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Theories in organization and management
Application of management theories in organizations
Theories in organization and management
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Discussion
Management Theory relationship
As long as theory involves a human aspect, there will be differing on views about theory as well as theory application. Which is conversely consistent with the writings of Steers, Mowday, and Shapiro (2004) However, utilizing traditional as well as innovative compensation leverages the tangible expectancy theory. The expectations ' theory places forth the actual premise that for every specific job, employees will help based on a commensurate perceived value of compensation they 'll receive. Employees who resist new work duties, claiming, “I 'm not really paid for this,” is an ideal example from the expectancy theory.
Utilizing theory helps connect the understanding of theory application. Such as the
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Thus getting the best performers, making use of intangible benefits helps to achieve employee 's commitment on the deeper degree, and meeting company objectives. Knowledge of theory and theory application helps evaluate the innate motivation among the employees. The use of theory aids in identifying whether McGregor 's Concept X or even Theory Y is appropriate in an organization. Theory X sets on the idea that workers are inherently averse to operating, and should be continually inspired by exterior sources. Theory Y sets forth the alternative premise, stating which employees tend to be internally driven to achieve success at tasks that genuinely interest all of them. Implementing a rigid operational guidelines into the positions of manual front-line workers through their own day-to-day routines if you think Theory X is appropriate.
In the day to day action of managing people, it becomes complicated. However, the view of theory and practical application is normally focused around the unknown. Nevertheless, the history of
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This could provide a way to avoid a significant drawback inside it 's badly created processes. At times, theory will fail to fulfill its hypothesis, in its reference to a specific existence of phenomena or perhaps troubled processes (Harlow, 2009; Ivanov, 2011) if the particular practice of your theory contradicts the claims, it requires some accommodation to bring about the proper results on the application. Sometimes, theories are simply faulty because of a lack of understanding. There could be a need to redefine the distinct constructs with the theory in order to meet the particular application specifications (Harlow, 2009; Ivanov, 2011; Wacker, 1998). (Stam & Salkind, 2010; Wacker, 1998) He asserts there’s the problem associated within the application associated with constructs throughout professions. The actual constructs within the organizational management tend to be described through both quantitative and qualitative parameters. Consequently, in applying theory some parameters need a strategy that consist of quantitative or qualitative nature many times using both. Using this type of theory within qualitative constructs may need associated with transformation a variety of indicators such as size, or numerical data. (Stam & Salkind, 2010; Wacker, 1998). Nevertheless, with regards to the actual useful application, problems
There are many motivational theories thought to be the key source of employee engagement. The expectancy theory of motivation ultimately suggests that human beings are driven to accomplish a goal not only because it is perceived as desirable, but also because the goal appears to be achievable. The goal setting theory of motivation suggests that goals need to be clear and measurable. The equity theory of motivation is “based on the idea that individuals are motivated by fairness, and if they identify inequities in the input/output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity” (Hawks, n.d.). Finally, psychological empowerment suggest that all employees have some basic needs that must first be satisfied in order to provide the framework for further motivation and empowerment. The pay for performance strategy used by American Express encompasses many of the motivational theories represented above. Most importantly, the expectancy theory, as this theory recognizes that employee behavior is directed toward a goal that is both desirable and
Here I will explain briefly about three theories for the motivation of the employees in an organization. I will answer one of the questions in the assignment. “Discuss at least three key motivation theories you believe are most relevant to the SAS, Inc situation.”
McGregor’s Theory X views most employees as last and unwilling to work hard unles forced to. These employees only
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
Motivational theories can be applied in a multitude of situations, but in this case the problems that must be resolved include poor morale, low performance levels, and frequent absences. After speaking with the employees it was found that none of them cared about their performance in the workplace. To properly address these issues, Herzberg’s Two-Factor Theory, McClelland’s Theory, and McGregor’s Theory X and Theory Y can be applied. Herzberg’s Two-Factor Theory can be used to improve working conditions and decrease employee dissatisfaction. Doing so would potentially motivate employees to perform better in the workplace and be more inclined to be involved in the job. Applying McClelland’s Theory would allow for the employees three basic categories
McGregor developed his theory and published it in his book “The Human Side of Enterprise” in 1960 where he stated that classical theorists viewed employees as essentially having negative attitudes towards their jobs; this negative attitude was the basis for McGregor’s Theory X behaviors. Theory X had three main assumptions about workers and managers. First, McGregor suggested that employees dislike work and will avoid working whenever possible. Next, because workers dislike doing work, manager and supervisors must force them to work with the threat of punishment. The worker will then perform the duties with moderate effort which will barely drag the organization towards the pursuit of its goals. Finally, McGregor states that workers would play a passive role within the organizat...
At the point when representatives see that exertion prompts execution and performance prompts wanted results, then the workers will hypothetically bring about higher inspiration to prompts better execution and results. (Organizational
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Human nature can be very simple, yet more complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and success of organization to attain its objectives.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management practices in our ever changing environment. Some may define a manager as the person with responsibility for the work of others. However, in the book Management: Tasks, Responsibilities, and Practices by Peter F. Drucker, one learns that a manager’s real job is to take “responsibility for contributing to the results of the enterprise (233).” Parts IV and V of this book give great detail into the aspects of a managerial job as well as the practices a good manager should partake in. The mistakes, decisions, performance expectations, definitions, and the importance of management all play into the story of what management should really look like.
According to McGregor’s Theory Y, it can be best described as employees who have a willingness and desire to take responsibility to work, and are committed to accomplishing their goals pressure free of performing their job duties in order to complete their work production. Theory Y is considered to be positive as labeled by McGregor. (Robbins, 2013)
Managing a workplace can be an eventful, yet stressful occupation, as motivating others while handling conflict can be challenging. In order to achieve success, the manager can explore many theories to help effectively manage the working environment. The implement of management theories help increase quality of service as well as increase the level of productivity within an organization (Hawthorne). “Not many managers use a singular theory or concept when implementing strategies in the workplace: They commonly use a combination of a number of theories, depending on the workplace, purpose and workforce” (Hawthorne). Contingency theory and Theory X and Theory Y are two of the many options that a manager can explore and adopt in order to effectively
Although it maximized efficiency and productivity but its main limitation was ignoring human aspects of employment. This is manifested in the following: