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The Human Side of Enterprise
... Certain physiological demands must be satisfied before any employee can fully motivate themselves and exert more effort (Riedle, 2015). According to McGregor (1960), it is also important to address social, ego, and self-fulfillment demands in order to maximize employee motivation. This is why recognizing the distinction between internal and extrinsic motivation is crucial. ...
... Fear serves as the primary motivator in the carrot-and-stick strategy. Employees will worry that their perks and pay will be reduced if they don't maintain performing in the manner that management wants, according to McGregor (1960). The tale of a donkey being compelled to move since a carrot was dangling ahead of him or to be struck by a stick that lay behind him inspired the name of this hypothesis (Riedle, 2015). ...
... According to McGregor (1960), many of the traditional methods for inspiring employees are ineffective and of little use to businesses. When it comes to receiving incentives like compensation, employees of today tend to become disinterested much more rapidly. ...
Although leadership, motivation, and productivity have been thoroughly researched, the knowledge of how humanitarian organizations’ employees in Yemen perceive leadership as well as motivation roles in enhancing their productivity is lacking. Such knowledge is critical because humanitarian organizations in Yemen are expanding their services and putting increased demands on their employees. This study aimed at gaining in-depth knowledge on how employees in humanitarian organizations in Yemen perceive the role of leadership as well as motivation in enhancing productivity via investigating how leadership (transformational and transactional) could influence employees' productivity with and without the mediating role of motivation (intrinsic and extrinsic) in humanitarian organizations in Yemen. The quantitative approach was followed through distributing 361 questionnaires, yielding a 39.9% response rate. The study findings indicated that there is a positive significant relationship between leadership (transformational and transactional), motivation (intrinsic and extrinsic), and employees’ productivity. Moreover, there is a significant positive impact of transformational and transactional leadership styles on motivation (intrinsic and extrinsic) as well as employees’ productivity. Besides, there is a significant positive impact of motivation (intrinsic and extrinsic) on employees’ productivity. Additionally, motivation (intrinsic and extrinsic) significantly mediates the relationship between leadership styles and employees’ productivity. This study recommends decision makers at humanitarian organizations in Yemen to pay more attention to leadership styles and motivation in order to enhance employees’ productivity which will have positive consequences for the employees and the organization. Employees will be more productive if they are well-motivated; and if the leadership styles are practiced properly, the organizational goals in turn will be achieved effectively.
Keywords: Leadership, Motivation, Productivity, Humanitarian Organizations, Yemen
... Managing employee motivation is presumed to be an essential tool in terms of managing desired outcomes (such as performance, attendance, and commitment) for employees, as stated by leading theorists such as Herzberg (1959) and McGregor (1960). However, there have been few studies focused on multiple factors occurring during the COVID-19 pandemic process: the effect of the changes in work conditions, and the effect on the behavioral processes of the employees, particularly on motivation. ...
... And Herzberg's (1959) two-factor theory brought the boundaries of the concepts of motivation and satisfaction at work by defining the motivating and hygiene factors in the organization. In addition, McGregor (1960) presents two models of employee motivation with typology X and Y. As well, theories, such as Vroom's (1964) expectancy-valence theory, are an important basis for intrinsic and extrinsic motivation, which will be studied much later, and Porter and Lawler's (1968) motivation model-one of the first studies in this sense. ...
... Nu skulle medarbejderne have mulighed for ikke kun indbyrdes social kontakt, men også muligheder for bedre anvendelse af deres ressourcer gennem indflydelse på og involvering i arbejdet. Senere sammenfattes og eksemplificeres de holdninger, der ligger bag virksomhedsledelsernes måde at lede medarbejderne på, af McGregor(1960) i teorierne X og Y. Antagelserne bag teori Y er baseret på at opnå en integrering af de individuelle og organisatoriske mål og omhandler medarbejdernes muligheder for frihed og selvudvikling i arbejdet gennem mindskelse af de ydre former for kontrol og i stedet udvikling af engagement og selvkontrol. Disse overvejelser ligger i umiddelbar forlaengelse af de motivationelle hierarkiske behovsteorier, som de eksempelvis kommer til udtryk hos Maslow (1954). ...
... Tankegangen genfindes hos Heller (2003), som dog finder sit udgangspunkt i den humanistiske arbejds-og organisationspsykologi (McGregor, 1960). Antagelsen i sidstnaevnte er, at participation potentielt giver medarbejderen indflydelse til at aktualisere sig selv gennem maksimal anvendelse af egne ressourcer. ...
Hensigten med artiklen er at give et bidrag til forståelsen af begrebet organisatorisk participation både teoretisk og ud fra praksis. Det gøres ud fra analyser og tematiseringer af participationens mangfoldighed, participationssystemers konstituering, participationens substans og finalitet samt den participerende medarbejder. Bredden i begrebet søges indfanget gennem en heuristisk model til identificering af de hoveddimensioner og subelementer, hvorudfra et participationssystem konstitueres. Participationsbegrebets formålsrettethed indkredses, og den participerende medarbejder reflekteres ud fra de psykologiske teorier om ’selvbestemmelse og self/collective efficacy’ i et integrativt participatorisk perspektiv.
... 34 Similarly, McGregor's "Theory X" is arguably task oriented while his "Theory Y" is more relationships oriented. 35 Carron focused on "initiating structure" (i.e., a task orientation) and "consideration" (i.e., a relationships orientation) as tools for describing management behavior that allowed for identification of four managerial styles: laissezfaire, democratic, autocratic and paternalistic. 36 Following review of the orientations and definitions used in, and the findings of, various studies, Reddin suggested definitions of both task and relationships orientation. ...
