Term Paper: Management Every Person

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[. . .] There is a clear line of distinction between Theory X and Theory Y: Theory X is the old way of doing things, where people at work are seen as slugs who don't want to work and treated with distain; and Theory Y employees are seen as people with great potential, who have the capacity to learn, who have a high degree of imagination and who are able to assume responsibility. This article is among the best in the book because it clearly establishes the right way to mange vs. The wrong way to manage. It is black and white, with no gray area at all. The company I work for is very easy to identify in this article; clearly I have been working for a company that has adopted Theory X, and I am actively seeking an opportunity with a company that exemplifies Theory Y

The contrasting article in this section is "Flawed Advice and the Management Trap," which also shows the right way of treating the workforce and the wrong way to treat the workforce. Model I is a situation in which "flawed advice" is provided to employees so that any given manager can keep his or her position -- basically that manager is protecting his or her job by saying anything that keeps people busy. Also, in Model I all employees are treated the same, and manager approaches the workforce with indifference. But in Model II, there is no flawed advice; there is, instead, the sharing of accurate, helpful information with all employees. The advantage of Model II is that managers lay out a vision for the company in clear language that everyone understands; those managers in Model II also define the strategy that is necessary to accomplish the company goals, so that all workers are on the same page and well treated.

It boils down to good communication in Model II, and poor communication in Model I. And when compared with Theory X (which has similarities with Model I) and Theory Y (which is more like Model II), these two articles have a great deal in common.

FOUR: Evaluate your Organization in the Light of your Analyses.

Reading through the six essays for this assignment it is clear to me that the managers in my company are totally unknowing when it comes to theories and practices and strategies of successful companies. From the article, "Flawed Advice and the Management Trap," through Maslow's essay, there are obvious applications to taking a sluggish, dysfunctional company like mine and making it more effective -- and at the same time creating a happier, livelier, more productive workforce. One of the flaws in my company has its origins in the human relations department; that is, the strategy for hiring employees is flawed. How do I know that? Because the wrong people are hired to be in leadership positions; in other words, the vetting process is either non-existent or the HR person in charge of interviewing people is incompetent. It appears that people are hired who don't have the experience or the expertise to manage workers.

And if incompetent people are the ones hiring staff, it is reasonable to expect that incompetent people will be hired. People are very capable of growing into new positions, and are able, as Maslow suggests, to do "…courageous" things along with being able to "conquer their fears and endure anxiety." Why aren't more managers enlightened? Maslow wonders the same thing as a person reads between the lines. Treating people well "…spoils them for being treated badly," Maslow explains. Once an employee has worked for an enlightened manager, an authoritarian manager will be very difficult to work for. And in time, as is true in my company, people will leave the company because there are no enlightened managers.

The cost of hiring and training new employees to replace the ones that quit is quite high, and if only from the point-of-view of savings, our company should change its attitude and start hiring quality people, thus saving the time and cost of bringing in replacements.

In conclusion, the six readings assigned are all very helpful in order for a student to have a series of broad brushstrokes into why some companies flourish while others struggle. Knowing what makes a good manager is much easier than actually putting forth the strategies that lead to hiring and training good managers. But every HR person and every company executive should be sent to seminars and other outside events that educate and train managers in order to succeed and to be financially successful. Being respected at work and being given good information through proven communication channels is the pathway to happy employees.

Works Cited

Pierce, J.L., and Newstrom, J.W. (2013). The Manager's Bookshelf: A Mosaic of Contemporary

Views. Upper Saddle River, NJ: Pearson Education. [END OF PREVIEW]

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