Discussion Board : Perspective, Theory, And Practice

Theory X and Y has been introduced by Douglas McGregor and the application of these theories can be clearly portrayed in this film. Lack of Motivation, No interest in the work, Absentees are some of the factors that defines Theory X. This theory can be seen in Keith Davenport 's leadership. He was so closely connected with the officers that he was not willing to take any action. Besides, he did not have faith in them which prevented him to motivate them. As, a

1.3 Evaluate a model of managerial style in which the manager can apply skills to identify, study and

Theory X & Y was officially expounded (and named) by Douglas McGregor, a social psychologist at MIT in the 1960s. His idea was that there are two fundamentally different styles of management. Theory X is an authoritarian concept where one assumes that individuals work reluctantly, without motivation. On the other hand, Theory Y is a libertarian concept where one assumes that people will perform beyond their duties if they are motivated and are dedicated to the overall goals set forth for them.

Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090

Theory Y, adopts the participative management style, which operates on the idea that people are inherently motivated to work if they find the job fulfilling

Theory X and Theory Y, developed by Douglas McGregor, grew out of opposition towards classical management methods. Classical management theorists, such as Fredrick Taylor, focused on scientific training and efficiency and did not account for personal and behavioral issues, such as management styles or job satisfaction. McGregor saw these deficiencies in the classical school of management which lead him to develop a theory of management that would factor the importance of the individual worker. If a manager could tap into the feelings and attitudes of their workers, then the manager would be able increase their employee’s motivation which would then increase production. McGregor’s theory viewed the employee as a person and not as a machine

2. Theoretical Background and Hypothesis Development 2.1 Theoretical Background Research on employee attributes and performance has traditionally resided in the domain of organizational psychology, not OM. However, as operations

Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job

According to Kreitner and Kinicki (2013) McGregor contrasted two views on human nature by insisting that Theory Y assumes that people are more positive at work, and believed managers could accomplish more by viewing employees as such (p.9). The other outdated theory, is Theory X, which is a more negative and pessimistic assumption about workers.

The twentieth century has brought in a number of management theories which have helped shaped our view of management in the present business environment. These emerging theories have enabled managers to appreciate new patterns of thinking, new ways of organising and new ways of managing organisations and people. Over the years these different theories have enabled the study

Locate four articles or books on your philosophy written by different management theorists and published in the past 5 years in academic literature. At least two must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination.

Theory X describes a results-driven manager who issues deadlines and ultimatums, is elitist, does not build teams, is a one-way communicator and a poor listener, and a whole host of other negative traits. This is the "authoritarian" style, and while MacGregor's (Chapman, n.d.) treatment of this manager is overwhelmingly negative, these types of people often become managers because they deliver results. Theory Y managers, by contrast, as known as "participative" and are characterized by a host of positive adjectives.

Define and discuss the different theories of management, using practical examples from your experience or knowledge. Compare classical management theory to any contemporary.

First, I will discuss the exemplary management theories that transpired around the twentieth century. These involve scientific management, which center of attraction was on associating per-sonnel and jobs to increase effectiveness; and administrative management, which center of atten-tion is on recognizing the principles that will impel to the beginning of the nearly adept structure of management and organization. Next, you have behavioral management theories which was estab-lished both prior and subsequently the Second World War, which spotlight was on supervisors should guide and supervise their personnel to optimize their effectiveness. Then you have man-agement science theory, which was current during the Second World War and which has evolved to be very