People in Organization
If there is any one characteristic of people which is universally valid and important, it is that they differ. To say that all persons are created equal is a statement of human rights under the Jaw. It communicates noth-ing at all about human nature. As a matter of fact, people differ greatly in intelligence, aptitudes, physical strength, manual dexterity, knowledge, skill, interests, personality traits, motivation, and many other attributes which potentially influence behavior and productivity.We are rational?but only to a point. We plan, set goals, think, rea-son, and live by creeds and values. But we also become frustrated and behave in ways that can be perceived as rational only by someone who understands all our deeply embedded, sometimes conflicting needs, as-pirations, and perceptions. In many situations our motivation is uncon-scious so that not even we understand our own actions.The fact that one's environment strongly influences behavior i
The late Doug-36las McGregor did an excellent job of conceptualizing some of the as-sumptions about human nature which are relevant to organizational be-havior. Also, people consciously believe that their choices are real, regardless of any awareness of philo-sophical arguments to the contrary. There are, of course, innumerable statements which one might make about human nature, but they would not all have a direct influence on how people should be dealt within the work environment. On the other hand, under Theory Y, people are said to have the potential or capacity for the responsible behavior and attitudes described. Experience has shown that Theory X assumptions result in a great deal of difficulty for management although they remain popular with some managers. Because of these characteristics, the average person must be threat-ened, coerced, and controlled. First, the Theory X characteristics are said to be inherent or innate. A number of prominent psychologists have assumed that human freedom is an illusion. Individuals feel responsible for their actions. Be-cause people are basically cunning and immature, management should experience little difficulty in using a highly directive and manipulative style of supervision. It is significant that behavior and expectations are strongly influenced by what a person believes to be true. People do not inherently dislike work and are not inherently lazy. In fact, most people prefer to be directed and controlled.
Common topics in this essay:
PEOPLE ORGANIZATION,
McGregor's Theory,
Theory Experience,
average person,
human nature,
assumptions average person,
assumptions average,
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