Managementand motivation
A - What would you do if you were a director of your company or school and had the power to change anything?
B- Douglas McGregor, a US psychologist, argued that managers hold one of two theories about the people they have to deal with. Read this extract about the two theories and say which you prefer, and why.
Theory X is based on a fairly negative view of human nature. It says that people are essentially lazy and uncomfortable with the idea of having too much responsibility for anything. They only turn up to work for the pay. Employees have be managed in a strict way, otherwise nothing will get done.
Theory Y. on the other hand. suggests people may be capable of something more
positive - that they will seek out responsibility and try to get better at their jobs.
from which they can get significant personal satisfaction . Theory Y managers have high expect at ions of their people.
They are also much more likely to develop a truly motivated workforce.
Read the article below. Say which theory is probably supported by the management of Ruby's company, and which by the management of Geraldine's company.
Share the power
by Stefan Stern
What does employee engagement look like in practice? John Smythe, from the Engage for Change Consultancy, offers two situations to illustrate it .
Imagine two different employees, called Ruby and Geraldine , who work for different businesses. In the first situation, Ruby is invited to attend a morning meeting titled "Help our recovery".
"The invitation states that all parts of the company have performed badly, and that its parent company is unable to provide more cash for investment. It says that fast action must be taken to stabilize the situation," Mr Smythe explains. "But it also says there are no secret plans for extreme action. It says: 'We want to communicate openly. We also want you and your colleagues to take ownership with management to solve the crisis, recognising that unpleasant options will have to be on the table."'
Ruby is both concerned and flattered. She arrives at the meeting feeling like a player rather than a spectator.
A two-month timetable is laid out in which she and her col leagues are invited to use their knowledge to find achievable cost savings without damaging key business areas.
In this process, Mr Smythe says. there are three good questions employees can be asked. What would they do if they:
• had a free hand in their day job?
• were a director of the company?
• had to propose important changes?
In this way. employees can feel part of the decisions that are necessary. They don't become demotivated. The alternative scenario which concerns Geraldine. is less appealing.
She is also invited to a meeting described as a '"cascade briefing".
Rumors have been spreading , so directors are hard to find, and there has been hardly any communication from the company.
"At the 'cascade · , her fears are confirmed when, in a PowerPoint presentation, the full extent of the terrible state of the business is revealed for the first time,"
Mr Smythe says. "Detailed management plans for restructuring and efficiencies are revealed. The focus is all on reduction, with no hint of new business opportunities. Geraldine feels less like a spectator and more like a victim . To varying degrees, her colleagues leave the meeting in shock."
"When have you felt most engaged and most valued and in a successful project or period at work?" he asks. "Absolutely none o f us is going
to report that it was more like Geraldine's experience."
Read the article again and say if these statements are true (T), false (F)
or the article doesn't say (DS).
1 Ruby and Geraldine were both invited to a meeting.
2 Ruby felt part of the decision-making process.
3 Ruby and Geraldine both left their meetings in shock.
4 The companies that Ruby and Geraldine work for are both having problems.
5 Geraldine enjoyed her meeting more than Ruby.
6 Communication was better in Geraldine's company than Ruby's.
7 After the meeting, Ruby was invited to a staff party.
8 Geraldine's company focused on reduction.
9 Geraldine is looking for another job.
In pairs, tell each other about:
1 when you have felt most engaged and most valued at work, or in a sports team,
or in your daily life;
2 the best way to communicate bad news;
3 any other theories of managing people that you know.
