...Conor Anthony McGregor, was born on the 14th of July, 1988 in Crumlin, Dublin. He is a professional MMA fighter and boxer. McGregor is mainly recognized for being the UFC lightweight champion and former featherweight champion. McGregor was raised in Crumlin and attended Colaiste De Hide, a school where his passion for sport playing football began. In his youth, he played football for Lourdes Celtic Football Club. When McGregor was 12, he also began boxing at Crumlin Boxing Club. When he moved to Lucan, he met future UFC fighter Tom Egan and they soon started training MMA together. Conor McGregor’s career started out booming. On February 17, 2007, he made his first appearance in MMA for the Irish Ring of Truth in Dublin. He fought against...
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...Mc Case DATE: April 19, 2016 TO: Staff and members FROM: James McGregor SUBJECT: Implementation of new policy INTRODUCTION / PROBLEM STATEMENT James McGregor is the president of McGregor. He was trying to improve sales above the average of the total retail stores for the coming years. However, the issue that he found out is about old fashioned and traditional goods. Those old fashioned goods which need to be change become fashioned affect sales keep staying. Moreover, the outdated discount policy is complex and unfair for whole employees, especially for lower level workers. More importantly, the policy stay in old fashioned idea so that it loss interested in young customers. To solve this problem, James McGregor come out new policy to make it simple and fair. The reason he think the new policy will work is it could attracts young customers and it also will help to decrease the remaining goods at inventory. FACTS AND ASSUMPTIONS 1. Goods that sold at our store is too old fashioned. There is not enough young customers and young employees willing to buy them. 2. Due to the old fashion products, it is difficult to recruit young employees or attract young staffs who already work at our store. 3. It is important to increase long term profits. 4. Lower level and maintenance staffs have not benefited from the previous policy, so that they may be stealing inventory while working. 5. It will improve the turnover of inventory. 6. The old...
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...In 1960, Douglas McGregor wrote a book and formulated two contrasting assumptions about the importance of work attitudes and behaviors on performance. McGregor theorized that the way employers’ treat and value their employees would determine their actions and values, and drive how they performed on the job (Chertis & Mujtaba, 2014). Theory X was an outdated, pessimistic view and viewed all workers in a negative way. Theory Y, on the other hand, was a more modern, positive assumption. McGregor believed that a manager could accomplish more through others by viewing them as self-energized, committed, responsible and creative beings (Kreitner & Kinicki, p. 9). McGregor’s Theory Y plays a role in the way that John Mackey, co-founder and co-CEO of Whole Food Markets runs his business. McGregor theorized that people would become committed to organizational objectives if they were rewarded for doing so. Mackey believes similarly. He believes that it is the manager’s job to seek out and hire the most appropriate person for the job. He believes that if you train them well that they will be happy in the workplace and will provide better customer service as a result. He believes that happy employees make for happy customers and happy customers make referrals to other people, which make happy investors (Kreitner & Kinicki, p. 30). Mackey didn’t emulate McGregor’s Theory Y completely. He came up with his own philosophy and called it conscious capitalism (Chertis & Muitaba, 2014)...
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...a team, people and company. From one side, we can see Keller, a very successful executive, who is completely involved with his people, the company’s process and every interaction his team makes inside and outside the organization, and, from the opposite side, we can see McGregor, a very well experimented operations executive, who lets his team take all the decisions (delegates 100%), and pushes them to keep taking them. McGregor, along with his introverted and powerful personality, is a very well experimented operations manager, with full knowledge of how the refinery he has been managing for many years works. With a team who is very devoted to him, McGregor took no part in everyday decision making, without keeping control of details. He had a tough but effective coaching approach, pushing and confronting his executives, guiding them carefully through a decision making process, in order for them to analyze the best and most practical way to come up with solutions. This also helped all his direct reports to grow within the organization quite quickly, until they became managers of their own refinery. Evidently, when he had to take decisions, he made them without hesitating. This management approach let McGregor to have time for himself, to improve his golf skills, and to live life with more time on his hands. Keller, a very young and very well prepared (Harvard Business School) successful executive, had other great skills and a very different way to interact with his team. With...