As with other topics that have been intensely reviewed in the management literature, there is a wide array of definitions of the term “management style”. A fairly simple approach is to view management style simply as the way that an organization is managed. Management style has been defined as a preferred way of managing people in order to bind diverse operations and functions together, as well as to exercise control over employees, and is considered as a set of practices that has been adopted either by an individual, a department, or whole organization. Others have approached descriptions of management style by attempting to identify various functions of the manager, such as goal setting, formulation and implementation of strategy, all basic management activities, corporate image building and dealing with key stakeholders. There is no single management style that applies in all instances and an organization’s operating conditions will influence the style that is selected.
... Teamwork is also preferred because it enhances team members' interaction and creativity [1]. There are various factors influencing the performance of teamwork; some examples are personality traits, employee relationships, job stress, leadership, and management development [2]. Moreover, each team member has their unique personality and reasoning, which could affect team performance as well [3]. ...
Many organizations encourage carrying out a project by teamwork for consensus building and managing risks in decision making. When working as a team, the members’ personality traits and depression may affect project performance. This study explored the personality traits and depression of creators on their design performance in teamwork. This study used the Big-Five Personality Traits Scale (Big-5) and the Center for Epidemiologic Studies Depression Scale (CES-D). Forty-four volunteers were chosen to participate in this study as the study subjects. A total of 11 design teams were formed based on the participants’ personality trait score and the depression score. The design performance of the participants was rated by creativity, aesthetics, and completeness. The study results showed that (1) for creativity, PT4 Neuroticism and D1 No Depression performed the best; (2) for aesthetics, PT4 Neuroticism, PT5 Openness, and D2 Mild Depression performed the best; (3) for completeness, PT5 Openness and D4 Severe Depression performed the best; and (4) for member satisfaction and work satisfaction, PT4 Neuroticism and D2 Mild Depression had the lowest scores. Therefore, the overall teamwork performance can be affected by personality traits and depression. Each individual’s personality trait and emotional expression may improve team performance via different dimensions, such as creativity, aesthetics, and completeness. Project managers should have members of different personality traits and with different emotional expression on a team as their personality traits and emotion can facilitate team collaboration.
... Ellerman draws on McGregor's (2006) Theory Y (which views individuals as seeking intrinsic rewards at work) to develop a five-step approach of supporting autonomy. Below, we describe these steps, which we have modified slightly for our purpose of understanding organizational separation. ...
... (Beer et. al, 1984;McGregor, 1960) Human in the centre, qualitative, aims to achieve effectiveness, focus is on people, considers human as assets, goals and objective along with human needs, subjective evaluation, control through commitment Self-regulated Behavior, commitment, competence, engagement, congruence, trust, self-motivated employees ...
Artificial intelligence (AI) and human resources (HR) are often presented as a dichotomy by researchers. Rhetoric at present posits AI as a potential threat to HR. AI is seen as the ability of a machine to perform cognitive tasks, such as perceiving, reasoning, and problem solving, which we often associate with human minds. However, studies have also found that emotions, tacit knowledge, ethics, common sense, and pro-social behavior are fine human virtues that cannot be replaced by any intelligent machine. Thus, this study opines that organizations cannot achieve desired effectiveness by putting AI and people at the extreme ends of a continuum. The literature has many cases of specific human-AI proposals that widely address several organizational needs. The reverse case, to use specific organizational needs as a basis for formulating general human-AI proposal, is less common. This chapter is a nascent attempt to propose a conceptual framework of human capabilities (artistry/soft and scientific/hard) that are used to characterize the required human-AI intervention.
... Later, in his paper "The Human Side of Enterprise," he extended the idea that managers' assumptions about human nature and human behavior are critical to the manager's style of management. In this context, the consideration that managers can organize, lead, control and motivate people in different ways (McGregor, 1960: 98). ...
... Based on the above, there have been several efforts by management scholars and professionals to create an internal organizational environment conducive enough to propel creativity, innovation, and adaptation among employees to enhance the survival of their organizations within the turbulent business environment (Pascale et al., 2001;Glasberg & Ouerghemi, 2011). The individual creative behaviors of employees are keys to promoting organizational creativity and innovation (McGregor, 1960). In support of this argument, Unsworth and Parker (2003) argue that individual employee creativity contributes significantly to the performance of organizations. ...
... Business theorist Douglas McGregor differentiated between Theory X and Theory Y, Theory X being Bezos' view that humans are lazy, unmotivated, and will not take responsibility, whereas Theory Y argues humans are selfmotivated, want to be involved in decisions, seek to excel, and so on (McGregor, 1966 For the philosopher Cornelius Castoriadis in order to determine the health of a societyor an organization, or even an individual, I would arguethe key question to ask is the extent to which it can recognize in its institution its own self-creation (Castoriadis, 1997). The question then becomes what are humans always already creating? ...
... Leadership research has progressed immensely since Kurt Lewin (1935) started the first systematic study on leadership styles and behavior. Douglas McGregor (1960) further develops Lewin's work through Theory X and Theory Y on how managers motivate people. Notwithstanding the significant expansion in leadership knowledge, a holistic leadership theory based on the notion of "balance" that is core to God's creation is still overlooked (El-Bassiouny, Amin & Wilson, 2021). ...
While robust conceptualizations of Islamic leadership are covered in Islamic studies and the humanities, its nascence within Business and Management and the Social Sciences presents both arguments and opportunities for further investigation. In response, this paper explores the notion of balanced leadership. We aim to fill a gap in knowledge through delineating Islamic perspectives: first, delving into the origins of balance within the Western and Eastern traditions; second, examining how such concepts are understood within the field of psychology; and third, exploring the notion of balance within the field of management by going through character-centered leadership theories. Finally, a conceptualized Islamic perspective on balanced leadership is presented in detail.
