Question # 2: Identify similarities and differences among Theory X and Theory Y, the Pygmalion effect, and self-concept.
Oxford Dictionaries defines attitude as a settled way of thinking or feeling about someone or something, typically one that is reflected in a person’s behavior (Attitude, n.d.). There are numerous assumptions about attitude and human behavior in regards to how leaders interact with followers which can forecast productivity and success levels of both in their roles. As indicated by Lussier and Achua (2013), “Successful leaders have positive, optimistic attitudes” (p. 49). This essay will identify how Theory X, Theory Y, the Pygmalion effect, and self-concept are similar and different. In addition, some observed examples
As indicated by Lussier and Achua (2013), “The Pygmalion effect proposes that leaders’ attitudes toward and expectations of followers, and their treatment of them, explain and predict followers’ behavior and performance” (p.50). Theory X, Theory Y, and the Pygmalion effect are similar because they focus on leader’s attitudes regarding followers. For example, with Theory X, Theory Y, and Pygmalion effect, a change of a manager or leader’s attitude whether from Theory X to Y with less supervision and belief that employees like work, or a manager placing higher expectations and better treatment of followers can result in better productivity and
A work team with long term negative work attitude challenges and unexceptional performance was transferred to this author’s scope of authority from another department in the organization. The work team was made up of three employees and a team supervisor. The team supervisor displayed attributes of a Theory X belief system and was very vocal about dislike for work. Holding true to Theory X leadership characteristics, staff on the team were closely monitored in all aspects of their daily activities by the supervisor in an autocratic manner. Cross training the staff in each other’s duties wasn’t a priority for the Theory X supervisor. Furthermore, expectations by the supervisor for the group in reaching high productivity standards and goals were
The next problem is an Autocratic Leadership. In an autocratic leadership employees have no say. All decisions are made by the management. This is a problem because even though management may know what is best for the company, they do not know what is best for the employees. They should listen to the employee’s ideas and not dismiss them immediately. (toolbox, Leadership Styles: Autocratic leadership)
It is believed that a person’s attitude influences their memory. Many researchers have conducted experiments on this hypothesis. It has been determine that attitude does have an effect on memory; however, there has been discrepancies in the research results to what extent am individual’s attitude has on recall of past behavior (Aronson, 2012, pp. 164-165). Research done in 1943 by Levine and Murphy indicated that people tend to remember information that supports their social attitude rather than information that does not (Aronson, 2012, pp. 165). Similarly, earlier research looked at the effect attitude had on behavior and memory and found a negative correlation among the two (Aronson, 2012). Moreover, subsequent research has not conclusively determined that a person’s attitude influences their memory. Aronson reminds us that there is still room for further research to determine exactly the extent to which attitudes effect memory (2012).
a way that is consistent with that expectation. However, it does not make the expectations come full circle when you just have an expectation and then it happens. Instead, the expectation has to be the cause or reason why something occurs. For example, let's say you walked outside this morning and thought that it was going to rain, and later it did. This would not be a result of the Pygmalion Effect or a self-fulfilling prophecy because it would have rained even if you had not predicted it.
This is more appropriate for understanding team member motivation. This deals with how the manager’s perception of what motivates his team member and affects the way he behaves. Thus, assumptions about employee motivation can influence the management style and adapt to the appropriate approach to manage people effectively.
Conventional leader-focused teams or work units miss out on the leadership potential of their members. Self-managed work teams are higher performing, more self-sufficient, and have more engaged members. Such teams set their own goals, plan and manage their work, and require little or no supervision. Their members are more accountable, better problem solvers, and more flexible. However, building effective self-managed teams requires personal and organizational commitment, considerable effort and time, and a willingness to change. Management must be willing to let go of authority, and team members must learn management skills and accept responsibility for their results. This transition is not easy, but it is possible. Total team cost includes the direct cost of team members salaries, wages, benefits, incentives, and discretionary expenses like travel and supplies and the indirect cost of management and organization overhead. These costs should be organized into a team “checkbook” showing budget, actual, and projected full-year amounts by category.
