Sexual Harassment at Haleron Memorial Hospital

Charles M. Carson, (2005),"A historical view of Douglas McGregor's Theory Y", Management Decision, Vol. 43 Iss 3 pp. 450 - 460

The case describes Clendenin’s multiple strategies for overcoming these difficulties. It Illustrates a range of management strategies for upward, lateral and downward influence in a complex organizational context, as well as the use of a number of innovative human resource management techniques.

Harvard Business Review case, The Nuclear Tube Assembly Room, is an excellent example of how managing and leading a team effectively can make a substantial difference in terms of results and goals achieved, all the while creating new ambitious expectations for workers. This particular case revolves around Ralph Langley, general foreman of the process department at American Radiotronics Corporation. Within the first 24 months of being promoted to general foreman, Langley has swiftly changed the mentality and efficiency of the workers in the nuclear tube assembly room. He has changed their terrible reputation into one of the most

McGregor first published his ideas in his book, The Human Side of Enterprise. One of the experiences he had that influenced his thoughts was from work that he did at his grandfather’s establishment for temporary workers in Detroit. Because he was a close acquaintance of Abraham Maslow, who developed “Maslow’s Hierarchy of Needs,” McGregor wished to counter the scientific approach on management (“Douglas McGregor,” 2008) and named Theories X & Y.

Is your workplace safe? Do you encourage camaraderie and team building exercises? Some examples might be: company picnics, luncheons or holiday pot-lucks. These lower level needs will need to be addressed and achieved in order for workers to move onto the issues that management wants to focus on such as productivity, innovation and efficiency. Looking at McGregor’s Theory X and Theory Y I would determine if Marshall’s management is using the negative aspects of the classical management theory and making assumptions about the workers (p. 43). If I found that Marshall’s management was adhering to Theory X more than Theory Y I would suggest a shift towards Theory Y thinking and managing. Theory Y states that workers will seek out satisfaction of the higher-order needs if management treats them as such and if those lower-order needs are satisfied. I would focus particularly on point number five of Theory Y, which states: the capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population (p. 43). Looking at this point could address participation levels in the team management system. For example instead of allowing employees to elect the same people to represent each production area in the Marshall Team monthly meetings, perhaps try a

When managing people, McGregor’s model, indicated below, shows to styles of management. Theory X is directive, whereas Theory Y is enabling, and looks at employee engagement/ teamwork in order to achieve the

This particular theory was developed by two men by the names of Fredrick Taylor and Max Weber. Fredrick Taylor thought that the way for a business to reach maximum efficiency was to study how work was performed by the employees which he called the scientific management. Taylor primarily wanted to put all of his time and effort during the study on the employees rather than the employers which was rather unheard of for the time period in which the study took place. The author makes a great point at one point in the book by stating that the assumption that man was rational played one of the more dominant roles in Taylor’s theory (pg. 95). This means that he thought that workers did their work for a reward such as money or a promotion and once they received said reward they would be productive for the company.

This paper analyzes five great management theorists: F. W. Taylor, Max Weber, Mary Parker Follett, and Douglas McGregor. Each theorist will be compared by four management functions: planning, organizing, leading, and controlling as detailed in the textbook: The Essentials of Contemporary Management-Sixth Edition from Gareth Jones and Jennifer M. George. We begin by discussing commerce prior the industrial revolution and then we define the key management functions, followed by an examination of each theorist, applying a template of analysis and critique.

Theory X and Theory Y, developed by Douglas McGregor, grew out of opposition towards classical management methods. Classical management theorists, such as Fredrick Taylor, focused on scientific training and efficiency and did not account for personal and behavioral issues, such as management styles or job satisfaction. McGregor saw these deficiencies in the classical school of management which lead him to develop a theory of management that would factor the importance of the individual worker. If a manager could tap into the feelings and attitudes of their workers, then the manager would be able increase their employee’s motivation which would then increase production. McGregor’s theory viewed the employee as a person and not as a machine

Douglas McGregor was a management professor at the MIT Sloan School of Management. He introduced a new motivational theory in his book ‘The Human Side of Enterprise’, stating that all workers were divided into two groups: Theory X and Theory Y. Theory X workers were lazy, irrational and unreliable, and were only motivated by money and threatened by punishment. Theory Y workers were able to seek and accept responsibilities and fulfil any goals given.

2007). Kermally (2005, p.36) explain that McGregor believed ‘how managers manage people in practice depends on what assumptions they make about workers’. It means that which kind of leadership managers choose, according to how managers perceive workers’ attitudes toward their job. Managers believe their workers related to Theory X and Y normally use strict supervision approaches to reduce workers’ control on their job, in contrary, managers allow workers to be innovative and willing to authorise more responsibility to Theory Y workers (Waddell et al. 2007).

10. McGregor’s Theory X and Theory Y • Taught psychology at MIT. • At Antioch College, McGregor found that his classroom teaching of human relations did not always work in practice. • From these experiences, his ideas evolve and lead him to recognize the influence of assumptions we make about people and our managerial style. Content Theories of Motivation McGregor‟s Theory X and Theory Y – Theory X • Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. – Theory Y • Assumes that workers can exercise self- direction, desire responsibility, and like to work. – Motivation is maximized by participative decision making, interesting jobs, and good group relations.

There have been many different approaches to management theory. Each theory has made an important contribution to the way managers operate in different organizations. Douglas McGregor is perhaps one of the most interesting theorists in my opinion because he chose to approach management from two different perspectives. Douglas McGregor created two distinct assumptions about the employee. He called his assumptions Theory X and Theory Y. Douglas McGregor wrote a book, The Human Side of Enterprise, which was published in 1960. In this book McGregor goes into great detail describing his management theories, which have been impacting management styles for over 50 years.

Douglas McGregor presented Theory X and Theory Y in his book “The Human Side of Enterprise”. In these two theories McGregor has presented two types of managerial style. Theory X says that management is responsible for directing efforts of the people, motivating them, controlling their actions

In this philosophy there was a large focus on rules and lack of discretion, thus meaning that the main focus of this philosophy is high control (DeNisi & Griffin, 2014) . This theory of Human resource management is thought to be best suited for X-type workers according to the McGregor X and Y Theory (Robbins & Judge, 2013). Human Resource Managers who would use this viewpoint intend on increasing Productivity by forcing workers to abide by the rules of a strict script because the workers are considered to be lazy and lacked motivation therefore they are need to pushed to perform tasks and have to be forcibly directed to doing tasks the do not like (French & Rees,