theories behind management€¦ · theories about human behavior that provide information about...

Theories Behind Management

Theories behind management: Using time to think

about something useful

By: DJ Johnson, Brianne Squires, Danielle Reschke,

Holly Hill, Amber McArthur & Jami Butler

Introduction………………………………………………………………………………………………………………………………………………………………page 3

McGregor: The Human Side of Enterprise…………………………………………………………………………………………………………page 4

Likert: New Patterns of Management………………………………………………………………………………………………………………..page 10

Blake: The Managerial Grid…………………………………………………………………………………………………………………………………..page 13

Fiedler: A Theory of Leadership Effectiveness………………………………………………………………………………………………page 17

Herzberg: One More Time: How Do You Motivate Employees……………………………………………………………………..page 23

Maslow: Motivation and Personality……………………………………………………………………………………………………………………page 28

Bibliography………………………………………………………………………………………………………………………………………………………………page 31

Index…………………………………………………………………………………………………………………………………………………………………………page 32

Dilbert's Guide to Success is a concise overview of six classic theories of management. This

guide was designed to provide insight into a variety of management practices in an accessible

and easy to understand format, with the addition of a little office humor, Dilbert -style. The

information contained will allow managers to broaden their knowledge of management skills

while still having time to think about something useful.

People can be extremely difficult to understand at times, which in turn can affect

productivity and efficiency in any organization. This section provides useful insight about

people in an effort to explain human effort as a major task of management. It provides

theories about human behavior that provide information about working with people and

understanding individuals to benefit the economics of an organization.

M c G r e g o r : T h e H u m a n S i d e o f E n t e r p r i s e


AUTHORITY AND CONTROL:

One of the most important skills to

have to be a successful manager is

the ability to predict and control

human behavior.

Sure, it is important to look at the

organization of a system when

managing a work force, but it is

crucial to know that changes in

politics, people, economy and

technology are happening all the

time. This changes how people react

to specific situations. It’s a

manager’s responsibility to control

this behavior. How do we do that?

We must look at authority of

knowledge!

AUTHORITY OF KNOWLEDGE:

This involves putting the manager’s

skill and knowledge at the employee’s

disposal. This can be affective but is

limited by the degree that managers

are relied on. The manager must be

able to enforce authority through

punishment, require high

interdependence, and minimize

rebellion. Striking a balance between

independence and dependence is

essential to build unity and validation

between subordinates and the

professional, while still adopting

different roles as situations call for

them.

Sometimes it is appropriate for the

manager to be the leader, other times

to sit back and let employees take

charge, or even as a helper or

consultant.

So we know that a manager needs to

find a balance between control and

authority. Because we make guesses

about human behavior, it may be

difficult to know what to do, especially

because every situation you deal with

may be different. Let’s check out a few

theories of human behavior to help

make sense of it all!

M c G r e g o r : T h e H u m a n S i d e o f E n t e r p r i s e M c G r e g o r : T h e H u m a n S i d e o f E n t e r p r i s e

THEORY X: THE TRADITIONAL VIEW

OF THEORY AND CONTROL

This theory discusses different assumptions

about human motivation, including:

Theory X teaches control by using rewards,

incentives, promise and threats to get

subordinates to cooperate and make an effort on

the job. People are not motivated by such

controls, thus human nature is not explained or

understood by Theory X because of its focus on

consequences of managerial strategy.

1. Man is a wanting animal

2. Human needs are organized in a series of levels

3. A satisfied need is not a motivator of behavior

4. When physiological needs are reasonably

satisfied, needs at the next higher level begin to

dominate



THEORY Y: THE IMPLICATION OF INDIVIDUAL AND ORGANIZATIONAL GOALS

This theory examines human nature and, in turn, how that affects motivation:

Theory Y is dynamic and focuses on the ability for humans to learn, grow, and improve.

With this theory, there are no limitations on human behavior, and allows managers to pay attention to relationships with

subordinates. This means that the manager is more involved in the relationships with subordinates, and can directly influence the

outcome of specific situations by demonstrating a belief in the potential of each individual.

1. The expenditure of physical and mental effort in work is as natural

as play or rest

2. External control and the threat of punishment are not the only way

effort is produced.

3. Man will be self-motivated if committed to specific objectives

4. Commitment to objectives is a function of the rewards gained if

achieved

5. The average human learns to seek responsibility

6. The ability to be imaginative, creative, and original is widely

distributed in the population

7. In modern industrial life, intellectual potentialities are only partially

used

M c G r e g o r : T h e H u m a n S i d e o f E n t e r p r i s e M c G r e g o r : T h e H u m a n S i d e o f E n t e r p r i s e

WELL...SO WHAT?

