Theories of Management in Practice

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Theories of Management in Practice The most successful organizations make the best use of their employees' talents and energies (Heil, Bennis, & Stephens, 2000; Huselid, 1995). Firms that effectively manage employees hold an advantage over their competitors. Pfeiffer (1998) estimates that organizations can reap a 40% gain by managing people in ways that build commitment, involvement, learning, and organizational competence. Because employees are key to an organization's success, how well the manager interacts and works with a variety of individuals is key to a manager's success. (McGinnis, 2007) Theories and ideas from a variety of disciplines reflect a modern and interdisclipinary approach to problem solving, decision making, training, professional relationships, and perspective regarding 21st century international business practices. The paper will ponder upon the potential application or moderation of the X and Y theories; the adoption of relevant management theories and use of psychometric tests; as well as considerations regarding the impacts of re-training employees. Organisational change does not simply happen in one area of a company; changes great and small have consequences that affect the organisation in many ways and in many levels. The Theory X of management while now considered counterproductive and ineffective, was and continues to be the traditional management perspective, at least in the west. Theory X posits that the managerial perspective,

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