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Introduction to principles of management
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Motivation Theory X
Foundation of today's organizations. These theories go back to the turn of the century and in some cases are considered by the uninformed to be simply fads which come and go. As I have discovered, these theories are rather the steps on a ladder which continually takes us higher and higher. Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960 has examined theories on behavior of individuals at work, and he has formulated two models which he calls Theory X and Theory Y. Theory X Assumptions The average human being has an inherent dislike of work and will avoid it if he can. Because of their dislike for work, most people must be controlled and threatened before they will work hard enough. The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything. These assumptions lie behind most organizational principles today, and give rise both to "tough" management with punishments and tight controls, and "soft" management which aims at harmony at work.
Two years ago, I was employed by SunTrust Bank working in their stocks & transfers department. Theory Y approach ( basic assumption is that staff will contribute more to the organization if they are treated as responsible and valued employees) was utilize with great success through out our department. The most notable is self directed work teams which are defined as a small number of people with complementary skills, who are committed to a common purpose, performance goals and approach, for which they hold themselves mutually accountable (Katzenbach & Smith, 1993). Collaborative self directed work teams can get complex projects done at faster rates than the traditional boss-worker arrangement, because the decision making process is made faster and more effective in a team. Empowering teams to make decisions about their work also enhances satisfaction and reduces turnover (Berger, 1998). Self directed work teams involve employees in a specific area, or those who are working on a specific product or process. Self directed work teams can be any size, we usually use 5 team members but normally run no more than 12 to 15 employees. The work team makes the decisions that would normally be made by a supervisor or manager, and might interact with the company's suppliers and customers, whether they are inside or ...
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...ple's beliefs about the connection between activity and outcome. These perceptions " can be thought of as subjective probabilities and are referred to as instrumentality perceptions (Schwab 1978)." In essence, people have an idea that there is a link between performance and wage increases. The final premise of the expectancy theory " pertains to the individual's beliefs about the connection or linkage between one's effort to engage in an activity and the likelihood that the activity will be accomplished (Schwab, 1978). Crystallized, the expectancy theory of motivation states that employee motivation is high when a task is attractive in itself, and when the outcomes of the completed task are attractive to the employee. Because of the complexities of the internal nature of the expectancy theory, it is a difficult approach to take as a manager. Though it takes into account that the recognition of the outcome of an action may influence the frequency of that behavior, the expectancy theory still relies too much on the internal processes of motivation because of its basis in cognition. A far simpler way to motivate employees disengages itself from internal (intrinsic) processes and sole.
McGregor has written two theories about human nature. Theory X basically assumes that people will do the least amount of work required of them. That they will need to be monitored and workers will need a set of rules for every employee to follow . There is also no incentive for them to go above their current job duty. Theory Y basically believes that if you give the employee the opportunity to do well the employee will take that opportunity and use it to the best of their abilities. They are able to set their own work goals and really strive to put their all into their career. They will be go getters that are responsible for their self and willing to do whatever the company needs from them. They will own up to any issue and trust that their co-workers will do the same (Larsson, Vinberg & Wiklund, 2007).
Expectancy Theory suggests that human actions are guided by the expected results of those actions (Expectancy Theory). It proposes that humans act in a certain way only if they believe that that the action is going to result in a certain desired outcome. Therefore, this theory acknowledges that humans exercise choice on their actions. This choice is exercised in three different ways, which are classified as expectancy, Instrumentality, and valence (Expectancy Theory). Expectancy refers to the knowledge and belief that one can effectively do a particular action; instrumentality refers to the belief that one will be rewarded upon effectively executing a particular action, and valence refers to the level of value a person places on the rewards being offered after properly executing a particular action (Expectancy
While motivational and job satisfaction theories can help employers or leaders to gauge what motivates their employees, it is impossible for them to be used to explain all motivating factors. By analyzing these theories, it is possible to understand their basic concepts, and see how they can be an advantage in motivating their employees to the best possible outcome for the
Douglas McGregor in his book (1960), The Human Side of Enterprise he proposed this theory, instead of descriptive labels he called it Theory X and Theory Y. These two theories were two extremes, thus the whole spectrum of possible behaviours in between. According to these theories, although the basic premise is that the management’s role is to assemble the factors of production, people and for the economic benefit of the organization, beyond this point these two theories takes diversion.
