...able to understand assumptions about human nature and managerial behaviour. 1.1 Identify models which make suppositions about human nature and behaviour at work Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility and exercise self-control in their jobs. One would expect that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. 1.2 Discuss how attitudes as assumptions can influence managerial behaviour. McGregor described two distinct set of assumptions about people at work. He believed that these assumptions influence the thinking and attitude of most managers about the people at work. 1|Page Theory X presents a pessimistic or negative view of human nature whereas Theory Y reflects an optimistic or positive view of human behaviour. Theory X lists a set of assumptions which presents a pessimistic view of human nature. The assumptions of Theory X...
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...assumptions about human nature and managerial behaviour. 1.1 Identify models which make suppositions about human nature and behaviour at work Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility and exercise self-control in their jobs. One would expect that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. 1.2 Discuss how attitudes as assumptions can influence managerial behaviour. McGregor described two distinct set of assumptions about people at work. He believed that these assumptions influence the thinking and attitude of most managers about the people at work. Theory X presents a pessimistic or negative view of human nature whereas Theory Y reflects an optimistic or positive view of human behaviour. Theory X lists a set of assumptions which presents a pessimistic view of human nature. The assumptions of Theory X are as follows: 1. The average human being...
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...Human Nature And Managerial Behaviour Management Essay A managerial style this is also to guide me along the way and take a picture to draw won my attention to difference bits of knowledge. If I have a good managerial style then I can take with me on my journey to becoming a better manager. And also manager need to some master basic skills and we have to find out what is management is the vital skills involved the most important tasks that I have to carry out and how I am become to be a good manager. 1. About human nature and managerial behaviour: Human nature is the common qualities of all human being people behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and custom, differ from country to country and even within group to group, but in general, all people have a few basic needs. As a manager or leader we must understand these needs because they can be powerful motivations. The models which make suppositions about human nature and behaviour at work: Our sense of self worth of significant is related to our social human nature behaviour. But it is not only an image presently by oneself or attributed to us by others. It is also depends with expectation and obligation about how to behave. Assumption: the theory X managers believes that people have an inherent dislike to work, wish to avoid responsibility, and must be coerced, controlled, directed, and threatened with punishment in order to achieve...
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...Collins Candidate Number: P04352307 Question 1 a) Select two models that were covered on the training programme, which make suppositions about human nature and how people behave at work, and briefly describe them. b) With reference to these models, discuss how individual attitudes and assumptions can influence your behaviour as a manager. Question 2 a) Describe the three management styles of Laissez-Faire, Participative and Autocratic. b) Evaluate how this model can be applied to identify study and review patterns of management behaviour. Question 3 a) Explain how your effectiveness as a manager is measured at Easynet, and identify at least one other possible measure that could be applied. b) Explain the difference between effectiveness and efficiency. c) Discuss how each of the three management styles can help you to be more or less effective or efficient as a manager. Question 4 With reference to the AABCD model, describe at least two delegation situations which would require you to vary your style, approach and behaviour in order to achieve a positive outcome. Question 5 Assess the relationship between your individual performance as a manager and the managerial performance and behaviour that is expected at an organisational level. Q1 A) The two models I will highlight about human nature and how people behave at work are The Believe Cycle and the Personal Investment Model. The Believe Cycle The Believe cycle is split into 4 sections as...
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...few doubts about self o Belongingness and love — belong to a group, close friends to confide with o Safety — feel free from immediate danger o Physiological — food, water, shelter, sex Note: Maslow later added three additional higher order needs to his theory. Maslow posited that people want and are forever striving to meet various goals. Because the lower level needs are more immediate and urgent, then they come into play as the source and direction of a person's goal if they are not satisfied. A need higher in the hierarchy will become a motive of behavior as long as the needs below it have been satisfied. Unsatisfied lower needs will normally dominate unsatisfied higher needs, thus they must normally be satisfied before the person can rise up in the hierarchy. Knowing where a person is located on the pyramid will aid you in determining effective motivators. For example, motivating a middle-class person who has met the first four levels with positive feedback and encouragement will have a greater impact than using the same motivator to affect a minimum wage person from the ghetto who is desperately struggling to meet his or her basic needs. It should be noted that almost no one stays in one particular hierarchy for an extended period. We constantly strive to move up, while at the same time various forces outside our control try to push us down. Those on top get pushed down for short time periods, e.g., death of a loved-one or an idea that does not work; while those...