Why do these theories even matter? Well, although it is true that some theories rely

on assumption, managers must rely on these ideas in order to track improvement,

changes, and achievements in the workforce. People act in a way that is often

predictable, but we cannot control the actions or reactions of individuals… Making it

helpful to have a few theories lying around to help make sense of behavior! Reading

about these theories can help us learn that people work better when motivated by

things that are important to them, not when forced or persuaded. By challenging

individuals to be creative, inventive and involved in goal setting, they will be motivated

by the new found skills, knowledge, capacities and improvement.



Moving away from control tactics and toward a

relationship-based managerial strategy can be difficult!

It is important, however, that subordinates have

confidence in their managers in order to create an

environment that everyone wants to be in. What does

confidence as a superior accomplish?

1. The attitude of superiors affects what subordinates

feel they can accomplish

2. Superiors who demand respect while respecting others

develop and maintain subordinates’ confidence in the

superior

3. Demonstrated genuine concern boosts employee morale

and productivity

4. The need for competency ensures others believe

superior is capable in all situations

5. Exercises confidence in subordinates to cultivate

participation, unity and trust

In this section you will learn about how leadership, group processes, and

communication influence organizational performance. The ideas that are listed are

intended to improve the productivity of an organization. This section focuses mostly

on how to make group work effective.

L i k e r t : N e w P a t t e r n s o f M a n a g e m e n t

L i k e r t : N e w P a t t e r n s o f M a n a g e m e n t .

L E A D E R S H I P A N D

O R G A N I Z A T I O N A L

PERFORMANCE:

Managers with the best

performance records are employee

-centered and not job-centered.

These managers focus on

employees by supporting them.

This can be done by taking an

interest in their employee’s work,

letting the employee get the job

done the way they want to, and

allowing the employees to help

make decisions. To be productive,

managers should train their

employees and then supervise in a

general capacity. They can do this

by making the objectives of what

they need to accomplish clear and

then let them do the job.

G ROU P P R O C E S S E S AND

O R G A N I Z A T I O N A L

PERFORMANCE:

A manager can improve the

productivity of his employees by

organizing them in groups. To be

effective, groups should make goals

and objectives that reflect the goals

of the company. They should have

high group loyalty; this increases

pride in their work and their

willingness to work together and help

each other. A supervisor should

include his groups in the decision

making and really listen to his

subordinate’s suggestions.

COMMUNICATION, INFLUENCE

A N D O R G A N I Z A T I O N A L

PERFORMANCE :

Communication is the most important

process of management. There is a

great need for upward communication

as well as downward communication.

Establishing trust with your

subordinates helps to improve

communication. Trust will help your

subordinates tell you their failures as

well as their successes. When

communication is effective,

productivity goes up.

L i k e r t : N e w P a t t e r n s o f M a n a g e m e n t L i k e r t : N e w P a t t e r n s o f M a n a g e m e n t .

THE NATURE OF HIGHLY

EFFECTIVE GROUPS

There are many qualities shared by highly effective groups.

These qualities include:

A supportive atmosphere

Members are eager and willing to help

They can accomplish the impossible

Stimulates creativity

Have good communication

The members feel secure

Group members have real and important differences

THE FUNCTION OF LEADERSHIP

GROUPS

Leadership is important in groups, leaders should help link the

group to the rest of the organization. Having good leadership

qualities will help them to do this. Leaders of a group should:

Strengthen the group

Help the group

Deal with problems as a group and not with individuals

Not make all of the decisions

Be enthusiastic about the goals of the group

Take full responsibility for the performance of the group

and see that the group works together to meet the goals

they have set

The Managerial Grid theory explains that different managerial styles lie on a

continuum of how important production is in the facility and how important people and

employees are to the facility. The range of these continuums is 1 to 9, with 1 being a

low priority and 9 being a high priority. The x-axis is the importance of production

and the y-axis is the importance of people. This section further describes the

managerial grid.

B l a k e : T h e M a n a g e r i a l G r i d B l a k e : T h e M a n a g e r i a l G r i d

1,9 MANAGEMENT

1,9 production has a low priority for production, but a high priority for people. This

management style arranges conditions of work so that people can fit within the company

with comfort, ease, and security. Conflicts are smoothed over and avoided through

making exceptions for people. There is an emphasis on creativity within the company,

but the creativity is often not utilized and low. The goal of workers is to gain

acceptance.

