for the organization or groups within the organization. Early theories One theory of motivation which incorporates both internal and external motivation is that of Douglas McGregor. In this theory‚ external motivation is manifested in the assumption the manager makes regarding the attitudes of his subordinates. In 1960‚ Douglas McGregor began a long-standing debate (that incidentally still exists today) with the publication of his book The Human Side of the Enterprise. He introduced in this work his
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Theory X and Theory Y In his 1960 book‚ The Human Side of Enterprise‚ Douglas McGregor proposed two theories by which to view employee motivation. He avoided descriptive labels and simply called the theories Theory X and Theory Y. Both of these theories begin with the premise that management’s role is to assemble the factors of production‚ including people‚ for the economic benefit of the firm. Beyond this point‚ the two theories of management diverge. Theory X Theory X assumes that the average
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John Mackey‚ Cofounder and Co-CEO of Whole Market‚ Believes in "Conscious Capitalism" (pp. 29 & 30) What role‚ if any‚ does McGregor’s Theory Y play at Whole Foods? Explain. Mackey clearly took notes on McGregor’s theories on how and why people are the way they are at work. He took more to the Theory Y side: the moral and loyal view of people at work. Mackey feels that he and the company are viewed and based on the more heroic side of things‚ meaning that he aims to not only provide to the world
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two managers (Dave and Val) who are in the same organization (Telecommunication company)‚ however in different departments. He continues to talk about how they use their management skills on their employees based on theory X and theory Y. Douglas McGregor‚ an American Social Psychologist‚ proposed X-Y theory in his 1960 book “The human side of enterprise”. Theories X and Y are still referred in the field of management and motivation. According to McGregor’s Ideas‚ he believes there are two fundamental
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What Are The Advantages And Disadvantages Of Theory X And Theory Y? Douglas McGregor’s Theory X and Theory Y have both their advantages and disadvantages‚ though many would prefer to call them their strengths and weaknesses. The biggest advantage of using Theory X and Theory Y is that they are easy to understand. In addition to this‚ they can help a manager to focus on his thoughts on the different ways in which individuals relate to and carry out work. Although the theories are not used explicitly
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Approaches to Management Copyright © 2010 Pearson Education‚ Inc. Publishing as Prentice Hall 2–1 Exhibit 2–4Weber’s Bureaucracy Copyright © 2010 Pearson Education‚ Inc. Publishing as Prentice Hall 2–2 Theory X and Y • Douglas McGregor proposed the two different sets of worker assumptions. Theory X: Assumes the average worker is lazy‚ dislikes work and will do as little as possible. • Managers must closely supervise and control through reward and punishment.
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British grocery store chain Tesco has recently been forcing employees at its Dublin distribution center to wear armbands that measure their productivity. The armbands‚ officially known as Motorola arm-mounted terminals‚ keep track of how quickly and competently employees unload and scan goods in the warehouse and gives them a grade. The monitors can be turned off during lunch breaks‚ but anything else‚ including bathroom breaks and water breaks‚ reportedly lowers workers’ productivity score.
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performance for the company and possibly to improved employee relations‚ a strong understanding of the relationship should be practiced. Thus‚ Douglas McGregor‚ a behavior management theorist influenced by Abraham Maslow and The Hawthorne Studies‚ launched a debate over how employers manage‚ in his book: The Human Side of the Enterprise published in 1960. McGregor compared what he called Theory X and Theory Y perspectives; he challenged the management profession to reexamine its assumptions about the
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were taking part in a noble effort. >> We believed that Jobs uses the McGregor X and Y theory‚ not only to manage his staff but also to motivate the staff and the team as a whole as well. Theory X‚ which is a more traditional approach‚ assumes that workers are lazy‚ lack of ambition‚ do not like responsibilities‚ self-centred‚ indifferent to organisational objectives‚ resistant to changes and are gullible (McGregor 2000‚ p. 7). These workers have to be driven and require management to intervene
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Citations: Charles M. Carson‚ (2005)‚"A historical view of Douglas McGregor ’s Theory Y"‚ Management Decision‚ Vol. 43 Iss 3 pp. 450 - 460 Kinicki‚ A.‚ & Fugate‚ M. (2012). Needed: People-Centered Managers and Workplaces. InOrganizational Dynamics (5th ed.). McGraw-Hill. Kopelman‚ R.‚ & Chiou‚ A. (2010). Examining
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