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...Whole Foods markets are the world’s leader in natural and organic foods with stores in North America and United Kingdom .Their mission is Whole Foods-Whole People- Whole Planet. Whole Food stands for searching for the highest quality and natural foods possible. Whole People mean that the people their hire are passionate about healthy food. Whole Planet means they are committed to helping take care of the world around us. McGregor’s Theory Y is one of the two theories contrasting assumptions about human nature. Theory X assumptions were negative and pessimistic; McGregor felt this was the typical behavior of how managers were perceived by employees. Theory Y was a modern and positive set of assumptions about people. McGregor believed that managers could accomplish more through others by viewing themselves as self-energized committed, responsible and creative beings (Kreitner & Kinicki, p9). McGregor’s Theory Y plays a very important role at Whole Foods. In the table on page 9 number 3 under the Theory Y column states that people generally become committed to organizational objectives if there are rewarded for doing so .John Mackey the CEO of Whole Foods states that they want their employees to be happy because happy employees make happy customers and happy customers will refer people to the place of business there for bringing more customers (Kreitner & Kinicki, p30). This case brings the profile of the 21st century manager to life by implementing many if not all of the items...
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...Douglas McGregor’s Theory X and Theory Y Douglas McGregor’s landmark book, The Human Side of Enterprise (1960), changed the path of management thinking and practice (Kopelman, Prottas, & Davis, 2008, p. 255). Douglas had his own beliefs and theories about human beings and why they do certain things or act certain ways. He ended up proposing two different views of humans and they were titled Theory X and Theory Y. Theory X is the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform (Robbins & Judge, 2013, p. 205). Theory Y is the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction (Robbins & Judge, 2013, p. 205). McGregor believed that one of his theory’s was more valid and made more sense that the other one. There was never any evidence that confirmed or denied that either set of assumptions are valid or will lead to more motivational workers (Robbins & Judge, 2013). The writer will discuss not only what each theory is, but also if they are applicable for current day employees. How these theories benefit criminal justice personnel and organizations will be discussed also. Theory X First let’s begin with exploring Theory X. Under this Theory X, managers believe employees inherently dislike work and must therefore be directed or even coerced into performing it (Robbins & Judge, 2013, p. 205). It was believed that theory was less valid than the other. Theory X is...
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...It’s hard to talk about management innovation without tipping your hat to W.L. Gore, the venerable maker of Gore-Tex and a host of other pioneering materials and products as diverse as synthetic vascular grafts, Elixir guitar strings, and Glide dental floss. Lauded as "the world's most innovative company" time and time again, Gore's wholly original (and endlessly inspirational) model for creating a true democracy of innovation is firmly rooted in the story of founder Bill Gore. More than half a century ago, in 1958, Bill Gore quit DuPont to start a business aimed at imagining and commercializing new uses for polytetrafluoroethylene (PTFE)—the material popularized as Gore-Tex. But he wasn't simply interested in inventing new materials or selling products, he was bent on creating an entirely new kind of company—one that unleashed and inspired every person in it, one that put as much energy into finding the next big thing as milking the last big thing, one that was robustly profitable and uniquely human. Bill Gore concevied of W.L. Gore as a kind of experiment in management innovation—one that is still ongoing. The questions that drove him at founding are crucial questions managers everywhere must grapple with today: Was it possible to build a company with no hierarchy—where everyone was free to talk with everyone else? How about a company where there were no bosses, no supervisors, no managers and no vice presidents? Could W. L. Gore preserve a sense of family and collegiality...
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...pinoeers of managamnet, like Robert Own and Charles Babbage, through the time of classical managamnet, to scientific managamnet and other contemporary theories, we have had many people with different ideas and strategies on how to imrove the managamnet of the company. This research will concentrate on the work of one of the scientific managamnet theorists, Douglas McGregor. Scientifc managamnt is a type of managamnet that emphasizes on workflows and specifically on labor productivity. Managers in this period have made a significant influence on managamnet as a whole, since this was the first time managament was considered a science. Frederic Taylor, who is considered to be the father of scientific managament, started developing scietific managament in 1880's. After his theories became famous, there were many more followers of scientific managamanet and many other theorists, like Douglas McGregor. Douglas McGreorg was born in 1906, received quality edcuation, peeking with the Ph.D. form Harward University in 1935. (The Economist) He is most famous for his book "The Human Side of Enterprise", thus his theoy of X and Y. McGregor theorizes that management should view the employees' motivation for work in two distinct ways, Theory X and Theory Y. Theory x is authoritative and it assumes that workers naturally do not like to work and that managers have to make effort to make the employees work. (The Economist) The following are principles of Theory X: 1) The average worker naturally does...