The overall response to this theory is “people are more important than things.

Relationships are more important than time.”

B l a k e : T h e M a n a g e r i a l G r i d

B l a k e : T h e M a n a g e r i a l G r i d

1,1 MANAGEMENT

1,1 management has a low concern for production and a low concern for people. This

management style can be described as apathetic management. Little is expected of

managers and little is given in return. Managers give employees jobs and then leave

them to do their jobs without instruction or help. Decisions are not made, but

communicated from corporate headquarters to subordinates.

The overall theme of this theory is “I don’t care, it’s not my problem.”

5,5 MANAGEMENT

5,5 management has an intermediate concern for production and an intermediate

concern for people. Managers lead, motivate, and communicate. Conflicts are resolved

through compromise, and a “carrot and stick” approach is taken when mistakes happen.

Creativity is not encouraged and conformity to traditions that the company has is

encouraged.

The overall theme of this theory is “Make a mistake once, shame on me. Make a

mistake twice, shame on you.”

B l a k e : T h e M a n a g e r i a l G r i d B l a k e : T h e M a n a g e r i a l G r i d

9,9 MANAGEMENT:

9,9 management has a high concern for production and a

high concern for people. The basic aim is to promote

conditions that integrate creativity, high productivity, and

high morale. 9,1 uses goals and objectives instead of quotas

and deadlines for production. When conflict arises, it’s

solved through discovering the best and the most effective

solution. Management establishes direction and then lets

the job be self-directed.

The overall theme of this theory is “Let’s find the best

solution to this problem so that we can solve the problem

together.”

9,1 MANAGEMENT:

9,1 management has a high concern for

production and a low concern for people. In

this management theory, there is a clear line

of authority, and communication follows that

line of authority. Procedures are established

and followed for every scenario. Quotas and

deadlines are used to increase productivity and

production outputs. When conflicts arise, they

are suppressed and not resolved.

The overall theme of this theory is “Work

hard and do not make mistakes.”

This section discussed the Contingency Model which highlights methods of effective leadership.

Leadership performance depends as much on situation as leadership style, and no single

leadership style will be ideal for every situation. Attempts at changing a leader’s personality are

unsuccessful. If personality and leadership style can’t change, to achieve optimal results the

situation will need to.

F i e d l e r : A T h e o r y o f L e a d e r s h i p E f f e c t i v e n e s s F i e d l e r : A T h e o r y o f L e a d e r s h i p E f f e c t i v e n e s s

THE CONTINGENCY MODEL OF

LEADERSHIP EFFECTIVENESS:

The Contingency Model postulates that

group and organizational performance

are determined by the relationship

between leadership style and the

favorableness of the group-task

situation. Effectiveness will depend on

the degree to which the situation allows

the leader to exert influence.

Leadership style is classified by the

Contingency Model as relationship-

oriented, when satisfaction is gained

from prominence or interpersonal

relationships, or task-oriented, when

satisfaction is gained from completing

the task.

The favorableness of the group-task

situation is determined by the degree

of influence the leader is able to have

over the group. A highly favorable

situation is one in which the leader has

power, support, and a well-structured

task.

So...

Leadership Style

As it relates to

Situation Favorableness

Leads to

Performance Outcomes

http://dilbert.com/strips/comic/1999-10-09/

F i e d l e r : A T h e o r y o f L e a d e r s h i p E f f e c t i v e n e s s


FACTORS EFFECTING THE GROUP-TASK SITUATION:

A leader with a high position of power who is liked or accepted by his group and has a clear task to accomplish is in a very

favorable situation. Influence should be easily exerted and successful accomplishment of the task should be achieved. On the

opposite end of the spectrum, a leader will have a harder time exerting influence if he or she is in an unfavorable situation with

little legitimate power, minimal likeability, and a vague task to accomplish.

These three of aspects of favorableness - power of position, acceptance of leader, and degree of task structure - all play a role in

situational favorability, but not necessarily an equal one. Below is their typical rank in order of significance and potential effect:

1st - Acceptance and Liking of Leader - A leader who is trusted and accepted will have more influence on his group, even in a

position of less power.

2nd -Degree of Task Structure –Adequate structure will provide detailed instructions and potentially step-by-step methods,

thereby increasing reliability, quality control, and performance outcome.

3rd - Position of Power - A leader may have power, but if the group doesn’t accept this power or if there isn’t a clear plan of what

to do with the power given, effectiveness will suffer. Large differences in power may outweigh small differences in structure, but

this is the exception.



