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Theory X
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. McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. 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 pract ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Douglas McGregor
Douglas Murray McGregor (September 6, 1906 – October 1, 1964) was an American management professor at the MIT Sloan School of Management and president of Antioch College from 1948 to 1954. He also taught at the Indian Institute of Management Calcutta. His 1960 book ''The Human Side of Enterprise'' had a profound influence on education practices. McGregor was a student of Abraham Maslow. He has contributed much to the development of the management and motivational theory, and is best known for his Theory X and Theory Y as presented in his book ‘The Human Side of Enterprise’ (1960), which proposed that manager's individual assumptions about human nature and behavior determined how individual manages their employees.Jeong Chun Hai @Ibrahim, & Nor Fadzlina Nawi. (2012). Principles of Public Administration: Malaysian Perspectives. Kuala Lumpur: Pearson Publishers. Early life and education McGregor was born in Detroit, Michigan on September 6, 1906, to Murray James and Jessie ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Efficiency (economics)
In microeconomics, economic efficiency, depending on the context, is usually one of the following two related concepts: * Allocative or Pareto efficiency: any changes made to assist one person would harm another. * Productive efficiency: no additional output of one good can be obtained without decreasing the output of another good, and production proceeds at the lowest possible average total cost. These definitions are not equivalent: a market or other economic system may be allocatively but not productively efficient, or productively but not allocatively efficient. There are also other definitions and measures. All characterizations of economic efficiency are encompassed by the more general engineering concept that a system is efficient or optimal when it maximizes desired outputs (such as utility) given available inputs. Standards of thought There are two main standards of thought on economic efficiency, which respectively emphasize the distortions created by ''governments'' ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organizational Behavior
Organizational behavior (OB) or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself".Moorhead, G., & Griffin, R. W. (1995). ''Organizational behavior: Managing people and organizations'' (5th edition). Boston. Houghton Mifflin, (p.4) OB research can be categorized in at least three ways: * individuals in organizations (micro-level) * work groups (meso-level) * how organizations behave (macro-level) Chester Barnard recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization. Organizational behavior researchers study the behavior of individuals primarily in their organizational roles. One of the main goals of organizational behavior research is "to revitalize organizational theory and develop a better conceptualization of organizational life". Relation to industrial and organization ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Scientific Management
Scientific management is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes to management. Scientific management is sometimes known as Taylorism after its pioneer, Frederick Winslow Taylor. Mitcham, Carl and Adam, Briggle ''Management'' in Mitcham (2005) p. 1153 Taylor began the theory's development in the United States during the 1880s and 1890s within manufacturing industries, especially steel. Its peak of influence came in the 1910s. Although Taylor died in 1915, by the 1920s scientific management was still influential but had entered into competition and syncretism with opposing or complementary ideas. Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of industrial engineering and management today. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Mission Command
Mission command, also referred to as mission-type tactics, is a style of military command, derived from the Prussian-pioneered mission-type tactics doctrine, which combines centralized intent with decentralized execution subsidiarity and promotes freedom and speed of action, and initiative, within defined constraints. Subordinates, understanding the commander's intentions, their own missions and the context of those missions, are told what effect they are to achieve and the reason why it needs to be achieved. They then decide within their delegated freedom of action how best to achieve their missions. Orders focus on providing intent, control measures, and objectives, allowing for greater freedom of action by subordinate commanders. Mission command is closely related to civilian management concept of workplace empowerment and its use in business has been explored by writers such as Bungay (2011) and Tozer (1995, 2012). It is advocated, but not always used, by the militaries of the U ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Command And Control
