Term Paper: Management Organizational Behavior and Teamwork

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SAMPLE EXCERPT:

[. . .] Applying the XY Theory to my own experience, my current situation apparently matches my desired situation. Scoring high on Y Theory, my situation and ideal working arrangement also appear to coincide with the average person's ideal working arrangement. Applying these test scores to my current working situation, the current situation is very satisfying and productive.

2. Body -- How do the Scores on McGregor's XY Theory Test Relate to My Experience At Work?

McGregor's XY Theory examines 2 types of management styles. Theory X tends to employ a repressive, tightly controlled style that produces a very limited, depressed culture with little or no development (Allen, 2010). Not surprisingly, this system appeals to individuals who are relatively unambitious, prize security, and wish to be directed with little or no personal responsibility. An authoritative style that quashes development and uses punishment to motivate performance, the Theory X style is avoided by the average person (Chapman, Douglas McGregor's theory x y, 2010). In sharp contrast to Theory X, Theory Y managers focus on continual improvement, liberating and empowering their staff by giving them responsibility and focusing on continual improvement and development (Allen, 2010). Contrary to the Theory X system, Theory Y need not apply punishment or control to motivate employees to pursue the organization's objectives; rather, these employees adopt organization goals as their own and use self-direction, self-control, creativity, imagination and ingenuity to achieve work objectives (Chapman, Douglas McGregor's theory x y, 2010).

Tables showing McGregor's XY Theory Test and my scores follow:

To indicate whether the situation and management style is 'X' or 'Y':

4

1.

My boss asks me politely to do things, gives me reasons why, and invites my suggestions.

4

2.

I am encouraged to learn skills outside of my immediate area of responsibility.

5

3.

I am left to work without interference from my boss, but help is available if I want it.

4

4.

I am given credit and praise when I do good work or put in extra effort.

4

5.

People leaving the company are given an 'exit interview' to hear their views on the organisation.

4

6.

I am incentivised to work hard and well.

4

7.

If I want extra responsibility my boss will find a way to give it to me.

4

8.

If I want extra training my boss will help me find how to get it or will arrange it.

5

9.

I call my boss and my boss's boss by their first names.

5

10.

My boss is available for me to discuss my concerns or worries or suggestions.

5

11.

I know what the company's aims and targets are.

5

12.

I am told how the company is performing on a regular basis.

5

13.

I am given an opportunity to solve problems connected with my work.

5

14.

My boss tells me what is happening in the organisation.

5

15.

I have regular meetings with my boss to discuss how I can improve and develop.

68

Total Score

To indicate whether the person prefers being managed by 'X' or 'Y' style:

5

1.

I like to be involved and consulted by my boss about how I can best do my job.

5

2.

I want to learn skills outside of my immediate area of responsibility.

5

3.

I like to work without interference from my boss, but be able to ask for help if I need it.

5

4.

I work best and most productively without pressure from my boss or the threat of losing my job.

4

5.

When I leave the company I would like an 'exit interview' to give my views on the organisation.

4

6.

I like to be incentivised and praised for working hard and well.

4

7.

I want to increase my responsibility.

5

8.

I want to be trained to do new things.

5

9.

I prefer to be friendly with my boss and the management.

5

10.

I want to be able to discuss my concerns, worries or suggestions with my boss or another manager.

5

11.

I like to know what the company's aims and targets are.

4

12.

I like to be told how the company is performing on a regular basis.

5

13.

I like to be given opportunities to solve problems connected with my work.

5

14.

I like to be told by my boss what is happening in the organization.

4

15.

I like to have regular meetings with my boss to discuss how I can improve and develop.

70

Total Score

On the first portion of the test, showing whether the test taker's current experience of management is Theory X or Theory Y, I scored a 68, which means a strong Y-theory management (effective short- and long-term). On the second portion of the test, assessing whether the test taker prefers being managed by Theory X or Theory Y, I scored a 70, which indicates a strong preference for Y-theory management. My current management situation dovetails with my preferred situation. At work, I am allowed to use my creativity and imagination to devise and attain goals that support my employer's goals. Since I wish to take on responsibility and help my employer reach its goals, I welcome as much reasonable responsibility for my job as possible and enjoy my work immensely.

3. Conclusion

Taking the McGregor XY Theory test offered in this course, I scored high on the Y Theory aspect and low on the X Theory aspect. As expected, both my current work situation and my ideal work situation coincide with the average person's wishes, leaning toward the creative and freeing Y Theory model as opposed to the restrictive and uncreative X Theory model. Scoring 68 on the first portion and 70 on the second portion, I clearly prefer the creative and freeing Y model, which gives me personal responsibility and allows me to use my judgment in striving for my company's goals. Consequently, I am quite happy in my current position, though additional creativity and responsibility would be even more welcomed.

Works Cited

Allen, G. (2010). businessballs.com - McGregor's XY Theory. Retrieved on October 24, 2012 from www.businessballs.com Web site: http://www.businessballs.com/mcgregorxytheorydiagram.pdf

Chapman, A. (2010). Douglas McGregor's theory x y. Retrieved on October 24, 2012 from www.businessballs.com Web site: http://www.businessballs.com/mcgregor.htm

Management 302 -- Module 2 -- Case Assignment

1. Introduction

A widely diverse, very talented group of individuals requires my leadership in setting up their rules, assigned tasks and follow-up. Due to the many nationalities involved, a manager attempting to successfully set up this multinational work group and give some guidance to the corporation's leadership must use a number of flexible guidelines that can be altered as the group works together. A key aspect of formulating this setup and these guidelines must include a plan that honors the cultural differences posed by each member of the group and fully include each member despite those differences. In this way, every member of the group can be accepted, fully included and as productive as possible.

2. Body

a. Organizing the Team, Developing Rules, Assigning Tasks, Following Up on Tasks This assignment presents a number of difficult challenges. Despite the wide-ranging nationalities and probable specialties among all these team members, we must organize meetings, decide budgets, strategically plan the project, set goals, set monitoring tools and standards for performance, and review our schedules, among other nuts-and-bolts tasks (Blair, n.d.). Consequently, I would want to give management a wide-ranging set of flexible rules that can be adjusted as we get to know the members of our international team: first, the group and the task must be the foci of the group; secondly, the specifications that must be met must be clarified by the group and a written mission statement must be written and rewritten; third, we must ensure that every individual is utilized to his/her greatest potential, so speaking up must be encouraged; fourth, any overbearing individual must be controlled somewhat by the group so that he/she does not dominate the discussions; fifth, there should be a visible record of all our decisions displayed for every group member so we can all know where we stand and where we are going; sixth, feedback -- whether negative or positive -- should be welcomed and not taken personally; seventh, the inevitable occasional failure should be treated as an opportunity for growth rather than an opportunity to assign blame; eighth, any deadlocks should be settled by a time-limited debate with an emphasis on our common ground; ninth, as each point is discussed, it should be listed for all to see so every member can see the group's path; tenth, the group should be encouraged to generate several solutions, as the first solution is not necessarily the best; eleventh, every member should be encouraged to actively listen and speak, summarizing ideas often so every member gets the best grasp on the information (Blair, n.d.); twelfth, handouts should be sent to each member before each meeting (Williamson, 2009); thirteenth, at least… [END OF PREVIEW]

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