First, one must identify the issue at hand; then, promote an open, honest relationship encouraging staff to be forthcoming with their perception of the problem; the team can then focus on coming up with a solution. Furthermore, enlisting a positive attitude, empowering the team, remaining active throughout the process, and demonstrating sincerity in the appreciation shown to those working hard during challenging times will prove beneficial as studies have shown a strong correlation with staff retention and the implementation of a transformational leadership approach (Casida & Parker, 2011). Utilizing this tactic will prove cost effective by minimizing cost associated with the turnover. The positivity among the team is likely to increase work performance, decrease the number of errors, improve overall patient
There are many ways to influence the employee’s performance as a manager and understanding a self-fulfilling prophecy theory will play a very important role in influencing the employee’s performance. According to an article called Self-fulfilling Prophecy - How Our Perceptions Can Influence Reality, “A self-fulfilling prophecy is a prediction that causes itself to come true due to the simple fact that the prediction was made. This happens because our beliefs influence our actions.” (Self-fulfilling prophecy) As a result, the self-fulfilling prophecy suggests that a manager’s conscious or unconscious behaviour will affect positively or negatively on the employee’s behaviour in the work place. Through setting up the clear and unbiased expectation, understanding the manager’s behaviour towards the employee created by the manager’s expectations, and providing feedback on employee’s progress will help the managers enhance their employee’s performance.
Some criteria of work team effectiveness from previous research include organizational commitment (Amason & Sapienza, 1997), job satisfaction (Kozlowski & Ilgen, 2006; Seibert et al., 2004; Uhl-Bien & Graen, 1998), quality, and productivity (Seibert et al., 2004; Buller & Hell, 1986). Kirkman and Rosen (1997) categorized different work team effectiveness criteria into two major groups: performance outcomes, and attitudinal outcomes. In the following section I will use this framework to analyze the consequences of team empowerment.
Question # 2: Identify similarities and differences among Theory X and Theory Y, the Pygmalion effect, and self-concept.
A person’s behavior at one specific point in time usually controls their attitude at that time. Managers must be able to understand these basic needs of their workers. If these needs are not dealt with in a certain correct way than workers will not reach their maximum potential. If the lower order of needs is not met than people are not happy. The same can be said of the higher order.
In social psychology, a person’s attitude is a “cognition that often with some degree of aversion or attraction (emotional valence), that reflects the classification and evaluation of objects and events” (attitude, 2011). Typically, attitudes are examined because of the desire to observe and understand one’s behavior. Behaviors are the “potential and expressed capacity for physical, mental, and social activity during the phases of human life” (human behaviour, 2011). Social psychologists have found that attitude and behavior can be influenced and even changed through different means of persuasion.
An attitude is the value a person assigns to something or someone. For example, individuals have differing attitudes against all kinds of aspects such as immunisations, asylum seekers and people with disabilities. People may have either a negative or positive attitude towards these particular examples because of numerous internal and external factors. Attitude formation theories help us understand how another person’s attitude takes shape and why people have these specific beliefs. Often, peoples attitudes about something will reflect in their behaviour and how they act towards it.
Recommendation #1: In chapter 8 on pages 225 and 226 we learned about Interpersonal Relations. Within interpersonal relations there is Workplace Incivility, which is rudeness, lack of regard for one another, and the violation of workplace norms for mutual respect. With the arrival of new personnel the current status and balance of power is subject to a reshuffle and existing members feel threatened. The relationships among groups and team members are often influences on how employees react to other stressors. A Team Leader or Manger must monitor all employees when a new edition becomes part of the team. It is the job of the leader/manger to ensure employees achieve personal and organizational goals, maintain open lines of communications, and discourage any form of office politics. Any incivility that negatively impacts individual and organizational performance must be identified and dealt with as to stop any further incidents. The leader/manager must exercise team empowerment assuring all members perceive themselves and others as being competent and able to accomplish work-related goals and experience a sense of importance. An effective team with open lines of communications and clear goals will not feel threatened by any additions to this team. Group and Team building sessions should be utilized quarterly to build a stronger
Self-concept can be described as how a person views themselves. There is a variety of factors that impact a person’s self-concept but the biggest impact comes from self-esteem. Self-esteem is much like self-concept the only difference is the addition of emotions. For example say an individual likes a brand they are aware that they enjoy the brand so that’s self-concept. Self-esteem on the other hand, if nobody else in the workplace likes the brand programme individual likes that could have a negative effect on a person’s self-esteem and therefore effect a person’s self-concept. In the workplace self-concept is of the uttermost importance when estab...
Autocratic leaders have been described as controlling, power-orientated and closed-minded (Bass 2008). They stress obedience, loyalty and strict adherence to the rules (Bass 2008). Autocratic leaders may be disliked by their team, but this may evolve into appreciation and fondness once the positive results of their leadership become evident (Bass 2008). Although staffmay dislike autocratic leaders, they often work well under them (Bass 2008). Schoel et al (2011) found that well-liked leaders might be perceived as ineffective while disliked leaders might be perceived as