Theory X is quite rigid in strong supervision and reprimands, where the workers are mainly interested in the wage at the end of the month, whereas the Y Theory is more about the team members having job satisfaction and complete tasks without direct supervision. Both of the above maybe needed at some point depending on the task in hand, there are pros’ and
The Human Side of Enterprise (1960), A professor at the MIT Sloan School of Management, president of Antioch College but Douglas McGregor was most famous for his Theory X and Theory Y, assumptions about motivation and human behaviour in the workplace particularly from administrative and leadership perspectives. McGregor practiced organisation/management consulting along with Richard Beckhard and played a major role in founding what we know today as organisation development. The Paper discusses McGregor's conceptualisation of Theory Y. What has been the impact of Theory Y on managerial thinking and behaviour since 1960? Is Theory Y merely an interesting idea that had a small impact or has Theory Y changed the course of how management works?
Firstly, option of separate sales force for each brand. This option allows the sales agents to focus on a specific market and use their experience and knowledge to continue marketing in a single defined niche. As result organization will have experienced sales agents who are experts in specific market. However, this strategy needs high expenditure of the company. The company has to maintain a separate sales department for each brand line and sales agent of one brand cannot be made responsible for increase in sales of other brands.
4 - How would you modify Trader Joe’s strategy going forward? In my opinion, one of the concerns of mine about Trader Joe’s is to eventually gat harm because of not having enough technology inside the company. As technology improve each day, it creates a simple world than before. The technology eases our life and so it should do the same to Trader Joe’s in terms of some operational activities. Self-checkout kiosks vanish endless queues and speed ups the process of shopping both for costumer side and seller side.
This all resulted in inaccurate wage statements to these employees. Mies first goal was to form enough evidence to start a class action lawsuit against Sephora. She gave examples of how Sephora runs its stores through an online program, giving multiple tasks to Specialists that are not in the original job description formed in nineteen ninety-nine. She also used evidence of an in-store survey taken in two thousand, ten which focused on how directors, leads, and specialists in Sephora stores spend non-selling time. The survey found leadership employees generally spent the same percentage of time performing non-selling tasks regardless of their store’s sales volume.
“Under the head of Shop Management fall the questions of organization, responsibility, reports, systems of contract and piecework, and all that relates to the executive management of works, mills and factories. Under the head Shop Accounting fall the questions of time and wages systems, determination of costs, whether by peace or they-work, the distribution of the various expense accounts, the ascertainment of profits, methods of bookkeeping, and all that enters into the system of accounts which relates to the manufacturing departments of a business, and to the determination and record of its results” (p.50). The third tenet dissemination of useful knowledge separates the functions and knowledge into two categories: shop management and shop accounting. The author asserts that shop management requires singular skills that are primarily developed for the executive management work. On the other hand, shop accounting provides skills that are specifically attach to the record of business.
3.1.2 – Dynamics between leadership and management According to John Kotter from Harvard Business School, leadership and management are both complementary as well as distinct from each other. Kotter talks about the dynamics between leadership and management as being a part wherein the leadership process involves developing the vision of the organisation and aligning the people with the vision of the organisation and motivating employees through the satisfaction of their needs. Leadership brings in change in the organisation. Whereas the management involves the functional aspects like planning, organising, staffing and controlling and problem-solving. Management mostly involves implementing the vision and direction provided by the leaders.
The reading “The Proverbs of Administration” written by Herbert A. Simon analyzes the elements under the administrative theory. The author provides a diagnosis of the elements by presenting a different shift to the study that reveal that under different situations some elements are not clearly defined or established. The reading begins it discussion by analyzing the types of “accepted criteria” of administrative principles such as dividing the workers in four types of segments. Simon argued, “Administrative efficiency is increased by grouping the workers, for purposes of control, according to (a) purpose, (b) process, (c) clientele, or (d) place…” (p.103). In the same way, other accepted criteria for administrative efficiency are specialization,
1. A formal, rational organized structure involves clearly defines patterns in which, ideally, every series of action is functionally related to the purposes of the organization. ( Leiden: A.W.Sijthoff, 1935. pp.28)There are many offices are controlled by the hierarchized structure contribute to the operation of an organization. A German sociologist protests this concept, is also known as an economist who believed that the bureaucracy could be the only method to achieve the high specific goals. According to Weber, there are six elements should be presented in this system: Functional Specialization The organization is divided into many units with specialized functions based on their categories.
`For the purpose of this assignment I have chosen to compare and contrast the contribution of Frederick Winslow Taylor (1856-1915) and Henri Fayol (1841-1925) to the field of management. I will outline the similarities and differences between Taylor and Fayol and then conclude and elaborate on how these two theorists’ work influenced the world of management both in the past and at the present moment. Frederick Winslow Taylor born in focused his theories heavily on the scientific method, finding the ‘one best way’ to manage a firm and its personnel, (Kanigel 1999). Taylor focused on the operative level, he believed that the application of scientific methods from the bottom of the industrial hierarchy upwards was the key to success. Taylor