University:
Liberty University
Course:
BUSI 105 | The Business Experience
Academic year:

2024
Views:

127

Pages:

2
Author:

James N.

Marlenging Third Management: The Emergence of Modern Mac Gregor is one of the first to generally reject management techniques based on classical theory (which he calls "theory X") for the following reasons: • Classical theory is built on models (Army, church, etc.) which are no longer at all adapted to the realities of modern business (especially after the Second World War) - Classical theory does not take into account the influence of the environment in which it evolves (economic and political environment, competition, etc.) • Assumptions concerning human behavior are simplistic, even inaccurate (aversion to work and responsibilities, search for maximum security, etc.) Classical theory has as its central pivot the notion of authority while this concept is only one tool, among others, of management and motivation. Mac Gregor therefore proposes a management theory (Theory Y) which is based on the following postulates: • There is only an aversion to boring work: Give someone interesting work and they immediately enjoy it again. • Sanctions must be limited and rewards promoted: Man seeks the satisfaction of selfish social objectives. If the exercise of responsibilities satisfies these social objectives (recognition, power, money, etc.) he will seek responsibilities and not reject them. Thus given confidence, many individuals can demonstrate creativity and it has It has been proven that we only use the intelligence and imagination of a company's employees very imperfectly. III.4- Frederick HERZBERG (1923-2000)15 A psychologist by training, F. Herzberg carried out numerous studies between the 1950s and 1970s, carried out in the field, in order to determine precisely what are man's motivations and what conditions must be met for man to flourish in his work. His work led him to an important discovery in work psychology: The circumstances that lead to job satisfaction are different from those that lead to dissatisfaction. In other words, it is not because we are going to delete the causes of dissatisfaction that the individual will be satisfied. (And vice versa). More "finer" work made it possible to highlight that, generally speaking, the factors of dissatisfaction were mainly linked to the environment and that the factors of satisfaction were those which allowed personal development, a consideration of the work accomplished. It is therefore necessary to "enrich" the work by including motivational factors in it, while improving the environment for employees. Conte therefore yit is neverthe es tue that cert in peyhological springs highlighted by Herzberg remain cornerstones of work psychology.