motivationaltheories，動機理論accap3基礎(chǔ)資料(編輯修改稿)
2024-09-17 12:41 本頁面
【文章內(nèi)容簡介】 ut – this was due to the enhanced work satisfaction that the girls enjoyed, the development of personal friendships, and a new social atmosphere, which brought a marked change in their attitude towards work. Mcgregor’s theory X and theory Y:Theory XTheory Y Workers are motivated by money Workers are lazy and dislike work Workers are selfish, ignore the needs of organizations, avoid responsibility and lack ambition Workers need to be controlled and directed by management Workers have many different needs which motivate them Workers can enjoy work If motivated, workers can organize themselves and take responsibility Management should create a situation where workers can show creativity and apply their job knowledgeMcgregor’s theories:Theory X: assumes that people dislike work and responsibility. Therefore they must be coerced, controlled, directed or threatened with punishment to get them to make an effort towards achievement of organizational objectives. However modern employment laws have made this difficult for managers. For this reason a ‘carrot’ approach is used. People have to be persuaded to carry out tasks by promises or rewards. In many ways this is similar to Taylor’s view.Theory Y: assumes that most people are motivated by those things at the top of Maslow’s hierarchy. In other words, people are responsible, mitted and enjoy having control over work. Most people, given the opportunity, will get involved in work and contribute towards the solution of a problem that may arise. IN OTHER WORDS: THEORY X is pessimistic and rigid. Control is primarily external . imposed on the subordinate by the superior. THEORY Y is optimistic, dynamic and flexible, with an emphasis o selfdirection and the integration of individual needs with organizational demands. Ouchi theory ZIn theory Z there is an emphasis on the interpersonal skills that form the basis of group working, where decision making is by consensus, but responsibility remains with the individual. There is emphasis on building trust through informal and democratic relationships. The characteristics of the theory z organizations are: Long term employment Slow evaluation and promotion
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