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On the contrary, managers who choose the Theory Y approach have a hands-off style of management. An organization with this style of management encourages participation and values individuals' thoughts and goals. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a ...
Instead McGregor was interpreted as advocating Theory Y as a new and superior ethic – a set of moral values that ought to replace the values managers usually accept." [13] The Human Side of Enterprise was voted the fourth most influential management book of the 20th century in a poll of the Fellows of the Academy of Management. [14]
Theory Y conversely suggests that it is human nature to be motivated by objectives and gain satisfaction through the completion of work. [2] Those who believe in Theory Y believe that it is the responsibility of management to foster environments where employees can develop potential and utilize their skills to achieve objectives. [3]
Time management is the process of planning and exercising conscious control of time spent on specific activities—especially to increase effectiveness, efficiency and productivity. [ 1 ] Time management involves demands relating to work , social life , family , hobbies , personal interests and commitments.
Transactional leadership (or transactional management) is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome.
Meanwhile, Y, another witness, corroborates the proposition by testifying that when he examined X's car, later that day, he noticed green paint on its fender. There can also be corroborating evidence related to a certain source, such as what makes an author think a certain way due to the evidence that was supplied by witnesses or objects.
The Hersey–Blanchard situational theory: This theory is an extension of Blake and Mouton's Managerial Grid and Reddin's 3-D Management style theory. This model expanded the notion of relationship and task dimensions to leadership, and readiness dimension. 3. Contingency theory of decision-making
This theory was contrary to popular management-belief at the time. Where Bill Reddin maintained that managerial effectiveness is defined in terms of output rather than input, meaning what they achieve rather than what they do, his colleagues in behavioralist studies and human psychology held that there were indeed ideal styles of management ...