... "A great deal of work has been done on motivation of people. Among them is the classical work of Maslow [9], with his theory of the hierarchy of needs as a motivator; Herzberg [10], who distinguishes between motivators and hygiene factors; and McGregor [11], who claims that people are motivated by their dominant need among the need for power, need for affiliation, and need for achievement". These theories are useful in the basic understanding of behaviour usually occurring for a reason, and that understanding this reason would help managers to influence behaviour to a certain extent. ...
This study determines the employees’ motivational factors and their influence on Total Quality Management (TQM) implementation in the construction industry. The instrument used in the study was a survey questionnaire with a sample size of 536 out of the 641 questionnaires which were administered to population consists of top management in the Ghanaian construction industry. The analysis was carried out using Exploratory Factor Analysis (EFA) technique. The study identified the following motivational factors that influence the successful implementation of TQM in the construction industry: Teamwork, Recognition of employees, Conducive working environment, Employee involvement in TQM activities, Education and training/re-training of staff, Salary/position promotion, Bonus scheme, Employee commitment, Employee reward, and Availability of a suggestion forum for employees. The findings revealed that all the motivational factors considered in the study have a high influence on TQM implementation in the construction industry. The study therefore suggests that managers should consider these identified motivational factors when applying the principle of Total Quality Management in the construction industry. Consequently, employees that are motivated with these identified motivational factors will help to achieve successful implementation of TQM in the construction industry and subsequently give their best effort to accomplish the job.
... Las teorías sobre la motivación humana en el trabajo habían desarrollado sus propuestas sin diferenciar la motivación que tendrían los funcionarios, que son propios del sector público y los empleados del privado. Taylor (1911), Fayol (1916), Mayo (1933), Skinner (1938), Maslow (1943), Heider (1958), McGregor (1960, Herzberg et al. (1959), McClelland (1961, Adams (1965), Lawer y Porter (1967), Locke y Latham (1968), Alderfer (1969), Vroom (1964), Neef (1986, entre otros, hicieron grandes aportes frente a los factores de motivación de los seres humanos, pero no plantearon diferenciación en las causas que motivan a los empleados públicos y a los trabajadores en el sector privado. Se reconoce en la literatura de la motivación que los empleados públicos no se motivan por las mismas razonas que en las organizaciones privadas. ...
El artículo presenta un producto adicional de los resultados de la investigación titulada Incidencia de la motivación en el desempeño de los empleados públicos en Colombia, estudio en el que se analizan las implicaciones de la falta de motivación del empleado público y se identifican carencias de valores positivos en empleados del sector; insinuando una propuesta de formación profesional basada en la teoría de motivación del empleado público propuesta por James Perry (1996). La metodología utilizada en el estudio permitió un análisis de variables como la motivación y el desempeño, teniendo como resultado que los empleados públicos en Colombia no están lo suficientemente motivados, situación asociada a que las estrategias de motivación impulsadas por el Estado no tienen en cuenta los factores intrínsecos (valores) que motivan a los servidores públicos, fenómeno que genera graves consecuencias para la Administración Pública y la sociedad colombiana.
... The formulation of management principles according to McGregor (1960) is as follows. a. Prioritizing educational goals above personal interests and group interests. ...
Learning management is a very important thing that must be done by every teacher in every educational institution with the aim that a learning process can be structured so that the implementation process can run according to a predetermined plan. The research method used in this study is a qualitative research method where researchers get information from the interview process and documentation as well as observations at SMP IT Nurul Ilmi. The results of a research process carried out at SMP IT Nurul Ilmi got the results that teachers, especially craft teachers at SMP IT Nurul Ilmi carried out the learning process in accordance with predetermined procedures by carrying out a planning and organizing process so that with the existence of a planning and organizing process that carried out by teachers at SMP IT Nurul Ilmi can achieve a predetermined process. The conclusion is that SMP IT Nurul Ilmi has carried out its duties in learning management properly and correctly.
... Liderazgo es la acción de influir en los demás; son las actitudes, conductas y habilidades para dirigir, orientar, motivar, vincular, integrar y optimizar el quehacer de las personas y grupos para lograr los objetivos deseados (French, 1971) y promover el desarrollo de sus integrantes (McGregor, 2006): es la capacidad de tener el poder personal y social, así como la habilidad de convertir una intención en un resultado y mantenerlo a través de la gente (Cartwright & Zandler, 1976); es el proceso de mover a un grupo hacia alguna dirección a través de medios no coercitivos (Kotter J. P., 1988); es ser un agente de cambio, un transformador que conoce y maneja las variables de su mundo en continua evolución, que se abre al cambio y crea mejores condiciones materiales y humanas que trascienden (Siliceo, 1995). ...
La imagen personal que un directivo proyecta, será fundamental a la hora de ejercer confianza y liderazgo. El objetivo de la investigación fue establecer la relación que existe entre la imagen personal y el liderazgo. La naturaleza de la investigación fue cualitativa de razonamiento inductivo; el diseño fue no experimental transeccional descriptivo. Los resultados demostraron que, desde la percepción de los entrevistados, los conocimientos de un líder dependen fuertemente de cómo habla y cómo piensa; en menor grado de cómo luce y cómo actúa; las actitudes de un líder están fuertemente ligadas a cómo se desempeña, en mediano grado a cómo luce y en menor grado en cómo habla y cómo piensa; las conductas de un líder están fuertemente ligadas a cómo habla; en menor grado en cómo actúa y cómo luce; y, el carisma de un líder está medianamente ligado a cómo habla, cómo luce y cómo actúa.
