Independent Writing Assignment for International Business.docx

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1、Student ID: 6511960 ESACa International Business UG-ESAC Arts & Social Sciences Coursework 2012-13 Semester 2 Independent Writing Assignment for International Business Critically evaluate McGregors Theory X and Theory Y. How far is it applicable to management and employee motivation in contemporary

2、Chinese organizations?Student Name: Zou JiaxingID 6511960Module code: X10FCDI give permission for this paper to be used for future research and training purposes. Yes Critically evaluate McGregors Theory X and Theory Y. How far is it applicable to management and employee motivation in contemporary C

3、hinese organizations?Scientists seek for a worldwide management model all the time. Since two polar assumptions about management named theory X and theory Y was published, people have been increasing scramble for the topic of how to manage. By observing peoples behavior at the age of American major

4、development, McGregor thought the management based on theory X, which advocate manage by control, that makes employees cannot perform fully. Hence he pointed out a new management relied on self-control and arouse employees creativity on theory Y. Although theory X/Y is incomplete, it is undeniably a

5、 great success at many aspects: delegation and decentralization, participation, job enlargement and performance appraisal, and consultative management. While the ideas of theory X are implemented in most companies, theory Y is treated as the preferred model by most managers. Additionally, with the d

6、evelopment of society and civilization, theory Y management conforms to the development of the times and better than theory X.The management principle based on both theory X and theory Y existed many limitations, as Hofstede(2007) thinks management invariably involve people and it is a kind of cultu

7、re, so Hofstede finds managers from different societies have different goals in business. Sorensen and Minahan (2011) have argued that McGregors theory X/Y cannot be widely accepted and applied and its success or failure is mostly concerned with the organizational cultural value. And Geren(2011) ind

8、icates the research and development of the theories was made in western countries and they have difficulty to apply to the rest countries. Like Schein(2011) states, McGregor was a theoretician rather than behaviorist, and more concerning about nature of people but not observe how to perform to satis

9、fy their nature carefully. Thus for different nations, they have their own cultural value and they need different motivations to achieve success, thus the management principle needs to be adjusted to adapt to the different cultural regions. As Hofstede(2007) gives an example that French anthropologi

10、st Philippe dIribarne made research in three branches of a French-owned aluminum company, they locate at different place, the USA, France and the Netherlands. Although three branches have the same technology and equipment, there are many differences in manufacturing shop. The reason of different pro

11、duction process is that people in USA, France and the Netherlands have different pursuance in work, fair contract, honor and consensus. Thus Hofstede(2007) insisted that in general technology can influence value, but not in particular shake different peoples basis of values. Therefore, a company sho

12、uld realize regional cultural value and use management mode is appropriate for local culture if a company want to develop and expand in different regions.As mentioned above, McGregors theory X/Y is extreme that only are appropriate for particular situations and many critics raise criticisms that McG

13、regors theory is biased so that the theory cannot apply in practice. However, some people think the theory is based on peoples nature and behavior and it reflects a kind of humanistic management. In additional, some people have their views that people in the world can build a rounded management syst

14、em because of the development of technology, as Sorensen and Minahan(2011) points out contemporary organizations have a tendency to increased technological sophistication, rapidly changing environments and increased task complexities, which are becoming highly compatible with McGregors assumption of

15、 Theory Y applicable conditions. If not so, this theory pioneers for the era of a new management and revolutionizes the field of management, and it arouses further research and debate in the field of management and creates much heuristic value. To a great extent, the management principle is not stil

16、l applied to most enterprises in China. Through the Cultural Revolution and the Great Leap Forward periods, Chinese people realized the important of motivation by the rewards. Now China is developing at a breathtaking pace, but Chinese organizations have not been mature and Chinese traditional cultu

17、ral value is not completely suitable for theory X/Y. Alas (2008) thought Employees motivation still remains in relatively low-level needs and higher order needs cannot yet be used for motivation in China and Geren (2011) thought China is a representative collective country, thus Chinese workers usua

18、lly represent collective behavior and pay more attention to esteem needs and social needs over self-actualization and self-need, which does not follow Maslows hierarchy of needs. However, in contemporary China, theory X management still persists in practice in most organizations. As Hofstede has als

19、o claimed that countries characterized by high power are more suitable to theory X management, and according to Hofstedes work, China scores 80 in power distance and power ranks third out of fifteen important perceived goals ascribed to successful business leader. Therefore McGregors work basing on

20、Maslows hierarchy of needs should be revised to adapt to Chinese situation. However, this does not mean McGregors work does not have any practical value in China. Theory X and theory Y rely on each other to overcome weakness enable managers can find a proper way to motivate their employees and it wi

21、ll be a better way to balance theory X/Y as to avoid their respective shortcomings. Generally speaking, although there are many criticisms against McGregors theory X/Y, it has a significant influence on management philosophy. Although theory X and theory Y describes two polar assumptions about manag

22、ing and theory X/Y is only appropriate for particular situations, it can lay the foundation for subsequent better theories or models. Additionally, in the present background of globalization, nations culture and management models tend to change in the direction of closer to McGregors concepts. Howev

23、er, there are still many formidable obstacles to overcome. Although it seems impossible to manage by only using either of the theories, it is a better way to manage by shift the type of theory in appropriate situation. The improvement of theory is generally slow and progress is usually achieved in s

24、mall steps. Before long, a perform management systems may be published.Word count: 969Reference: Alas, R. (2008) Attitudes and values in Chinese manufacturing companies: a comparison with Japanese, South Korean and Hong Kong companies. Chinese Management Studies. Vol. 2(1), pp.32-51Bobic, M.P. & Dav

25、is, W.E. (2003) A Kind Word for Theory X: Or Why So Many Newfangled Management Techniques Quickly Fail. Journal of Public Administration Research and Theory. Vol. 13(3), pp.239-264Geren, B. (2011) Motivation: Chinese theoretical Perspectives. Journal of Behavioural Studies in Business. Vol.3, pp.1-1

26、0Hofstede, G. (2007) Asian management in the 21st century. Asia Pacific Journal of Management. Vol.24, pp.411-420McGregor, D. (2000) The Human Side of Enterprise. Reflections: The Society for Organizational Learning Journal. Vol. 2(1), pp.6-15.Sorensen, P.F. & Minahan, M. (2011) McGregors legacy: th

27、e evolution and current application of Theory Y management. Journal of Management History. Vol. 17(2), pp.178 192Schein, E. (2011) Douglas McGregor: theoretician, moral philosopher or behaviorist?: An analysis of the interconnections between assumptions, values and behaviour. Journal of Management History. Vol. 17(2), pp.156 1645