Whale Done By Ken Blanchard

are treated in accordance with Theory Y, they will be motivated and committed to the organisational

Theory X takes the position that the average human being is “lazy and self-centered, lacks ambition, dislikes changes and longs to be told what to do” (Stewart, 2010). It portrays the perspective that a worker avoids responsibility and has to be controlled every step of the work process. There is little to no delegation of

The book "Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time" by Susan Scott, is a guide to tackling challenges and help enrich relationships with everyone important to one's success and happiness through principles, tools, and assignments. Each component is designed to direct the reader through their first "fierce conversation" with themselves on to the most challenging and important conversations that could be faced.

The Whale Rider by Niki Caro is a film about a young girl, Paikea’s journey to acceptance from her grandfather. This film explores many themes such as feminism, family and conflict. One of the main conflicts explored throughout this film is the conflict between Nanny Flowers and Koro, Paikea’s grandparents. Conflict is an important issue in this film because it causes rupture among an already fractured family.

In the case study involving Julie, the director at NCLS has management practices conducive to Likert’s System 2: Benevolent-Authoritative. This system is based on managers “occasionally using rewards but also punishment. Information flow is mostly downward. Most decisions are made at highest levels, but some decision making within a narrow set of guidelines is made at lower levels. Some teamwork is present” but the premise of the benevolent-authoritative is a master-servant relationship between management and employees, where rewards are the sole motivators and both teamwork and communication

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

Theory Y, adopts the participative management style, which operates on the idea that people are inherently motivated to work if they find the job fulfilling

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

This paper is my analytic theorem to my Blueprint of Professional and Personal Growth from the course “Managing People & Promoting Collaboration”. It gives a brief breakdown of my path to become a manager I aspire to be, how my relationship with my family, partner and work can be a root of my happiness and how sure I maintain my personal integrity of ethics and morales within my work environment. An executive summary is presented to show how the course educated me in a more systematic way and how it helped me identify my strengths and weakness as

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job

Present day managers have an obligation to their employees and organization to be effective and efficient leaders. Leaders are expected to create an atmosphere that values a supportive work environment and transparent communication. In the case of Two Tough Calls, Susan frequently criticizes Phil’s and Terry’s work performance due to poor work performance. However, Susan outlines several managerial imperfections throughout the entire case; weaknesses such as irreverence, unequivocal personality, and a lack of motivational skills.

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.

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,