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Management and Organizations :red_flag: (Week 3 (Sincaliar’s approach in…

- - - - Work rules and regulations established by management
      - Job results evaluated by superiors or senior management
      - Pay levels based on seniority
      - Freedom of action heavily limited by organisational guidelines, rules and procedures
      - Policies established by management
      - Screening and selecting new employees accomplished by a computerised system
      - Policies, rules and guidelines have to be based on methods that allow accurate calculation of outcomes (for example performance reviews)
      - Hierarchy prevails
      - Senior managers take risk and responsibility for failures
      - Resources for carrying out work are allocated by management
      - Many decisions and activities are centralised
      - People recruited on the bases of merit and qualifications
      - No one is irreplaceable
      - Following the rules is what counts most
    - - • Rigidity of behaviour, in adequate search for alternatives
      - • Defensiveness or aggression towards superiors, other groups, and clients
      - • Overemphasis on operational or measurable objectives
      - • Weakening of the formal lines of authority, with concentration of power at the top
      - • Strong resistance to change
      - • Overconformity in behaviour
      - • Parkinson’s law: work expands to fill the time available for its completion
      - • The Peter Principle: in a hierarchy every employee tends to rise to the level of his or her incompetence
    - - • Impersonality
      - • Impartiality
      - • Professionalism of management
      - • Suitability for large organisations
      - • Provision of careers
- - - -  Work is as natural as rest or play.
      -  External control and threat of punishment are not the only means for bringing about effort towards organizational objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed.
      -  The average human being learns under proper conditions not only to accept but to seek responsibility.
      -  The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.
      -  In most work organizations, the abilities of most employees are only partially utilized.
      -  Theory Y implies that problems of a lazy uncooperative workforce are not the problems of the workforce, which is what Theory X assumed, but the problems of management, and the management practices which made the workers that way.
      -  Commitment to objectives is a function of the rewards associated with their achievement.
    - -  Because of this most people must be coerced, controlled, directed and threatened with punishment to put adequate effort into the achievement of organizational objectives.
      -  The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition and wants security above all
      -  The average human being has an inherent dislike of work and will avoid it if possible.