L E A D E R S H I P S T Y L E :

RELATIONSHIP-ORIENTATED:

A relationship-oriented leader achieves

satisfaction by achieving prominence,

acceptance, and through good

interpersonal relations. These needs

are gratified by interacting with

others.

Considerate, relationship-oriented

leaders perform best in situations

where they have moderate influence, as

seen in moderately favorable situations

SO...

Both leadership styles can be suc-

cessful, and both leaders will make

minor behavioral adjustments to-

ward the other end of the leader-

ship spectrum based on the group

situation.

Even still, there are group-task

situations when one leadership style

is significantly more effective than

the other. Research shows that

even with significant time, money,

and effort, attempts at changing a

leader’s personality are unsuccess-

ful. If personality and leadership

style can’t change, to achieve opti-

mal results the situation will need to.

LEADERSHIP STYLE: TASK-

ORIENTED:

A task -or iented leader ga i ns

satisfaction through achievement of an

assigned task. There is less concern

with outside recognition or good

interpersonal relations, and stronger

desire for intrinsic knowledge that he

or she has done a good job.

Task-oriented leaders perform best in

situations that are highly favorable or

highly unfavorable.



ORGANIZATIONAL ENGINEERING:

Leadership performance depends as much on situation as leadership style, and no single leadership style will be

ideal for every situation. A leader with poor performance in one situation may excel in another.

It is easier to change the group-task situation than it is for a leader to try to change his style. Entire

organizations can’t be changed to adapt to one person’s personality, but relevant changes can be made to adapt

the situation to the appropriate leadership style.

This can be done in three ways:

Change the Task Assignment - Some individuals can be assigned tasks, such as those in production, that are highly struc-

tured. Others can be given tasks that are more ambiguous and vague, such as committee work or policy development.

Change the Leader’s Position Power - A leader van be given higher rank and recognition, or can be assigned subordinates

with rank that is equal to or below that of the leader. Final decisions can rest with the leader, or be dependent on group

consensus. A leader can be given “expert power” by channeling all communication through him or her, information can be

shred concurrently with all group members.

Change the Leader-Member Group Relations - Put together groups with similar technical or cultural backgrounds, or compa-

rable attitudes. Or select group members with different backgrounds and widely varied attitudes. Groupings can also be

based on a history of conflict or compatibility.



KNOWLEDGE IS POWER:

If an individual is aware of their

personal leadership style, they may

learn to seek out compatible group

situations where high performance

and success are likely to be

achieved. They may also learn to

avoid incompatible situations.

This awareness of compatible group

situations, in addition to recognition

of personal strengths and weakness

and ways to handle them, can help an

individual modify group situations to

match their leadership style.

This ability to diagnose the

leadership situation and style of

subordinates would al low

management to utilize the

concept of organizational

engineering to great advantage.

If a manager is trained to

diagnose leadership situations,

the proper leader could be

matched to a compatible group

situation, or the situation could

be modified to take best

advantage of the leader’s style.

SO…

Leaders will be more effective in one situation than another. Poor performance may equally due to a task

situation as it is the individual’s leadership style.

Knowledge of the Contingency Model of leadership and application of organizational effectiveness can increase

the favorability of group-task situations and utilize the full potential of an individual’s leadership style,

improving performance outcomes for the organization.

Managers often wonder what the best ways to motivate their employees. The manager must learn

factors that increase job satisfaction and work on improving those areas of the job. Learn this

process and apply it to the areas that need improvement. In this section, you will learn different

ways to motivate employees.

H e r z b e r g : O n e M o r e T i m e : H o w D o Y o u M o t i v a t e E m p l o y e e s H e r z b e r g : O n e M o r e T i m e : H o w D o Y o u M o t i v a t e E m p l o y e e s

JOB SATISFACTION VS.

DISSATISFACTION:

Items that lead to job satisfaction are

different than the things that lead to

dissatisfaction. Note that the opposite

of job satisfaction is not job

dissatisfaction, but no job satisfaction.

This leads to motivators and hygiene

factors.

COMMON MISTAKES:

KITA

Managers are often found trying to

motivate their employees with a “kick in

the pants.” However, this action, whether

it be a threat or an incentive, does not

lead to motivation but to movement.

Myths

The following 9 items can be good things

but have been tried many times and never

lead to motivation. Don’t repeat the past

fails of other managers.

