In our present society, we work at jobs with many different individuals. Organizations have managers.
We have to cope with taking orders, at some point, so that the job is consistent. Some people that give the orders are managers. Are you, as a manager, able to do the job without getting stressed out, or over worked? Your performance is a stepping stone. Career paths are long, and arduous. The paths are clearly cut, though. Managerial positions have been researched. Many books are available on the subject of how to be the best manager possible.
You have heard of Douglas McGregor.
Douglas Murray McGregor-
1906 –1964, a management professor at the MIT Sloan School of Management. He was president of Antioch College from 1948 to 1954. In 1960, he published the book, The Human Side of Enterprise. It had a profound influence on education practices (https://en.m.wikipedia.org/wiki/Douglas_McGregor).
Mr. McGregor models his works after Hawthorne and Maslow. The Human Side of Enterprise, advances the thesis that managers should give more attention to the social self-actualizing needs of people at work ( https://www.amazon.com/Human-Side-Enterprise-Annotated/dp/0071462228).
McGregor insisted that managers shift their view of human nature away from a set of assumptions he called Theory X and toward ones he called Theory Y. Managers shouldn't be hard on their workers.
Theory X-
X Managers believe workers approach their jobs only to dislike work, lack ambition, are irresponsible, are resistant to change, and prefer to be led rather than to lead.
McGregor considers such thinking inappropriate. It is degrading, and unfair to group everyone in this manner. D. M. pushed for Theory Y.
Theory Y-
Y Managers believe people are willing to work, capable of self-control, willing to accept responsibility, imaginative and creative, and capable of self direction.
According to McGregor Theory X, X Managers are likely to agree with:
-A good paying, secure job is enough to satisfy most workers.
-Most people are afraid to learn new things in their jobs.
-Most people dislike work.
-A manager should closely supervise and direct the work of subordinates.
-Most people tend to resist change.
-Most people work only as hard as they have to.
-Most people are happiest off of their job.
According to McGregor Theory Y, Y Managers are likely to agree with:
-A manager should help and coach subordinates in their work.
-Most people like responsibility in their jobs.
-Managers should let subordinates control the quality of their work.
-Most people are creative.
-Workers should be allowed to set their own job goals.
-Most workers really care about the organization they work for.
-A manager should help subordinates advance and grow in their jobs.
Douglas McGregor's X Y theory is similar to the Hawthorne studies because it has suggested that work behavior is influenced by social, and psychological forces. Work performance may be improved by better human relations.
Douglas McGregor's X Y theory is also similar to Abraham Maslow's hierarchy of human needs. There is a hierarchy of human needs. The concept of self-actualization and the potential for people to experience self fulfillment in their work is important.
Have you looked at Stoneyfield's focus on the triple bottom line of profits, people, and planet. Maybe you should check yourself on the facets of hypercompetitiveness.
Hypercompetitiveness produces false feelings of power, churned self-perception, and thin self-worth. You find yourself in a position where you hate to lose an argument. Everything is turned into a contest. Hyper competitiveness produces an unsatisfied feeling with the competition unless you win. In turn, you begin to reason if it will help you when, taking actions to obstruct your opponent is okay.
Although competitiveness is highly valued in many business situations, hypercompetitiveness forces individuals to ignore ethical boundaries in their attempts to come out on top. They may even take actions that are unfair, damage society, or are simply illegal.
What types of businesses are influenced by the two? Theory X managers produce, while Theory Y managers produce, propagate longevity, and provide standing quality. Both of these theories can be sifted, purifiied, and diluted into behaviors that are accepted as good/right, bad/wrong.
Theory Managers have to cope with giving orders, at some point, so that the job is consistent.