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...Theories X and Y According to The Economist (2008b), Theories X and Y were contrived by Douglas McGregor, who published them in his 1960 book “The Human Side of Enterprise”. He was heavily influenced by Abraham Maslow, and this was particularly evident in his theories that contrasted greatly with the prevalence of scientific management at the time (The Economist, 2008a). Theories X and Y identified a principle divergence between management approaches and this formed the foundation for the development of modern management theory. (The Economist, 2008b) Theory X emphasises “productivity, on the concept of a fair day’s work, on the evils of feather bedding and restriction of output, on rewards for performance … [it] reflects an underlying belief that management must counteract an inherent human tendency to avoid work” (McGregor, 1960). It makes the assumption that individuals naturally require motivation and coercion to maximise their output. Theory Y, however, “assumes that people will exercise self-direction and self-control in the achievement of organisational objectives to the degree that they are committed to those objectives” (McGregor, 1960). It asserts that individuals possess a natural inclination to placate their desire for self-fulfilment through work. Google Inc. is an acclaimed example of Theory Y’s successful implementation. It gives stock options to 99% of its employees, effectuates the provision of workplace benefits (e.g. Day care, maternal/paternal leave programmes)...
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...of responsibility for success, and has a clear channel for contribution, global leadership, will remain elusive.” (Hamel and Prachald, 1994). Thus, we must manage our businesses so employees—advise from management—must have a clear channel for how they can contribute. To this end, is there a venue that exists that will give the worker on the assembly line the same sense of direction as the CEO? We will first test a remedy proposed in the 1960’s by published management theory mentor Douglas McGregor. McGregor’s perspective was that management was more that simply giving orders and coercing obedience; it was a careful balancing of organizational needs with those of the individual. He defined these individual needs through psychologist Abraham Maslow’s hierarchy of needs. During McGregor’s writings the leading social movement in his arena was support for Maslow’s arguments. By applying the idea of a hierarchy of needs to the work environment of the mid-and late 1850’s, McGregor offered a new theory of management that promised to unlock the creative potential of the American workforce and bring about a new...
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...Theoretical Framework Operations management is the business function that plans, organizes, coordinates, and controls the resources needed to produce a company’s goods and services. It involves the responsibility of ensuring that business operations are efficient in terms of using the least possible resources as needed, and effective in terms of meeting the customer needs. Needs are the basic forces that drives consumers to take actions and engaged in exchanges. The desire to satisfy these needs is what motivates a man to act, but the satisfaction of these needs must be done in the order of their priority so that a higher need does not strongly motivate a person unless the next preceding lower need has been substantially satisfied. For each society there is a set of needs perceived by the people that they feel should be satisfied as part of the development process. It is usually recognized that needs could be generated by physiological deprivation or by a positive desire to have something. It is also recognized that those needs generated by deprivation are typical and that usually one of needs is based on attaining certain goals. The humanistic approach espoused by Abraham Maslow, leader in Humanistic Psychology believes that Thus man is perpetually wanting animal. Ordinarily the satisfaction of these wants is not altogether mutually exclusive, but only tends to be. The average member of society is most often partially satisfied and partially unsatisfied in all of his...