1. Reducing time spent at work

2. Spiraling wages

3. Fringe benefits

4. Human relations training

5. Sensitivity training

6. Communications

7. Two–way communication

8. Job participation

9. Employee counseling

These programs come and go and new ones

appear but like KITA, they are not

affective in creating long term motivation.

MOTIVATORS AND HYGIENE

Motivator factors are used to truly

encourage and promote growth. Hy-

giene factors are used to avoid dis-

satisfaction. Motivators cause satis-

faction and hygiene factors cause

unhappiness.

Motivators

Achievement

Recognition

Responsibility

Growth

Advancement

Hygiene

Company policy

Salary

Status

Security

Supervision

“It is only when he has his own generator

that we can talk about motivation… How

do you install a generator in an employee?”

New and old managers have constantly had problems motivating their employees. Knowing the correct way to mo-

tivate is a key thing to learn before success can be achieved.

H e r z b e r g : O n e M o r e T i m e : H o w D o Y o u M o t i v a t e E m p l o y e e s


ETERNAL TRIANGLE:

These three points in the job area important in increasing job

satisfaction and thus motivation. Remember to keep these

things balanced as you work to encourage your employees.

Industrial engineering

Proper structure will lead to

efficient operation.

Organizational theory

Proper organization will

lead to a more efficient

job structure.

Behavioral science

An appropriate attitude will

lead to efficient job and or-

ganization structure.

H e r z b e r g : O n e M o r e T i m e : H o w D o Y o u M o t i v a t e E m p l o y e e s H e r z b e r g : O n e M o r e T i m e : H o w D o Y o u M o t i v a t e E m p l o y e e s

JOB ENLARGEMENT/

ENRICHMENT

Job enlargement is simply the

process of making a job

structurally bigger. This is done by

horizontal loading. Examples

include increasing amount of work,

adding tedious tasks, and removing

difficult tasks.

Job enrichment is the process of

effective use of employees.

Enrichment utilizes motivators to

enrich the work the employee is

performing. This is seen in vertical

loading.

STEPS TO JOB ENRICHMENT

The following are steps managers should take to implement the motivator principle

with their employees. Step 1 Select job to enrich

Step 2 Approach these jobs with conviction that they can be changed

Step 3 Brainstorm a list of changes that can enrich the job

Step 4 Rid the list of hygiene suggestions

Step 5 Screen the list for vague suggestions

Step 6 Rid the list of any horizontal loading suggestions

Step 7 Avoid direct participation by the employees whose jobs are to be enriched

Step 8 Set up a controlled experiment

Step 9 Be prepared for a decline in performance during the first weeks

Step 10 Expect first-line supervisors to experience anxiety from the

changes you make.



SUMMARY OF JOB ENRICHMENT

The job enrichment program is not a one-time event. Managers should do this process continuously with each job and again to fix

anything that could be done better.

There are a few reasons this should happen: the job changes must meet the skill level of the hired, those with more ability will be

able to demonstrate that for higher positions, and enrichment will happen again but not as often as hygiene.

“If you have someone on a job, use him, if you can’t use him on the job, get rid of him, either via

automation or by selecting someone with lesser ability. If you can’t use him and you can’t get rid of

him, you will have a motivation problem.”

Maslow defines successful, happy people as those who become self-actualized. Self-actualization

is the process of reaching one’s full potential in efficiency, creativity, judgment, communication

and knowledge. As a manager, he or she should strive towards self-actualization and look for

employees who aim to become self-actualized. This section further describes Maslow’s method of

self-actualization.

M a s l o w : M o t i v a t i o n a n d P e r s o n a l i t y

M a s l o w : M o t i v a t i o n a n d P e r s o n a l i t y

THE HUMANISTIC APPROACH

The humanistic approach, developed by

Maslow, is extremely positive. The

approach avo ids extremes of

oversimplification. Simple analysis “by

finer and finer separating until we come

to irreducible” is the best way to

determine motive. Each individual action

should be studied individually. We must

keep in mind, however we are studying a

part of the whole personality.

Maslow stressed that each person has a

natural drive toward health, happiness,

and accomplishment. The ladder of

needs includes the following:

Physiological-food, air, shelter

Safety and Security

Love and belonging-to love and be

loved

Self Esteem-help us like ourselves

Self Actualization-developing

potential

Maslow believes that before someone

can make it to the next “stage” (i.e.

from safety and security to love and

belonging) he or she must first attain

the needs from the previous stage.

SO...