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...Power and Discrimination Assignment Introduction Stereotypical imagery and prejudice are biases, which function together in creating as well as maintaining social inequality. Prejudice can be described as personal feelings and attitudes that individuals have regarding other group members. On the other hand, stereotypes can be defined as beliefs regarding a group including a description of an individual, their abilities as well as their behaviour. Therefore, stereotypes cognitively represent how people are similar to other and their differences towards other groups. ‘Individuals can be aware of stereotypes and have cognitive representations of their beliefs without endorsing such stereotypes, without prejudice feelings as well as without having a belief that stereotypes can affect their behaviour and judgement’ (Charnley et al 2009: 195). Stereotyping as well as prejudice are considered as an adaptive processes product, which simplifies complex world towards enabling individuals to apply cognitive resources towards various tasks. Nevertheless, despite the function served by cognitively adaptive processes by use of mental shortcuts to make decisions regarding other people can result in serious negative outcomes (Smith 2008). The horrifying mistreatment of people in history including that of African American, homosexuals, people with disabilities, has been the main impulsion for prejudice as well as stereotypes study. Therefore, the original experiments and ideas are concerned...
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...“Ensure the success of your business through effective human resources strategies” As Baird and Meshoulam (1998) remark “Business objectives are accomplished when human resource practice, procedures and systems are developed and implemented based on organisational needs, that is, when a strategic perspective to human resource management is adopted.” (Armstrong, M.,2008, pg 33) . This journal will explore on the principals of human resource management, analysis of its concepts, models and framework. Explanation of HRM process and build up of strategies. The journal ends with an assessment of roles in strategic HRM. Strategic Human Resource Management (HRM) can be defined as the way through which the organizational goals will be achieved by the people with the help of HR strategies, policies and practices. (Armstrong, M., 2008, pg 33). Other definitions of Strategic Human Resource Management are as follows:- “Strategic Human Resource Management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that company needs to achieve its strategic aims” – Garry Dessler (Durai,P.,2010,pg 24) “Strategic Human Resource Management is a pattern of planned human resource developments and activity intended to enable a firm to achieve its goals “ – G.C.MacMahan (Durai,P.,2010,pg 24). Models of Strategic Human Resource Management The Harvard model :- The Harvard model was put forward by Michale Beer, Richard Walton, Quinn...
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...arise in 18th century during the industrial revolution in America and Europe. Earlier the economies of both America and Europe depend more in primary sectors which started agriculture, mining activities and forestry. The growth of these primary sectors leads raises the awareness of entrepreneurs to invest in new factories since the market or trade expand together with development in technology. These enhance the beginning industrial revolution as the need to improve methods of work, productivity, quality of product and efficiently. The researchers in management field was the then born that time and various theories developed. The nature of the word theory have different in opinions but many business professionals, social scientists and other academic have very similar beliefs on definition of theory. According to (Online Dictionary, 2009), define theory as a “supposition or system of ideas explaining something”. On other hand by considering its applications the definition of Management has wide range and many authors including well known such as Ernest Dale, Gerald A Cole and Lurrie J. Mullins who explained that there is no main perfect or accepted definition of management by considering the different in theoretical approaches which management developed in. The approach to management in organization should consider the nature of the organizations so as to meet as suit the organization. As narrated by (stoner, freeman and denial, 2003), that each organization adopt the approach to...
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...on micro-level of analysis we hypothesized that there were two distinct non-overlapping groups of individuals – those more disposed towards knowledge creation, and those more disposed towards knowledge sharing. This hypothesis was examined with empirical data from employees of 5 knowledge-intensive companies. Author contact information: Tatiana E.Andreeva, Ph.D. Senior Lecturer, Organizational Behaviour and Human Resources Management department, Graduate School of Management, St.Petersburg State University 16, Dekabristov per., St.Petersburg, Russia, 199155 Phone: (7-812) 350-8155 Fax: (7-812) 350-0406 e-mail: andreeva@som.pu.ru 1. INTRODUCTION Managing knowledge-related processes in organizations is one of the hotly discussed themes of the last decade. Both management practitioners and academics claim that it is namely these processes that are crucial for creation and maintenance of the competitive advantage in the post-industrial era (e.g., Nonaka, 1994, Davenport, Prusak, 2000). Another topical issue for contemporary organizations is managing their human resources, as people are recognized nowadays as being the most valuable asset of the modern organizations (e.g. see...
