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Douglas McGregor proposed his X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory X and Theory Y are still referred to commonly in the field of management and motivation. McGregor's ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results.
The Psychology of Management: The Function of the Mind in Determining, Teaching, and Installing Methods of Least Waste is a book written by Lillian Gilbreth which investigates the psychological aspects of scientific management, incorporating concepts of human relations and worker individuality into management principles.
Deborah Frances Tannen (born June 7, 1945) is an American author and professor of linguistics at Georgetown University in Washington, D.C. Best known as the author of You Just Don't Understand, she has been a McGraw Distinguished Lecturer at Princeton University and was a fellow at the Center for Advanced Study in the Behavioral Sciences following a term in residence at the Institute for ...
The reason for the popularity of Tannen's book You Just Don't Understand, and the resultant popularization of the difference model, [8] [9] is generally attributed to the style of Tannen's work, in which she adopts a neutral position on differences in genderlect by making no value-judgements about use of language by either gender. Talbot ...
This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. Management believes employees' work is based on their own self-interest. [6]
In evolutionary psychology and evolutionary anthropology, dual strategies theory states humans increase their status in social hierarchies using two major strategies known as dominance and prestige. The first and oldest of the two strategies, dominance , is exemplified by the use of force, implied force or other forms of coercion to take social ...
During this period of widespread rejection, several dominant theories took the place of trait leadership theory, including Fiedler's contingency model, [16] Blake and Mouton's managerial grid, [17] Hersey and Blanchard's situational leadership model, [18] and transformational and transactional leadership models. [19] [20] [21]
The "dominance approach" (see below) is considered a refinement of the deficit model, positing that perceived gendered 'deficits' result from power differences in society. [ 12 ] Dual culture/difference and dominance models (1980–1990s)
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