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Theory Z is a name for various theories of human motivation built on Douglas McGregor's Theory X and Theory Y. Theories X, Y and various versions of Z have been used in human resource management, organizational behavior, organizational communication and organizational development.
Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. Theory X managers believe all actions should be traceable to the individual responsible.
Control deprivation is the act of not giving an individual their desires, wants and needs in a deliberate way to control that individual. [1] It is often achieved through acts such as lacking affection, acting indifferent and detached, failing to respond, emotional distance, deliberately withholding sex, shifting blame to the individual, and by other techniques.
Managers tend to believe one or the other and treat their employees accordingly. Theory X states that employees dislike and try to avoid work, so they must be coerced into doing it. Most workers do not want responsibilities, lack ambition, and value job security more than anything else. [2]
Contingency theory of leadership. In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations.
Deprivation is what causes deficiency, so when one has unmet needs, this motivates them to fulfill what they are being denied. [ 22 ] The human brain is a complex system and has parallel processes running at the same time, thus many different motivations from various levels of Maslow's hierarchy can occur at the same time.
The field of organization identification studies and questions organizational control of employees through efforts to increase or improve organizational identification. Cheney states that organizational policies actually affect the development of identification "in terms of what is communicated to the employee". [16] "Organizational ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...