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Flashcards in Class 2 Deck (12)
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McGregor: Theory X

this style of management assumes that workers:

- Dislike their work annd avoid responsability.
- Have to be controlled, forced and threatened to deliver work.
- Have no motivation or ambition at work, therefore, they need incetived by rewards to achieve goals.


McGregor: Theory Y

This style of management assumes that workers are:

- Happy to work on their own initiative.
- More involved in decision making.
- Seek and accept responsability, and need little direction.
- View work as fulfilling and challenging.
- Solve problems creatively and imaginatively.


Summary of theory x & y

Theory X, for instance, is generally more common
in larger organizations, or in teams where work can be repetitive and target-driven. "carrot and stick" approach will tend to be more successful in motivating them.

In contrast, Theory Y tends to be favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision- making and have some responsibility.


Herzberg's Theory

1. Maintenance/ Hygiene Factors

Hygiene factors/ dissatisfiers:

- Salary (incentive, bonus)
- Relationship with colleagues and supervisor.
- Physical work place.


Herzberg's Theory

2. Motivational Factor

Motivators/ satisfiers:

- Performance
- Recognition
- Job status
- Responsability & Opportunities for growth.


Summary of (dis)satisfaction

- Employees can be dissatisfied with theis jobs. This often has something to do with so-called hygiene factors, such as salary and work conditions.

- On the other hand, employee's satisfaction has to do with so-called motivation factors. These factors have to do with development opportunities, responsability and appreciation.


What are the 5 tasks of Peter Drucker

1. Planning (setting objectives)
2. Organizing
3. Integrating (motivating and communication)
4. Measuring performance
5. Developing people


Explain the first task of Peter Drucker

Planning (setting objectives): Seniors and directors set objectives and decide how their organization can achieve or accomplish them. This involves developing strategies, plans and precise tactics and allocating resources of people and money.


Explain the second task of Peter Drucker

Organizing: Managers analyze and classify the activities of the organization and the relations among them. They divide the work into manageable activities and then into individual tasks. They select people to perform these tasks.


Explain the third task of Peter Drucker

Integrating (motivating and communicating): They have to communicate objectives to the people who are responsible for performing individual tasks form teams. They make decisions about pay and promotion. As well as organizing and supervising the work with people in the other areas and functions.


Explain the fourth task of Peter Drucker

Measuring performance: Managers have to measure the performance of their staff, to see whether the objectives or targets set for the organization as a whole and for each individual member of it are being achieved.


Explain the fifth task of Peter Drucker

Developing people: Managers develop people, both their subordinates and themselves.