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...Douglas McGregor’s X,Y Theory of Motivation In his 1960 management book, The Human Side of Enterprise, Douglas McGregor made his mark on the history of organizational management and motivational psychology when he proposed the two theories by which managers perceive employee motivation. He referred to these opposing motivational methods as Theory X and Theory Y management. Each assumes that the manager's role is to organize resources, including people, to best benefit the company. However, beyond this commonality, they're quite dissimilar. Theory X Management According to McGregor, Theory X leadership assumes the following: • Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. • Most people are not ambitious, have little desire for responsibility, and prefer to be directed. • Most people have little aptitude for creativity in solving organizational problems. • Motivation occurs only at the physiological and security levels of Maslow's Needs Hierarchy. • Most people are self-centered. As a result, they must be closely controlled and often coerced to achieve organizational objectives • Most people resist change. • Most people are gullible and unintelligent. Essentially, theory x assumes that the primary source of most employee motivation is monetary, with security as a strong second. The Hard Approach and Soft Approach Under Theory X, management approaches to motivation range from...
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...Transformers, Pearl Harbor and I Am Number Four. A young man Lincoln Six Echo (Ewan McGregor) and a young woman Jordan Two Delta (Scarlett Johansson) live in an underground organization which is full of strict regulations and created by a selfish scientist Dr. Merrick (Sean Bean). They think that one day they will go to the paradise by being the winner of the lottery, which called ‘The Island’. However, Lincoln starts having different dreams which look like his past memories. Dr. Merrick discover the situation of Lincoln and tries to remove his memories in order to keep the huge secret. On the other hands, Dr. Merrick uses a special tunnel to another station secretly. Because of a moth, Lincoln finds that secret tunnel. In this station, Lincoln find that the so call 'winner' of the 'lottery' is only an excuse for the company. In the reality, the 'winner' is used for providing organ and giving birth to their sponsor. Lincoln’s world turns topsy-turvy when he discovers the truth that all of them are just a product of an insurance plan. Afterwards, the screenplay talks about the escape of Lincoln and Jordan. Lincoln and Jordan seek help from James McCord (Steve Buscemi). While they are find their sponsor in Los Angeles, Dr. Merrick hires mercenary, Albert Laurent (Djimon Hounsou) to hunt them down. A young model Sarah Jordan (Scarlett Johansson) is the sponsor of Jordan and Tom Lincoln (Ewan McGregor) is the sponsor of Lincoln, they start to explain their situation to Lincoln and...
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...When Your Life’s in the Toilet A person is highly influenced by those around them. Everyone always seems to find a niche and stick with the people in that environment, whether it is a good one or not. Danny Boyle’s 1996 film Trainspotting is a story about a man who is trying to quit drugs, specifically heroin, but is stuck with the wrong crowd of people. His mind in constantly in an acid trip and the film shows us what he sees. The scene in the public bathroom in particular stands out and shows the struggles faced by Mark and his need to get clean through a great narrative style, great Mis-en-Scene, and finally sound; all of which carefully reflects what the character is feeling. The scene is set up directly after the opening of the film where the main character, Mark Renton gives a long dialogue and sets out to find one last hit, or drug use, before quitting heroin cold turkey. He is sorely disappointed when his dealer does not give him heroin, but instead sells him opiate suppositories. As he is walking back home, the opiate suppositories have a severe laxative effect and Mark has to run into a public toilet, known as “the worst toilet in Scotland,” to relieve himself. The words “the worst……in Scotland” are non-diegetic; they are not originally on the door. He goes to the bathroom and does his business but then realizes the drugs he put in his rectum had not dissolved and are now in the toilet. His severe need for drugs is shown when he does not hesitate to reach into...
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...and providing an array of monetary incentives for extra effort. But the truth is, we all know people who pour themselves into work that they don’t have to do. And we’re all familiar with the volunteer who works harder than the paid staff, or the “dollar-a-year” executive who seldom goes home to sleep. For most of us, even a modest amount of self-examination will reveal that “because we have to” or “for the money” are, at best, only partial answers to the very complex question of why we work. Gaining a better understanding of what motivates people will make you a better manager. It will help you get the most out of those who work for you. The classic text on this subject is “The Human Side of Enterprise,” published in 1960 by Douglas McGregor, a founding faculty member of MIT’s Sloan School of Management. Mr. McGregor’s book argued that behind the decisions and actions of every manager are a series of assumptions about human behavior. Most managers of the time seemed to subscribe to Theory X, whose assumptions include: – The average human being has an inherent dislike of work and will avoid it if he can. – Because people dislike work, most people must be coerced, controlled, directed and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. – The average human being...
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