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...ORGANISATION AND MANAGEMENT Organisational behaviour is a discursive subject and much has been written about it. The study of organisations and management has therefore to proceed on a broad front. It is the comparative study of the different approaches that will yield benefits to the manager. The study of organisations, their structure and management is important for the manager. Identification of major trends in management and organisational behaviour, and the work of leading writers, provide a perspective on concepts and ideas discussed in more detail in other chapters. Learning outcomes After completing this chapter you should be able to: ■ identify major trends in the development of organisational behaviour and management thinking; contrast main features of different approaches to organisation and management; evaluate the relevance of these different approaches to the present-day management of organisations; explain the relationships between management theory and practice; assess the value of the study of different approaches to organisation and management; recognise the relationship between the development of theory, behaviour in organisations and management practice; establish a basis for consideration of aspects of organisational behaviour discussed in subsequent chapters. ■ ■ ■ ■ ■ ■ Critical reflection ‘It is often claimed that what leading writers say is an important part of the study of management and organisational behaviour. Others say that all these different ideas...
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... TRUE OR FALSE – Each question is worth 3 points. 1. In the Tuckman model, storming occurs when team members have different opinions for how the team should operate. TRUE 2. The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts). TRUE 3. In the Social Styles Profile team building activity, drivers are reactive and people-oriented. FALSE 4. Managers should strive to use a win/win approach in making decisions, but in competitive situations they sometimes must use a win/lose paradigm. TRUE 5. Project managers must try to avoid conflict at all costs as all conflict within groups is bad. FALSE Please answer all questions – Each is worth 10 points. 1. Give 5 reasons why teams would be created? Great cooperation or teamwork is the key for elite in any business or non benefit association. This is investigated in more detail below: A. Promotes workplace synergy : Mutual support, shared goals, cooperation and encouragement provides workplace synergy. With this, colleagues can feel a more noteworthy feeling of achievement, are on the whole in charge of results accomplished and bolster people with the motivation to perform at more elevated amounts. At the point when colleagues know about their own particular obligations and parts, and in addition the centrality of their...
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...distinctions of a much finer grain than this story suggests. For the purposes of this paper, however, those philosophers who have thought that mental properties can be reduced to lower level properties will be lumped together (and called ‘reductionists’) and those philosophers who, although embracing physicalism, have thought that mental properties in principle defy reduction to something lower down will also be lumped together (and called ‘non-reductive physicalists’). As far as name calling goes these days ‘reductionist’, in some hands, takes a bit of beating as a philosophical insult. 3 The problems with reductionism have been well documented of course, and I will focus on one particular attack. But I also want to say something about what might be worrying about the non-reductive...
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...YLIOPISTO UNIVERSITY OF TURKU Turku 2012 ISBN 978-951-29-5010-2 (PRINT) ISBN 978-951-29-5011-9 (PDF) ISSN 0082-6987 Painosalama Oy – Turku, Finland 2012 A note from the writer I was born in 1955 and am a professor of management and leadership at the University of Jyväskylä, with a solid academic track record. My main academic work has been research in the area of business ethics and corporate social responsibility (CSR). Based on my research I have written around a hundred publications, of which about fifty can be seen as scientifically significant, in one way or another. I started as a business leadership major at the University of Jyväskylä in 1977. General studies sparked my interest in philosophy, and in time I became more and more interested in it. I graduated as a Master of Economics in 1982, at which point I had already done Advanced studies in Philosophy. Nevertheless, I did my postgraduate studies in economics and began to study corporate societal responsibility in 1983. At the same time I continued my studies in philosophy and graduated as a M.Sc (Philosophy) in 1986, the same year when I finished my licentiate’s work on societal responsibility for the Business Studies program in the University of Jyväskylä (Ph.D in Economics 1991). At that time, I was already also interested in the thematic of business ethics. These fields were not popular in economics at that time, nor in the academic philosophy in Jyväskylä, where Steinerism and Marxist-phenomenology ...
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...Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell...
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...Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell...
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