Workers have no wish or ability to help make decisions. The Theory Y manager assumes the following: Workers seek job satisfaction no less than managers. If trusted, workers will behave responsibly. Low performance is due to dull work or poor management. People have the desire and right to take part in decision making. McGegor was also against the traditional pay-for-performance He was convinced that money could not substitute an environment that was conducive to motivation. McGregor recognized the tremendous improvements in working conditions since the turn of the century at all levels of the corporation. Drawing on hierarchy of needs, he Maslow’s argued that by satisfying the safety and security needs of its employees, companies had created higher-order needs. The focus had to shift to those higher needs. work is not completely original. Theory X is derived McGregor’s from the work of F. W. Taylor and from notion of Adam Smith’s Theory Y stems clearly from human relations man”. Mayo’s and work on human needs. Maslow’s (See also: Motivation, Mayo, Elton and Roethlisberger, Fritz) McKinsey 7-S Framework An analytical framework developed by Mckinsey consultants, Richard Tanner Pascale and Anthony G Athos based on their study of well Japanese companies, which looks at seven key aspects of an The path chosen by a company to achieve its goals. How Strategy: the organization allocates its resources to achieve its aims. Describes the hierarchy of authority and accountability in Structure: an organization. These relationships are frequently indicated in charts and include organization structure, level of authority and responsibility arrangements. The core competences and capabilities of the firms that allow Skills: them to compete in the market.
Workers have no wish or ability to help make decisions. The Theory Y manager assumes the following: Workers seek job satisfaction no less than managers. If trusted, workers will behave responsibly. Low performance is due to dull work or poor management. People have the desire and right to take part in decision making. McGegor was also against the traditional pay-for-performance He was convinced that money could not substitute an environment that was conducive to motivation. McGregor recognized the tremendous improvements in working conditions since the turn of the century at all levels of the corporation. Drawing on Maslow’s hierarchy of needs, he argued that by satisfying the safety and security needs of its employees, companies had created higher-order needs. The focus had to shift to those higher needs. McGregor’s work is not completely original. Theory X is derived from the work of F. W. Taylor and from Adam Smith’s notion of man”. Theory Y stems clearly from Mayo’s human relations and Maslow’s work on human needs. (See also: Motivation, Mayo, Elton and Roethlisberger, Fritz) McKinsey 7-S Framework An analytical framework developed by Mckinsey consultants, Richard Tanner Pascale and Anthony G Athos based on their study of well Japanese companies, which looks at seven key aspects of an Strategy: The path chosen by a company to achieve its goals. How the organization allocates its resources to achieve its aims. Structure: Describes the hierarchy of authority and accountability in an organization. These relationships are frequently indicated in charts and include organization structure, level of authority and responsibility arrangements. Skills: The core competences and capabilities of the firms that allow them to compete in the market.
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