... Scholars believe that leadership involves both the leader and the subordinates who can accept or reject the leadership (McGregor, 1960). According to the idiosyncrasy credit theory, a leader is given the authority to work to accomplish the goal for the team, for which employees perceive the leader to be qualified and creditable (Hollander, 1958). ...
Purpose
The paper aimed to explore the underlying work engagement role in transformational leadership and employees' job performance relationships. Moreover, this study also looked at the moderation of leaders' managerial skills in the transformational leadership and work engagement nexus.
Design/methodology/approach
The time-lagged data of 360 followers — leader dyads nested in 71 teams were collected from star-rated hotels in Italy and structural equation modeling (SEM) analysis was executed.
Findings
Based on social learning theory and idiosyncrasy credit theory, the SEM results demonstrate that transformational leadership is significantly and positively linked with job performance and work engagement mediated this relationship. The results also confirmed that leaders' managerial skills strengthen the transformational leadership and work engagement nexus.
Practical implications
Hotel managers should consider hiring individuals with transformational leadership skills and provide training to Polish their managerial skills in order to enhance employee engagement at work, which may result in job performance.
Originality/value
With this study, the researchers emphasize the significance of transformational leadership and work engagement for better job performance in the Italian hospitality industry. Our analysis also provides new evidence that leaders' managerial skills strengthen the transformative leadership and work engagement nexus. The study is one of the first to investigate the boundary conditions of leaders' managerial skills in the transformational leadership and work engagement relationship. Based on the findings, the practical and theoretical contributions are also discussed.
Este libro aporta a la comprensión cabal del acto de la evaluación y su relación con el instrumento tradicionalmente utilizado para ello. Este no busca descalificar la evaluación como un proceso administrativo posible o necesario, ni quiere objetar el uso de herramientas tradicionales para tal efecto. Esta investigación busca, ante todo, generar conocimientos enseñables y transferibles a la formación de administradores, para que comprendan, de manera más humanizada, el acto de evaluar. Paradojas del reconocimiento en la evaluación del desempeño… aporta al conocimiento administrativo la idea de que es necesario sobreponerse a las trampas que el reduccionismo del conocimiento tradicional positivista impone por la cortedad de sus miras y sus métodos. Sugiere que es necesario superar las paradojas abriéndose a esa otra gran esfera del fenómeno de la evaluación que permanece oculta para el investigador y el evaluador positivista: el reconocimiento como necesidad humana fundamental.
Betreuungsqualität entsteht durch das Zusammenwirken verschiedener Akteure. Sie ist von der wechselseitigen Subjektivität der beteiligten Menschen abhängig. Während die Leistungsempfänger auf Individualisierung der Leistungen drängen und ihr Mitbestimmungsrecht einfordern, versucht der Staat Leistungen zu standardisieren und zu objektivieren, damit sie steuerbar und legitimierbar werden können. Die verschiedenen Organisationsformen für Menschen mit Unterstützungsbedarf, die sich im Laufe der Geschichte herausgebildet haben: Verwahrorganisation, paternalistische Organisation und außengesteuerte Qualitätsbürokratien entziehen allesamt den Menschen mit Unterstützungsbedarf die Entscheidungsgewalt über das eigene Leben.
Im Buch wird eine Organisationsentwicklung aufgezeigt, wie sie von Gisela und Rudolf Erdin konstruiert und umgesetzt wurde, indem den Menschen mit Unterstützungsbedarf, die Entscheidung über ihr eigenes Leben nicht entzogen wird. Das gesamte Change-Management beruhte auf der Einsicht, dass jede Veränderung innerhalb der Assistenz und alle Betreuungsqualitätsmerkmale sich auch in der Umgestaltung der formalen Organisation wiederfinden müssen.
Dans cette étude nous présentons l'analyse des discours et des pratiques de la Responsabilité Sociale des Entreprises (RSE), des outils de pilotage et d'évaluation de la RSE à travers le management, la culture d'entreprise et la communication interne des entreprises françaises et russes. Ce travail vise à éclairer des nouveaux enjeux sociaux, et des expériences issues du terrain pour élargir la prévention vers des démarches plus orientées « qualité de vie au travail » et le bien-être des employés au travail. L'objectif secondaire est d'évoluer l'impact de la crise sanitaire, le télétravail sur les pratiques et les discours de la RSE, d'inventorier les représentations sociales de la RSE en France et en Russie.Existe-il une nouvelle façon de travailler et d'intégrer les objectifs sociaux au cœur du modèle économique ? Comment la culture d'entreprise et la RSE s'entrecroisent-elles ? Les nouvelles pratiques socialement responsables, sont-elles incarnées dans la culture d'entreprise et par quels biais ? La culture d'entreprise s'adapte-elle aux exigences et normes de ces pratiques ou au contraire, les normes et discours de la RSE sont forgés par les valeurs, les croyances et les pratiques de la culture d'entreprise ? Tant que la démarche RSE est une pratique adoptée par les entreprises récemment, nous analysons comment les employés des entreprises interprètent la RSE comme une responsabilité écologique, environnementale ou bien sociale de l'entreprise ? Les pratiques et les discours de la RSE sont-ils assez performants pour résoudre des problèmes sociaux des acteurs de l'entreprise, selon l'avis des employés ?Pour répondre à la problématique de notre étude nous avons réalisé l'analyse qualitative des dix rapports de la performance extra-financière des entreprises en France et dix rapports en Russie.Nous avons effectué six études des cas : l'analyse de la RSE, de la culture d'entreprise, de la communication interne et du management de trois entreprises russes et trois entreprises françaises. Nous avons également administré deux questionnaires et nous avons réalisé trente entretiens semi-directifs avec les dirigeants et professionnels dans le domaine de la RSE.