As a manager, you should look at bad or good actions on an individual scale. The

action is a representation of an individual action not a representative of the

person as a whole. Many people will stay in the lower stages of the ladder so you

cannot assume all people will exhibit self-actualized behavior. Maslow called this

psychological flavor or we recognize, like a stew, that although a person may have

flaws or different tastes in the stew, they are overall a generally good person.

Physiological

Safety and Security

Love and belonging

Self Esteem

Self-actualization

M a s l o w : M o t i v a t i o n a n d P e r s o n a l i t y M a s l o w : M o t i v a t i o n a n d P e r s o n a l i t y

PERSONALITY

The behavior of a healthy person is less determined by

anxiety, fear, insecurity, guilt, shame. Instead, their

personality and actions will be guided by truth, logic, justice,

reality, fairness, fitness, beauty, and rightness. Personality

is differentiated through being content, happy, calm and

peaceful with one’s life. If a person’s values are set on the

current fads and fashions their personality will likely change

often. Stable values determine a more stable person.

SELF-ACTUALIZATION

Maslow describes a self-actualized person, or reaching the

highest rung in the later with the following characteristics:

1. They can accept things the way things really are.

They realize who they are and how their situations really appear.

Their coping behavior is always a means to a motivated end.

2. They are not afraid to get close to others.

Self-actualized people work on becoming closer with other people.

They ask questions with genuine interest of people with not desire

for anything in return.

3. They are efficient judges of situations.

They can read people easily or they can detect truths and

sincerity. They can solve problems more easily.

4. They are creative and appreciative.

Self-actualization is growth motivated rather than deficiency

motivated. People who reach the highest stage appreciate the

small, simple pleasures of life. They are proactive and take

initiative.

5. They march to a different drummer.

Expression is unconscious. Many people will try and change certain

attributes of themselves, however they will always wear off and

true character will be revealed. The self-actualized person is

unique and exceptional unconsciously.

6. They are willing to learn from anyone.

Maslow states that the “insecure human organism cannot accept

defeat gracefully. It must keep on trying again and again.” The

self-actualized person works on accepting faults and learning

from them.

“A musician must make music, an artist must paint, a

poet must write, if he is ultimately at peace with him-

self. What a man can be, he must be.”

Adams S. Dilbert. Available at: http://dilbert.com/strips. Accessed October 7, 2014.

Blake W, Mouton J. The Managerial Grid. Houston, TX: Gulf Publishing Company; 1985.

Fiedler FE. A Theory of Leadership Effectiveness. NY: McGraw-Hill; 1967.

Herzberg F. One more time: How do you motivate employees? Harvard Bus Rev. 1968;46(1):53-62.

Likert R. New Patterns of Management. NY: McGraw-Hill; 1961.

Maslow AH. Motivation and Personality. NY: Harper & Row, Inc; 1954.

McGregor D. The Human Side of Enterprise. NY: McGraw-Hill; 1960.

Authority………………………………………………………………………………………………………………………………………………………………………………………………………………………5

Communication……………………………………………………………………………………………………………………………………………………………………………………………………………..11

Contingency Model ……………………………………………………………………………………………………………………………………………………………………………………….18

Control………………………………………………………………………………………………………………………………………………………………………………………………………………………..5-7

Eternal Triangle………………………………………………………………………………………………………………………………………………………………………………………………………….25

Group work…………………………………………………………………………………………………………………………………………………………………………………………………11-12, 18-20

Humanistic…………………………………………………………………………………………………………………………………………………………………………………………………………………..29

Hygiene…………………………………………………………………………………………………………………………………………………………………………………………………………………………24

Job enrichment……………………………………………………………………………………………………………………………………………………………………………………………………26-27

Leadership…………………………………………………………………………………………………………………………………………………………………………………………..11-12, 18, 20-22

Motivators…………………………………………………………………………………………………………………………………………………………………………………………………………….24, 26

Organizational Engineering……………………………………………………………………………………………………………………………………………………………..………21-22

People priority……………………………………………………………………………………………………………………………………………………………………………………………………….14-16

Personality……………………………………………………………………………………………………………………………………………………………………………………………………………….....30

Production priority……………………………………………………………………………………………………………………………………………………………………………………………….14-16

Self-Actualization……………………………………………………………………………………………………………………………………………………………………………………………….29-30

Theory X…………………………………………………………………………………………………………………………………………………………………………………………………………………….....6

Theory Y………………………………………………………………………………………………………………………………………………………………………………………………………………………...7

theories behind management€¦ · theories about human behavior that provide information about...

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