The author believes that goals and desires require an individual to be motivated to move from one state of being to the next. This motivation encompasses the emotional, cognitive, social, and biological drives that trigger behavior (Maslow, 1943). Accordingly, the word motivation befalls the frequently used description of why an individual achieves a goal, and the term motivation originates from the Latin root movere, which means “to move.” Therefore, motivation stands as the state that “moves” an individual to act in a particular way. For instance, when one is lying on the beach on a warm summer day and begins to feel hot, the physical need to cool down might cause one to stand up, go to the water for a dip. If the heat remains too over-bearing,
In the words of Atkinson and Feather (1966) , “The strength of motivation to perform some act is assumed to be a multiplicative function of the strength of the motive, the expectancy (subjective probability) that the act will have as a consequence the attainment of an incentive, and the value of the incentive: Motivation = f(Motive X Expectancy X Incentive)”.
Holloman, C. (1974), “What McGregor Really Said”, Business Horizons, Vol. 78, No. 1, pp. 17 Issue 6, p. 87 – 92. Karlöf, B. & Lövingsson, H. (2005), The A to Z of Management Concepts and Models, Thorogood, London. Kermally, S. (2005), Gurus in People Management, Thorogood, Sydney.
The plan paid out bonuses regularly along with paying a percentage of the labor savings each month. Which motivated all of the employees to increase their morale and increase their productivity. However, the only misleading part about the Scanlon plan was that the employees began to believe that the bonus was part of their regular paycheck, instead of relating the bonus with their own improved efforts they put into the company. Therefore, expectancy theory has been a dominant model in explaining how people make decisions regarding effort expenditure at a workplace; the conventional approach while applying the theory involved in multiplying the outcomes such as pay raise or promotion by expectancy of an outcome that will occur if a person works hard. (Biberman, G., Baril, G. L., & Kopelman, R. E., 1986, p.2). Furthermore, the results in the expectancy theory would be obtained by a motivational force score that would possibly predict work effort and job performance across the employees. So, it is ideal that the employees would respond in a positive manner to the following three essentials for them to employ extra effort and performance on a specific job. The three essentials are the following: expectancy, instrumentality and valence are linked to motivation. If an employee feels valued and rewarded for the efforts they’ve
Motivation play an important role in today’s work environment as motivated employees are more productive employees. However, the ways how we motivate the employees have to be improved from time to time as employees are being more demanding and that they are more concern about their needs than before. Motivational strategies have probably affected the most by employee concerns and values (Greiner 1986, p. 82). ‘A motivational strategy is any effort to induce employees to initiate and sustain activities that can directly or indirectly improve service productivity’ (Greiner 1986, p. 82). Motivation can have an effect on the output of your business and concerns both quantity and quality. For example, if you are in a manufacturing company, your business actually relies heavily on your production staff to make sure that quality product are being produce and being delivered to your client at the right time. However, if your production employees are lack of motivation they will be not motivated to produce the amount of product demanded, thus will be very costly. In the essay below, we will be discussing on the strength and weaknesses of McClelland’s acquired needs theory and the expectancy theory.
Theories of Motivation What is the motivation for this? According to the text, motivation is defined as a set of factors that activate, direct, and maintain behavior, usually toward a certain goal. Motivation is the energy that makes us do things; this is a result of our individual needs being satisfied so that we have inspiration to complete the mission. These needs vary from person to person as everybody has their individual needs to motivate themselves.
In the article entitled “The Human Side of Enterprise” by Douglas Murray McGregor , McGregor stated that industry has fundamental know how to utilize physical and technology science. The conventional view of management consisted of three propositions which are called Theory X (Shafritz & Hyde,2012).
According to Greenberg (1999) motivation is defined "as a process of arousing, directing and maintaining behaviour towards a goal." Where directing' refers to the selection of a particular behaviour; and maintenance' refers to the inclination to behave with consistency in that manner until the desired outcome is met.
Human beings have been studied systematically and objectively for many years to determine if they are resistant to work or self-governing. In addition, managers who tend to utilize McGregor’s Theory X generally receive poor results from their employees. This report essay will address McGregor’s Theory X and Theory Y in contrasts to include how these theories benefit the criminal justice system. The sections that will be discussed are: Theory X, Theory Y, Behavioral Management Theories and conclusion.
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
The next theory is expectancy theory of motivation: expectancy theory of motivation suggest that we think about our future. We create different expectations about what is going to happen next, and we always want a positive outcome. We believe that we have the ability to get the best. This motivate us to work hard in order to achieve the goal towards we work. This theory of motivation is the best tool for students because if we hope then only we can work. If we use expectancy theory to motivate our students then we can aspect that each student have their own goal and positive expectation to achieve good