Die Neugestaltung und Fortentwicklung von Organisations- und Prozessstrukturen bedingen sich gegenseitig und können daher nicht losgelöst voneinander betrachtet werden. In diesem Kapitel werden sie darum als Gesamtheit aufgefasst. Organisations- und Prozessstrukturen werden in der Organisationstheorie auch als Aufbau- und Ablauforganisation bezeichnet:Beide Organisationsmodelle bilden das Unternehmen in einer hierarchischen, skelettartigen Struktur ab, die für unmittelbare Transparenz sorgt. Während sich die Aufbauorganisation der Frage widmet, wer etwas tut, beschreibt die Ablauforganisation, was getan werden soll. Diese transparente Grundlage ist essenziell für Organisations- und Prozessoptimierungen.
La succession parents-enfants, sujet important dans la recherche sur l’entreprise familiale (EF), est un processus réputé long, progressif, risqué, non-linéaire et souvent conflictuel. Ce constat répété invite à s’interroger sur les phénomènes qui activent ou ralentissent ce processus et comment ils se manifestent dans l’activité des collaborateurs. Selon la théorie, la succession peut être vue comme un acte de gestion inhérent à l’essence des EF, comme un paysage transitionnel marqué par des ponctuations et des ajustements de rôles, comme une forge de personnalités entrepreneuriales, masculines ou féminines, ou encore comme un déroulement sans dessein de l’action, au fil d’un temps vécu de l’intérieur. Notre thèse s’inscrit dans ce quatrième courant, celui des approches processuelles du changement et adopte une analyse par les pratiques, inspirée de la théorie des routines organisationnelles dans sa perspective structurationniste. Le quotidien d’une PME du bâtiment, liée à l’entreprise jumelle dirigée par l’un des deux successeurs, est suivi, au cours d’une transmission complexe (de deux aînés vers deux descendants), par une ethnographie affective, sur trois ans, au cours desquels les lieux d’observation s’adaptent pour voir la succession se faire, à travers les pratiques de l’équipe commerciale élargie, via la tenue d’un journal détaillé ponctué d’entretiens individuels. La transformation progressive des pratiques, sous-tendues par des routines qui naissent et changent avec plasticité, montre comment, jour après jour, les affects positifs ou négatifs amènent les collaborateurs à déplacer leur allégeance des prédécesseurs vers les successeurs. Notre recherche apporte, en complément des modèles existants, tant ceux de la succession que ceux de l’évolution des routines, une explicitation du moteur interne de changement qui permet au collectif de « faire succession », en l’absence de plan ou d’objectifs temporels et en l’absence d’un dialogue rationnel sur le sujet entre les dirigeants familiaux. Elle ouvre sur plusieurs perspectives de recherche possibles, en prolongement de nos résultats, dans les différents courants de recherches reliés à notre sujet.
This paper examines the emergence and development of a new soundscape of work in the open-plan office. To understand the persistent tension between public social interaction and private undisturbed work in many open-offices today, I argue that we need to account for the perceptual engineering that has been built into its very concept. To do so, I reconstruct the development and reception of Action Office 2, a pioneering and influential open-plan office concept that was launched by manufacturer Herman Miller Inc. in the late 1960s. I show how its designers sought to optimise the office as an informatic system by balancing workers’ experience of exposure and enclosure in the open-plan office. This informatic challenge coincided with a new approach to office acoustics in the 1960s and 1970s that focused on managing intelligibility and improving privacy rather than noise. Examining this “perceptual technic” reveals how noise became an architectonic element that served to optimise and economise a relation between private and public experience of work. Ultimately, I argue, this technic and the sound masking technologies that derive from it have helped sustain both the open-plan office to the present day, but also the tensions underlying it.
Leaders matter to organizational performance and adaptability. Effective leaders matter the most in a dramatic and positive manner. This chapter is really about the role of intelligence in leadership, not the claim that the capability to be an effective leader is a distinct individual characteristic or a type of intelligence. Intelligent leadership, therefore, is leadership in which a person uses many forms of intelligence: cognitive, practical, emotional, and social intelligence. The chapter also examines how the role of the unconscious motive of the Need for Power, a sense of purpose, values, style and the quality of relationships (in terms of shared vision, compassion, and energy) are essential to effective leadership. There is also a brief review of the dark side of leadership.
Purpose-Purpose of this case study and its analysis is to highlight the structural and functional changes in the government sector organizations in Pakistan undertaken under the name of organization development. Whereas, in fact, there is a great mismatch between the theory and practice of organizational development as far as the government sector organizations in developing countries like Pakistan go. Methodology-The study is based on comprehensive literature reviewed critically and the diverse factors affecting these two activities as tools of employee development identified including their prerequisites and possible barriers in the way of their introduction and application. Findings-In theory and practice both, Organizational development is aimed at improving an organization's performance and individual development of its employees. It focuses on the health of an entire organization rather than a particular group or certain individuals. This process requires the organization be viewed as a consistent system composed of many subsystems, the human resources being the most important one. Involvement of the people in the process of organizational development is hallmark of this process. Practical Implications-Findings of the case study have professional implications for the OD practitioners. They, perhaps, may not follow the OD good practices in certain OD interventions that are context specific like team-building, participatory management style, MBO, job enrichment, reward administration etc. similarly, nor can they suggest long term OD interventions keeping in view the ad hoc nature culture and system of such departments.
