Mcgregor x y theory definition,m jak milosc 1204 youtube,logo s japanese writing d,drugs causing diabetes insipidus mnemonic zalukaj - You Shoud Know

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Theory X and Theory Y are two extremes introduced by Harvard Professor Douglas McGregor in his book “The Human Side of Enterprise”, over 50 years ago.
Though the theory of x and y are not absolute in how human nature plays out in our places of work, there will always be those among us who are polarizing and think of life as a side of a coin. Responsibility: Do you believe we would rather be directed than take responsibility for our own actions? Motivation: Do you believe we are intrinsically motivated by money and fears about our job security? About UsWe are LitheSpeed: Lean and Agile experts aiming to improve your life by changing the way you work.
As CEO of my own think tank, I sometimes think of Douglas McGregor’s famous motivational theory.
Again, as long as you remain mere employee in workplace, you never understand why I’m so enthusiastically writing these sentences on D. The answer is quite simple: Because the number of employees is much more bigger than of company leadership, all the clever publisher aim only at employees as readership. If you’re about to build up your own company right now, don’t read any books on company leadership.
Based on the internal logic of human nature throughout the whole history of management thought, I can prove a natural and flexible “three-tier management”, and at the same time make a roadmap of connection among thought leaders like Ernst Engel, Abraham Maslow, Clayton Alderfer, Frederick Taylor, Henri Fayol, Elton Mayo, Douglas McGregor, and Joseph Schumpeter.
How to meet effectively and efficiently employees’ needs from the perspective of management model or system?
What is the natural human nature (and by natural, I mean the human nature is not influenced by culture, religion and so on)? Here the natural human nature basically refers to Maslow‘s hierarchy of needs theory (HoN), or Alderfer's Existence, Relatedness and Growth Theory (ERG).
1 Every human has three types of needs, namely, existence needs, relatedness needs, and growth needs. 2 There is a bottom-up hierarchical order among three types of needs above, from existence needs to relatedness needs to growth needs. The bottom-up hierarchical order implies that the higher tier needs cannot be satisfied unless the lower tier needs have been met, especially two different needs were in conflict, that the higher tier needs is bigger in terms of their importance for career advancement than the lower one, and that to satisfy lower tier needs is easier than to satisfy higher tier needs.
3 Three tiers of needs are an indivisible whole and coexist with every employee at any time. 4 At any given time, every employee has a prepotent need that has the greatest influence over his or her actions, and that will vary among individuals. In contrast to the natural or original, apparently, the flexible means the human nature is influenced by culture, religion, and so forth. In different culture, religion, or ideology, employees with the same identity would have different order of needs and prepotent needs. The natural or original “three-tier management” is corresponding to the natural or original human nature, that is, Maslow's hierarchy of needs, or Alderfer's ERG theory.
While there are some debates and criticism about Maslow's hierarchy of needs, or Alderfer's ERG theory, scholars and practitioners all agree that the fulfillment of human needs has an important role in human motivation.
How to meet effectively and efficiently employees’ needs based on the natural human nature from the perspective of management model or system? First, I adopt management of rules in three-tier management to satisfy employees’ existence needs.
Because the rules here mean all rigidities for forming business organizations, including organizational structures, departmental responsibilities, job descriptions, levels of power and command, work standards, regulations and procedures, guideline, etc, the main purpose of aforesaid management of rules will be to establish a high-efficiency business organization or to continuously improve workforce productivity. As we all know, in a work context, employees’ existence needs are usually satisfied by money earned in a job for the purchase of necessities of life.


