Saturday was market day in Cape Town and the streets were crowded with shoppers looking for bargains‚ meeting friends and lovers. Boers and Frenchmen‚ soldiers in colorful uniforms and English ladies in flounced skirts and ruffled blouses mingled in front of the bazaars set up in the town squares at Braameonstein and Park Town and Burgersdorp. Everything was for sale: furniture‚ horses and carriages and fresh fruit. One could purchase dresses and chessboards‚ or meat or books in a dozen different
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Picturebooks are a combination of words and visual art. Words and pictures are equally significant in picturebooks. Mabel Segun stresses on illustrations role by stating that “Illustrations are literature in their own right‚ and whether used by themselves or integrated with written texts‚ they sharpen the perception of children‚ stimulate their imagination and increase their sense of observation. The overall development of children can be aided by good illustrations”. No doubt that proper illustrations
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The Historical Foundations of Management Introduction Why should we study historical management theories? Why bother ourselves with work that was done hundreds of years ago? Surely‚ they must be outdated‚ especially when we consider how fast the pace of change is in our society today. But are these theories really outdated? We would emphatically respond with a "no!" There is no doubt that foundational management theories provide insight into the challenges of their time‚ but they also bear much
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Organizational Behavior The study of people at work is generally referred to as the study of organizational behavior. This chapter will start by defining the term organizational behavior and briefly reviewing its origins. Organizational behavior is the systematic study of the actions and attitudes that people exhibit within organizations. Each person regularly uses intuition or our "gut feelings" in trying to explain phenomena. For example‚ a friend catches a cold and we’re quick to remind
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organisation and their internal publics should interact and communicate have conflicting ideas and implications. Due to these factors and the sheer size of each perspective‚ only the Human Relations perspective and the theories of Follett‚ Maslow‚ Mayo and McGregor will be examined in this report. Overview of HRP The Human Behaviour perspective on organisation communication was established in 1930 and developed until 1965‚ providing one of the most significant contributions to organisational
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inherent human tendency to avoid work.” Theory X organizations are more likely to have more supervisors at every step of operation‚ reducing opportunities for delegation‚ thus maintaining authority and control centralization. Even back in the 60’s‚ “McGregor recognized that X-Type workers are in fact usually the minority‚ and yet in mass organizations‚ such as large scale production [and unskilled production line work] environment‚ X Theory management [has its place‚] may be required and can be unavoidable
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been identified (Mondy‚ Shaplin and Premeaux‚ 1991‚ cited on humankinetics.com‚ 2013) are autocratic‚ democratic‚ participative and laissez-faire. In line with the way if managing subordinates‚ I would also link them to theory of “X and Y” (Douglas McGregor‚ 1960‚ cited on humankinetics.com‚ 2013). This theory is a description of two types of employee motivation. Theory X states that the average person dislike work and would more likely avoid it. Therefore‚ to achieve organisational objectives‚ most
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top there is the self-actualization‚ such as morality‚ creativity‚ problem solving. 1960 – Douglas McGregor – Theory X and Theory Y. Theory X and Theory Y consist of two very different types of management. Theory X believes that no one enjoys work and employees are lazy and require force so their work it complete. Theory Y believes that people enjoy work and has a friendlier atmosphere. McGregor also combined his theory with Maslow’s in saying the bottom half of the triangle was Theory X needs and
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MANAGEMENT STYLES Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. Various management styles can be employed dependent on the culture of the business‚ the nature of the task‚ the nature of the workforce and the personality and skills of the leaders. This idea was further developed by Robert Tannenbaum and Warren H. Schmidt who argued that
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edu/people/arossett/pie/Interventions/forcedranking_1.htm Grote‚ D. (2002). Forced Ranking: Behind the Scenes. Across the Board‚ 40-45. Ivancevich‚ J. M.‚ Konopaske‚ R.‚ & Matteson‚ M. T. (2011). Organizational Behavior and Management (9th ed.). New York: McGraw-Hill. McGregor‚ J. (2006‚ January 9). The Struggle to Measure Performance. Retrieved February 16‚ 2011‚ from Bloomberg Businessweek: http://www.businessweek.com/magazine/content/06_02/b3966060.htm Nickols‚ F. (2007). Performance Appraisal: Weighed and Found Wanting
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