Although Robert R. Blake and Jane S. Mouton taught and applied social psychology comprehensively and across boundaries, they were best known for creating and teaching the Managerial Grid. Based on the two fundamental functions of leadership – task structure and human relations – they took the position that there was one best way to lead and mange. This normative stance emanated from the combination of a manger’s concern for production (task) and concern for people (relationship). Blake and Mouton’s 5-day Grid Seminar in the 1960s became popular worldwide. Competition soon emerged in the form of contingency theories and situational leadership models best represented by Hersey and Blanchard’s model. They among others argued that the Grid did not take into account the situation which varied according to subordinates’ levels of job knowledge and experience. Thus a manager’s approach should range from telling, selling, participating, or delegating depending on the situation as defined by subordinates’ levels of maturity regarding their job knowledge. Using a 9-point scale, Blake and Mouton argued further that the degree of the two concerns for production and people established a “style” of management and that a 9,9 combination of the two concerns (maximum degree of 9) determined the style that was a participative approach to leadership and management – the best way to manage and lead. A 9,1 combination, an authority-obedience style; a 1,9 was “country club” management; a 1,1 was an “impoverished” style (all poor choices); and in the middle of the Grid 5,5 was a second-best, compromising style. Blake and Mouton got their ideas from social psychology, field research especially at Humble Oil in the Houston area and from their consulting work. As a result of their professional activities over the years they coauthored 30 books. Even though Blake and Mouton were grounded in considerable research, sound theory, and years of practice as consultants, they eventually lost the popularity war. With its simplicity and quick application appeal Hersey and Blanchard’s model in particular was too attractive in the marketplace. The superior scholarship behind the Grid did not seem to matter that much. Some conclusions regarding this outcome are discussed in the conclusion section of the chapter.
How and from where can power be criticized and resisted? The advent of new managerial forms of power has brought the question once more to the fore. One of the salient issues is whether the ubiquity and apparent omnipotence of contemporary forms of managerial power renders critique and resistance difficult. This article compares the critical potential of French pragmatic sociology and Foucauldian-inspired genealogy. We argue that both approaches offer viable critiques of contemporary forms of power. Yet, whereas the critique of pragmatic sociology hinges on the position (locus) of those who exercise critique and/or resist, genealogical critique depends on the concrete form (modus) of power that is being scrutinized. We argue that even though we see critique as modus as more convincing than critique as locus, the two approaches can inspire each other in order to advance effective critique.
REASONS AND EXPECTATIONS OF CUSTOMERS TOWARDS SHAMPOO BRANDS
Engagement erfolgt nicht selbstlos oder nur für andere. Auch Geld als Entlohnung ist kein Antreiber für ehrenamtliche Leistung. Sämtliches ehrenamtliches Engagement erfolgt in erster Linie aus einer geldunabhängigen Motivation heraus: Es geht allein darum, persönliche Bedürfnisse zu erfüllen. Das spiegelt sich in den Beschreibungen und Aussagen der Porträtierten wider. Aber was genau sind persönliche Bedürfnisse, und was bedeutet diese Erkenntnis für die Praxis?
Digital Age of Human Resources Management
Mary Parker Follett's Footprints in the Management Principles of
Today and the Future
Abstract
Mary Parker Follett’s management philosophy and principles at the beginning of the 20th century exhibit the characteristic
of management models of the past, present and future, and they appear to be linked to current theories of management.
The aim of this research is to define the connection between Mary Parker Follett's management philosophy and past,
present and expected future management approaches and to make a contribution to the science of management in this
sense. For this purpose, this study seeks to investigate the relationship between, and similarities of, Follett’s management
principles of those of matriarchal societies as the first social structures inancient times. The study also seeks to evaluate
the basic concepts of management theories which have emerged since the industrial revolution. A narrative approach
was applied in this study. The research findings indicate that Mary Parker Follett's management philosophy serves as a
link between the management practices of the past, present and future and presents solutions to today's organizational,
industrial, societal and international management problems. Through adopting Follett's management philosophy,
humanity might be able to open the doors to a world with more freedom, peace, justice, equality and sharing. This in
turn might give way to more happiness, more peacefulness, and high value of creativity in society.
Keywords
M. P. Follett, Management, Power, Conflict. Integration, Ethics
Jel Codes: M19
This study is an application of theoretical framework based on motivational theories examined for explaining the relationship among the motivational factors and employees' motivation. The motivational factors, i.e., salary, job security, fringe benefits, security for the future, good interpersonal relationship, training and development, prestige and social dignity, reward and recognition, growth promotion, open communication were examined for a significant positive relationship. Literature review and practical survey consisting of a self-administered questionnaire were used to study the population including respondents' demographics of employees in commercial banks in Bangladesh. This study is based on primary data originating from a survey and finally 80 respondents were taken for this study. The participation in the survey was voluntary and confidentiality of responses was ensured. The bivariate correlation analysis shows that different dimensions of motivational factors and employee motivation are significantly correlated and all the 10 factors proposed by the authors have great impact on the motivation of the employees. However, the multiple regression analysis shows that three independent variables were found to be very significant and supportive to the hypotheses of regression analysis except perceived salary, job security, fringe benefits, and security for future, prestige and social dignity, growth promotion and open communication.
This paper explores recent developments in anti‐work theory to identify key learnings for ethnographers in industry. It focuses in particular on how anti‐work perspectives allow us to rethink the managerial notions of resilience that dominate across many of the industries that collaborate with corporate ethnographers. In this tradition, achieving resilience is a matter of “finding yourself” at work – of ensuring that a job is not just a paycheck, but an avenue of self‐fulfillment. In order to explore what resilience might look like if we bracket the question of work, this paper turns to COVID‐era mutual aid projects. Two key learnings help reframe anti‐work theory for the EPIC community: the necessity of 1) rethinking the notion of reciprocity that sustains our commitment to work (you only get out of work what you put in) and 2) making positive claims on behalf of freedom (not freedom from work but freedom to make the conditions of your life).
