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THEORY Y
THEORY X
People actually do want
People do not like to work
to work and under the
and will avoid work
right circumstances, they
whenever possible
derive a great deal of
satisfaction from work
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Sons, Inc. All rights reserved
TRADITIONAL MODEL HUMAN RELATIONS MODEL HUMAN RESOURCES MODEL
ASSUMPTIONS ASSUMPTIONS ASSUMPTIONS
1.Most people do not like work and will 1.People want to feel useful at work. 1.People like to work and want to
avoid it if possible. 2.People want to belong and to be contribute to meaningful goals that they
2.What people do is less important than recognized as individuals. have helped establish.
what they earn for doing it. 3.These social needs are more important 2.Most people can exercise far more
3.Few people want or can handle work than money in motivating people to work. creativity and self-direction that their
that requires creativity. present jobs demand.
1.Employees should be closely supervised 1.Managers should make each worker feel 1.Managers should utilize their employees’
and controlled. useful and important. underused abilities and talents.
2.Tasks must be broken down into simple, 2.Managers should keep employees 2.Managers should create an environment
repetitive, easily learned steps. informed and listen to their objections to in which all employees may contribute.
3.Managers must establish detailed work management’s plans. 3.Managers must encourage full
routines and enforce them firmly. 3.Managers should allow employees to participation in important matters.
exercise some self-direction on routine
matters.
MANAGEMENT EXPECTATIONS MANAGEMENT EXPECTATIONS MANAGEMENT EXPECTATIONS
UNDER THIS MODEL UNDER THIS MODEL UNDER THIS MODEL
1.Employees will only tolerate work if the 1.Sharing information and involving 1.Expanding employees’ influence will
pay is decent and the boss is fair. employees will satisfy their needs to lead to direct improvement in operating
2.If tasks are simple enough and people belong. efficiency.
are closely controlled, they will produce. 2.Satisfying these needs will improve 2.Worker satisfaction improves as they
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morale © 2008
and reduce by John
resistance to Wiley &
authority are allowed to fully use their personal
Sons, Inc. All rights reserved resources.
LATER THEORIES
Maslow’s Hierarchy of Needs
Maslow believed
that each of his five
needs must be at
least partially
satisfied before the
individual desires to
satisfy a need at the
next higher level.
Most supervisors do not fail due to a lack of technical skills; they fail
because they lack human relations skills