Keeping people "excited" and "nimble" through continued training ensures that companies will have an extensive stock of in-house talent to promote during crunch times, and that employees will put in the extra hour at the office to show they are working hard (Hymowitz 2008). Some companies have attempted to foster worker loyalty with flexible scheduling, retirement planning and other financial services, better benefit packages, employee gyms equipped with personal trainers and extensive subsidized cafeterias (Lanzoni 2001:1)
Regarding the subject of what theory is, the authors recommend four dimensions that must be taken into consideration when trying to comment on this situation. These dimensions are expressed in their book's chapters: Is a model theory? Is a typology theory? Does the strength of a theory depend on how interesting it is? Is falsifiability required for the existence of a theory? (Sutton & Staw, 1995)
For example, "some people use them as important tools for analyzing businesses and developing strategies. Others call them buzzwords, used by consultants to boost their profile" (Recklies, 2001)
However, given the fact that they cannot be applied to any type of situation, they cannot be considered strong theory Typologies help in testing the existent theory. In other words, "typologies can help identify good cases to study and to engage in counterfactuals" (Rothman, 2004)
Regarding the subject of what theory is, the authors recommend four dimensions that must be taken into consideration when trying to comment on this situation. These dimensions are expressed in their book's chapters: Is a model theory? Is a typology theory? Does the strength of a theory depend on how interesting it is? Is falsifiability required for the existence of a theory? (Sutton & Staw, 1995)
Weick's opinion is somehow more complex than that of Sutton and Staw. The theorizing model that he proposes is based on the idea that theory construction involves imagination, kept under control by the processes of artificial selection (Weick, 1989)
In his book the Social Psychology of Organizing, Weick used two previously proven theories to support his own theory and to add credibility and importance to it. The theories he used were: General System Theory and Darwin's Theory of Evolution (Gadachy, 2001)
They are "dramatically different from the leaders of old who used the power of their position and/or their persona to exert their influence." (McGill and Slocum, 1998) References Argyris, C
When industry first began in the 1890s during the Industrial Revolution, it was not surprising that the management style, known as "classical," was based on developing systems for inventory control, scheduling, production and human resources, since the managers at that time period were primarily engineers whose main goal was to keep order in the workplace for production purposes. Classical management theorists believed that the employees could make logical and rational decisions to optimize personal gains from their work situations (Miner, 2002, p
The management style for a company that has the federal government as its main customer, for example, may be managed differently than a dotcom organization run by several young entrepreneurs. Examples of contemporary theories range from systems, where management looks at overall patterns and integrates different production areas for a unified whole, to chaos theory that believes people are most productive on the fringe of instability and disorder (Statt, 1999,p
When a problem presents itself, the team meets, investigates, analyzes and presents findings to management. They then carry out any actions that have been approved (Gale Group)
These related behavior-consequences also work on reinforcing bad behavior on the part of the manager. When employees allow a manager to yell or threaten them and do their jobs quicker or better because he or she is acting negatively, they are reinforcing those negative actions on the part of the manager, and he or she is likely to do the same thing next time (Pounds, 2006)
Even unfavorable affectations range from annoyance to downright hostility. The behavioral component is a tendency to act or react to the object in particular ways (saying or doing something about the object) (Secord, p
How is bounded rationality related to decision making? Bounded rationality is the property of an agent that behaves in a manner nearly optimal to its goals as its resources will allow. Simon suggests that researchers not just look at the surface answers in their research, but look to the reasons why something acts like it does (Simon, p
Equity theory is one of the most basic and yet most profound theories regarding employee motivation. First put forward by John Stacey Adams, equity theory put simply states that all employees seek to receive compensation equal to what they put into the company/project -- in other words, that employees strive for equity (Adams & Berkowitz 1976)
It still leaves many other factors of workplace motivation untouched, however, most notably the complex interrelationships between a given employee and the other employees, as well as the overall structure and dynamic of the given organization in its entirety. Another long-enduring theory at work in the management field is Abraham Maslow's hierarchy of needs, which was developed and applied to human beings in general as a psychological explanation of personality but also brings much to bear on the issue of motivation (Cullen & Gottel 2002; Koontz & Weihrich 2006)
Frederick Herzberg's two-factor theory of employee motivation is one of the more complex, but possibly one of the more accurate due to its splits approach. Rather the seeing job satisfaction and job dissatisfaction as occupying opposite ends of the same continuum, Herzberg's research suggested that there were two separate sets of factors motivating each (Furnham 2005)
Rewards are only part of the expectations necessary to motivate an employee to work; other requirements are that here is a clear expectation of the employee to do the work, and (rather obviously) that employees have the ability and the opportunity to perform the tasks as well (Johnson 2009). This can be further refined and simplified by saying that an employee will perform a certain task only insofar as they feel they are capable of completing it and will receive rewards commensurate to the amount of work required (Green 1999)
Expectancy theory is very similar to equity theory in that it generally predicts that employee motivation occurs based on the perception of reward, but there are several key differences as well. Rewards are only part of the expectations necessary to motivate an employee to work; other requirements are that here is a clear expectation of the employee to do the work, and (rather obviously) that employees have the ability and the opportunity to perform the tasks as well (Johnson 2009)
, followed by the need for safety and security, which includes knowing where one's next meal is coming from, shelter, and other simple needs. These are followed by the need for acceptance/affiliation, the need for esteem and recognition, and finally the need for self-actualization -- being all that you can be (Koontz & Weinhrich 2006)