The spirituality of the human being is a subject discussed since ancient times. Until today, no civilization was finding that did not have some kind of developed religion and spirituality. Spirituality is finding in many ways and in many places, including in the workplace. The objective of this research was to verify whether workplace spirituality influences job satisfaction of public sector employees. A survey based on a model created from the scales of workplace spirituality (Liu & Robertson, 2011) and job satisfaction (Siqueira, 2008) was conducted in a Brazilian public organization. Data analysis was done with SEM-CB. The results validate the model for predicting the influence of workplace spirituality on job satisfaction. We improved the model by providing context and by endorsing the idea that managers are able to improve the satisfaction of their work force, especially those working in the public sector, to deliver better services to citizens.
This article explores how experienced relational quality in blended workgroups consisting of permanent and temporary members is affected by temporary members’ normative expectations for the relationship. We draw on Axel Honneth’s four primary forms of recognition to illuminate the foundation of normative expectations. This focus on temporary members’ normative expectations contrasts with existing research in blended workgroups, focusing predominantly on the behavior of permanent members towards temporary ones. We draw on illustrative examples from a qualitative study of first – and third-year nursing students’ experiences during their internships at somatic hospitals. First – and third-year students report how they experience a deviation from their normative expectations as a threat to their positive self-image. In conclusion, we propose that the normative expectations characterizing the relationship between nursing students and permanent nurses can be described based on three forms of recognition:’ visibility,’ ‘respect,’ and ‘esteem.’
Distributed leadership (DL) is a current solution for the management of school, given its democratic, fair and equitable nature. The objective is to determine the appreciation that management teams have regarding ML. Methodologically it is holistic, quantitative, descriptive, the global variable LD and dimensions are analyzed. The data collection instrument was an ad hoc Likert scale. The scientific rigor of the scale met the validity (Cronbach's Alpha 0.86) and reliability (Spearman's Rho Correlation was 0.75). Teamwork was observed among managers, they fostered a democratic distributed culture and delegation of tasks. PALABRAS CLAVE Equipos escolares directivos Enseñanza pública Escuela Estudio descriptivo Liderazgo distribuido Mejora de la educación Triangulación RESUMEN El liderazgo distribuido (LD) es una solución actual, para la gestión de la dirección escolar, dada la naturaleza democrática, justa y equitativa. El objetivo es determinar la apreciación que poseen los equipos directivos en materia de LD. Metodológicamente, es holística, cuantitativa, descriptiva, se analiza la variable global LD y dimensiones. El instrumento de recolección fue una escala Likert ad hoc. El rigor científico de la escala cumplió con la validez (Alfa de Cronbach 0,86) y la fiabilidad (Correlación Rho de Spearman fue 0,75). Se observó trabajo en equipo de los directivos, fomentaron una cultura distribuida democrática y delegación de tareas.
The need to choose the best ways to implement corporate training processes in extreme conditions determines the relevance of research. The adaptation of traditional learning tools to distance learning using various methods and training programs is relevant. The aim is to determine the optimal digital tools (software and online platforms) for the successful implementation of the corporate training process in a remote format in the conditions caused by the COVID-19 pandemic and martial law in Ukraine. The main approaches to the implementation and conduct of distance corporate training are considered and the need for its proactive management is highlighted. The study summarizes the types of training, vocational training methods, the main factors influencing distance learning, and online training platforms. The survey highlighted current trends in the use of distance learning in Ukrainian business practice and its effectiveness. The survey results made it possible to draw a conclusion about the current role of distance personnel learning in business practices, as well as to determine the priority of forms of training and means of its implementation. The data obtained confirm that most companies in modern world are focused on retaining staff and maintaining their high skills to improve efficiency and conserve human resources even during a pandemic and war. Digital distance learning tools should be increasingly used in the corporate training and development system.
An overview is given of the traditional or classical views of organisations and organisational functioning. Empirical findings about how organisations really function are presented. It is shown that the organisational model created by the traditional views about organisations is largely an idealisation. The communication problems which develop in organisations are examined in the light of the empirical findings about organisational functioning. A few guidelines for the improvement of communication are presented in the light of the material covered in the paper.
Motive und Motivation werden als Ursache von Bewegung und Veränderung gesehen. Motivation schließt Energie und Erregung ein. Sie richtet ein vorhandenes Energiepotenzial, welches zunächst ungerichtet ist, auf bestimmte Ziele aus. Motivation hat also eine Steuerungsfunktion. Motive sind auch der Grund der Intensität (Antriebsfunktion) möglicher Aktivitäten. Verhalten ist immer eine Funktion von Umwelt- und Persönlichkeitsvariablen, d. h. sowohl die Umwelt als auch die Persönlichkeit einer Person lösen das Verhalten in einer ganz konkreten Situation aus.
THIS article examines the patterns of influence that exist between organisational behaviour and communication climate. A comprehensive over view of the literature and research findings form the basis of this discussion. From this discussion It is evident that communication is a very important process in the organisation and that management is becoming increasingly aware of the influence that communication climate exerts on a wide range of organisational behaviours.