Second, I adopt management of emotions in three-tier management to satisfy employees’ relatedness needs.
As the name implies, the main purpose of aforesaid management of emotions is to help employees cultivate positive emotions and healthy relationships with colleagues and managers, rules, and business organization.
Certainly, as companies realize the purpose of management of emotions, employees’ relatedness needs would be perfectly fulfilled.
Third, I adopt management of innovations in three-tier management to satisfy employees’ growth needs. In my view, so-called growth should mean that employees can constantly gain new knowledge, new experiences, new opportunities, new challenges, new jobs, new achievements, and new satisfactions. So an excellent management of innovations, undoubtedly, will sufficiently satisfy employees’ growth needs.
Fourth, I adopt the smooth integration of three tiers of managements to satisfy all employees’ needs.
Similarly, if there is a majority of employees, in one financial services company, focused on relatedness needs, management of emotions should dominate such companies’ three-tier management. If there is a majority of employees, in one high-tech company, focused on growth needs, management of innovations should dominate such companies’ three-tier management. In different culture (including corporate culture), employees receiving the same compensation would have different order of needs and prepotent needs, and should be dominated by different tier of managements.
For a more efficient three-tier management, managers must be aware of all employees’ needs and understand which needs are crucial to them. The natural history of three-tier management is corresponding to the market economy under the condition of natural growth, such as Britain and he United States.
Based on the internal logic of human nature throughout the whole history of management thought and Engel’s law used as an indicator of living standards, I can make a roadmap of connection among thought leaders relevant to management like Ernst Engel, Abraham Maslow, Clayton Alderfer, Frederick Taylor, Henri Fayol, Elton Mayo, Douglas McGregor, and Joseph Schumpeter. As Engel coefficient was medium, it meant medium level of economic development or medium standard of living.
Engel coefficient in developed market economics has been declining from high to middle to low. The flexible history of three-tier management is corresponding to the market economy under the condition of non-natural growth, such as China and Russia. 2 At any given time, every employee has a prepotent need that has the greatest influence over his or her actions, and that will vary among individuals. 4 Each company, at any given time, should take one of three tiers of managements as its priority. Sign up to get the most radical new ideas in management delivered to your inbox every week. Announcing the Digital Freedom Challenge How do you promote autonomy without losing control? Hack the MIX Join our first ever Hack the MIX Hackathon and help us develop the future of the MIX community. What Innovators Can Learn from Artists Lately a number of business leaders have begun to embrace the arts as an integral part of the human enterprise that ought to be woven into the fabric of every business. This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License. Or, do you believe we are actually highly creative, waiting for the opportunity to express it? As long as you remain an employee, that is to say, “workforce which is hired by somebody else,” such a theory never occurs to you.
Generally speaking, it’s regarding two fundamental and analytical principles, with which you can judge psychology of employees. They always proclaim not poor employees but company executive must be blamed, whenever something gets wrong in workplace. All the books on company executives can be well sold, when they are capable of appeasing frustrated and angry employees.


One of three tiers of needs alone—whether existence needs, or relatedness needs, or growth needs—will not be able to bring high degree of satisfaction to employees. For example, a low income worker who focused on existence needs in one kind of cultural background may focus on growth needs in another kind of cultural background. They are respectively management of rules, management of emotions, and management of innovations. And then a high-efficiency business organization with an appropriate income distribution mechanism can increase employees’ salaries sharply. In other words, both management of rules and management of emotions should comply or match with management of innovations being priority. For example, a low income worker who was dominated by management of rules in one corporate culture may be dominated by management of innovations in another corporate culture. And then managers know how to meet these needs with “the smooth integration of three tiers of managements”.
It also implied that people’s prepotent need was existence needs, and that companies and management researches were focused on management of rules, namely, on how to establish a high-efficiency business organization or to continuously improve workforce productivity. It also implied that people’s prepotent need was relatedness needs, and that companies and management research were focused on management of emotions, namely, on how to help employees cultivate positive emotions and healthy relationships with colleagues and managers, rules, and business organization.
It also implied that people’s prepotent need was growth needs, and that companies and management researches were focused on management of innovations, namely, on how to help people constantly gain new knowledge, new experiences, new opportunities, new challenges, new jobs, new achievements, and new satisfactions. He grouped Maslow's hierarchy into "lower order" (theory X) needs and "higher order" (theory Y) needs. One of five tiers of needs alone—whether physiological, or safety, or love and belonging, or esteem, or self-actualization—will not be able to bring high degree of satisfaction to employees. However, once you begin to run your own company with your own money and hire someone else as your followership in office, you can’t help remember the theory.
For them, “Work is life”, and as self-motivated workforce, they automatically find out what to do in office. Because the workforce is, according to “Theory Y”, self-motivated and full of energy for working, only what to do for you as CEO is to empower them and accept whatever they do. Once you’ll be promoted to run your own company or build up it as entrepreneur, you’ll immediately grasp what I’m feeling and want to tell you. At that time, the classic works were Taylor's "Principles of Scientific Management", and Fayol's "general and industrial management". At that time, the classic works were Mayo's "The human problems of an industrial civilization", and Douglas McGregor's "X theory - Y theory".
The people's prepotent need has also been shifting from existence to relatedness to growth.
Five tested strategies from a fast-growing, inventive and open organization, by Joris Luijke of Atlassian. In addition to that, any hierarchical structures in office must be abolished, because they only hinder “good workers” from doing the right things. Always get back to the reason why you set up your own company, whenever you’ll get troubled.
The focus of management research has been moved up to management of emotions, to management of innovations from management of rules, step by step. You, CEO of your own company, just have to declare yourself as servant of empowered employees. Publication in any form or use in provision of business services to a third party is not allowed without permission from alan chapman.



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