Command and control (abbr. C2) is a "set of organizational and technical attributes and processes ... hatemploys human, physical, and information resources to solve problems and accomplish missions" to achieve the goals of an organization or enterprise, according to a 2015 definition by military scientists Marius Vassiliou, David S. Alberts, and Jonathan R. Agre. The term often refers to a military system. Versions of the United States Army ''Field Manual 3-0'' circulated circa 1999 define C2 in a military organization as the exercise of authority and direction by a properly designated commanding officer over assigned and attached forces in the accomplishment of a mission. A 1988 NATO definition is that command and control is the exercise of authority and direction by a properly designated individual over assigned resources in the accomplishment of a common goal. An Australian Defence Force definition, similar to that of NATO, emphasises that C2 is the system empowering des ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Contingency Theory
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Contingent leaders are flexible in choosing and adapting to succinct strategies to suit change in situation at a particular period in time in the running of the organization. History The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior. During the 1950s, researchers at Ohio State University administered extensive questionnaires measuring a range of possible leader behaviors in various organizational contexts. Although multiple sets of leadership behaviors were originally identified based on these questionnaires, two types of behaviors proved to be especially typical of effective leaders: ''(1) consideration'' leader behaviors that inclu ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Theory Z
Theory Z is a name for various theories of human motivation built on Douglas McGregor's Theory X and Theory Y. Theories X, Y and various versions of Z have been used in human resource management, organizational behavior, organizational communication and organizational development. McGregor's Theory X states that workers inherently dislike and avoid work and must be driven to it, in contrast to Theory Y which states that work is natural and can be a source of satisfaction when aimed at higher order human psychological needs. One Theory Z was developed by Abraham H. Maslow in his paper "Theory Z", which was published in 1969 in the ''Journal of Transpersonal Psychology''. A second theory is the 3D theory which was developed by W. J. Reddin in his book ''Managerial Effectiveness'' (1970), and a third theory is William Ouchi's so-called "Japanese management" style, which was explained in his book '' Theory Z: How American Business Can Meet the Japanese Challenge'' (1981) responding ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Duty
A duty (from "due" meaning "that which is owing"; fro, deu, did, past participle of ''devoir''; la, debere, debitum, whence "debt") is a commitment or expectation to perform some action in general or if certain circumstances arise. A duty may arise from a system of ethics or morality, especially in an honor culture. Many duties are created by law, sometimes including a codified punishment or Legal liability, liability for non-performance. Performing one's duty may require some sacrifice of Self, self-interest. Cicero, an early Roman philosopher who discusses duty in his work “On Duty", suggests that duties can come from four different sources: # as a result of being a human # as a result of one's particular place in life (one's family, one's country, one's job) # as a result of one's character # as a result of one's own moral expectations for oneself The specific duties imposed by law or culture vary considerably, depending on jurisdiction, religion, and social normalities. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Intrinsic Motivation
Motivation is the reason for which humans and other animals initiate, continue, or terminate a behavior at a given time. Motivational states are commonly understood as forces acting within the agent that create a disposition to engage in goal-directed behavior. It is often held that different mental states compete with each other and that only the strongest state determines behavior. This means that we can be motivated to do something without actually doing it. The paradigmatic mental state providing motivation is desire. But various other states, such as beliefs about what one ought to do or intentions, may also provide motivation. Motivation is derived from the word 'motive', which denotes a person's needs, desires, wants, or urges. It is the process of motivating individuals to take action in order to achieve a goal. The psychological elements fueling people's behavior in the context of job goals might include a desire for money. Various competing theories have been proposed ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Product Quality
In business, engineering, and manufacturing, quality – or high quality – has a pragmatic interpretation as the non-inferiority or superiority of something (goods or services); it is also defined as being suitable for the intended purpose (fitness for purpose) while satisfying customer expectations. Quality is a perceptual, conditional, and somewhat subjective attribute and may be understood differently by different people. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace. Producers might measure the conformance quality, or degree to which the product/service was produced correctly. Support personnel may measure quality in the degree that a product is reliable, maintainable, or sustainable. In such ways, the subjectivity of quality is rendered objective via operational definitions and measured with metrics such as proxy measures. Description There are many aspects of quality in a business contex ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
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