Wir lieben Kap. 11. Du gehst auf echte Großwildjagd nach den Energieräubern in Deinem Team. In unserer Praxiserfahrung stellen wir fest, dass viele Teams denken, sie haben keine Gemeinsamkeiten und seien daher kein richtiges Team. Aber eine Gemeinsamkeit scheint uns universell: große Energieräuber. Du erfährst in diesem Kapitel zwei wichtige Dinge. Erstens, wie Du ganz individuell in deinem Team herausfindest, was Deinen Leuten Energie abzapft (Methoden: Energie-Räuber-Coaching und Energie-Räuber-Portfolio-Matrix); und zweitens, wie Du die drei größten Energieräuber in Unternehmen eliminierst. Du erfährst, wie eine niederländische Pflegefirma zum beliebtesten Arbeitgeber wird, was Affen auf einer Leiter mit Entbürokratisierung zu tun haben und was wir von neuseeländischen Grundschülern über Vertrauen lernen können. Du lernst außerdem, was Nilpferde in Führungsetagen zu suchen haben, wie ein Japaner Weltmeister im Hotdog-Essen werden konnte und was wir von Disney Pixar Animation über das Vorwärtskommen lernen können. Wir haben uns entschieden, Lösungsstrategien für die drei häufigsten Energieräuber zu erarbeiten, da wir überzeugt sind, dass Du damit schon einmal auf dem richtigen Weg bist. Außerdem werden Dich die Praxisbeispiele und kreativen Herangehensweisen inspirieren, sodass Du am Ende mit einer tiefen Überzeugung das Kapitel beendest: Für jeden Energieräuber gibt es eine Lösung.
A Research and analysis study by 3 former senior Probation Inspectors compares the experiences of staff and external partners working with a probation company before and after it passed from one owner to another-there was a substantial difference. Their findings also reflect the folly of how the contractual regime had been established nationally, and go on to suggest that the more customary debate about 'Public v Private' ownership of Probation is misdirected.
Japan and Brazil have built a partnership not only in bilateral and multilateral framework but also in triangular cooperation. In recent years, the term FOIP (Free and Open Indo–Pacific) has been used as the philosophy of Japanese diplomacy. FOIP vision means to achieve peace, stability and prosperity in Asia and African region. Brazil itself is not a direct region for FOIP. But considering the African region is included in FOIP, and for Brazil, Africa is a continent historically and strategically important, Japan’s diplomatic concept, FOIP is not irrelevant to Brazil. To think about the future of Japan–Brazil relations, it is necessary to consider Japan’s African diplomacy in the era of FOIP in order to compare it with Brazil’s African diplomacy. In this article we will especially focus on the Portuguese-speaking African countries. The structure of the article is as follows. First, regarding Japan’s diplomacy with Africa, the philosophy and achievements of TICAD (Tokyo International Conference on African Development) started under the initiative of Japanese government since 1993 will be explained. In considering the future cooperation between Japan and Brazil in Africa, it is also necessary to understand Brazil’s African diplomacy. To that ends, the second part of the article will be the Brazilian diplomatic relations with Africa from the postwar period to the present day. In contrast to the active relations with Africa during the Lula governments, some major setbacks can be seen in the current Bolsonaro administration’s diplomatic relations with Africa. After the characteristics of Japan and Brazil’s diplomacy with Africa have been clarified, in the third part of this article, we will inquire the possibility of further cooperation of Japan and Brazil while looking back on the history and achievements of triangular cooperation between Japan–Brazil, and African countries, especially Mozambique. And we will put some comments as a concluding remark.
This chapter aims to reassess the Brazil–Japan relationship, with emphasis on the post-Cold War era, and including brief comments on their previous relations. To comprehend their relationship’s meaning and mutual expectations, this reinterpretation focuses on strategies, characteristics, and means of cooperation in the political, economic, commercial, and technological dimensions. Initially, we will discuss the concept of strategic partnership and the Brazil–Japan relationship during the Cold War in three moments with differing emphases. Then, we will analyze the first attempts to resume the bilateral relationship in the 1990s, highlighting the role played by the Asian financial crisis in the rapprochement during the twenty-first century, with the landmark moments of the formation of the G4 in 2004, the adoption of the Japanese Digital TV system in 2006, and the celebration of 100 years of Japanese immigration in Brazil in 2008. Finally, we will comment on the former Japanese Prime Minister Shinzo Abe’s efforts to consolidate the partnership after the global financial crisis (2008) and the effects of China’s growing presence in Latin America.
This chapter identifies the overall trends in Japan’s official development assistance (ODA) policies for the health sector in developing countries from 1990 to 2020 and its future post-COVID-19 prospects. Since the end of the Cold War, watershed events have repeatedly changed the landscape of international cooperation in the health sector. Like other international aid donors, Japan has devised priorities and strategies for ODA based on a set of international and domestic factors in a constantly changing world. Numerous studies on Japan’s ODA have examined international and domestic factors that impact the formulation of the country’s aid policy. This chapter aims to add to those studies by combining recent debates on international cooperation and foreign aid, the right to health, and world health system reforms to explore and analyze Japan’s ODA for health in developing countries. The guiding research questions were as follows: What were the major trends in Japan’s ODA policies in the health sector from 1990 to 2020? Which international health debates and international cooperation factors exerted influence on those trends? What are the prospects of Japan’s ODA given the COVID-19 pandemic and its impacts? The research relied on primary sources, specifically Japan’s ODA official documents and the Organization for Economic Cooperation and Development’s (OECD) ODA quantitative databases, as well as secondary sources, such as academic literature on international cooperation and foreign aid for health. Our preliminary findings revealed that Japan’s ODA in the health sector from 1990 to 2020 centered on two main axes: infectious diseases and maternal and child health, both of which are oriented toward strengthening the healthcare system. Given this goal, it seems relevant to consider that Japan’s health system is based on the assumption of the need to provide universal health coverage, a concept currently supported by the World Health Organization (WHO), in contrast to the universal health system, and that the implications of this choice on Japan’s ODA and developing countries’ health policies are yet to be fully understood. The COVID-19 pandemic has put substantial pressure on health systems globally and international cooperation for health; thus, it has the potential to affect and even change Japan’s ODA for the health sector in developing countries.
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