchi
First things first - Theory Z is not a Mcgregor idea and as such is not Mcgregor's extension
of his XY theory.
Theory Z was developed not by McGregor, but by William Ouchi, in his book 1981 'Theory Z:
How American management can Meet the Japanese Challenge'. William Ouchi is professor of
management at UCLA, Los Angeles, and a board member of several large US organisations.
Theory Z is often referred to as the 'Japanese' management style, which is essentially what
it is. It's interesting that Ouchi chose to name his model 'Theory Z', which apart from
anything else tends to give the impression that it's a Mcgregor idea. One wonders if the idea
was not considered strong enough to stand alone with a completely new name...
Nevertheless, Theory Z essentially advocates a combination of all that's best about theory Y
and modern Japanese management, which places a large amount of freedom and trust with
workers, and assumes that workers have a strong loyalty and interest in team-working and
the organisation.
Theory Z also places more reliance on the attitude and responsibilities of the workers,
whereas Mcgregor's XY theory is mainly focused on management and motivation from the
manager's and organisation's perspective. There is no doubt that Ouchi's Theory Z model
offers excellent ideas, albeit it lacking the simple elegance of Mcgregor's model, which let's
face it, thousands of organisations and managers around the world have still yet to
embrace. For this reason, Theory Z may for some be like trying to manage the kitchen at
the Ritz before mastering the ability to cook a decent fried breakfast. Learn more about
Theory Z