Showing papers on "Theory X and Theory Y published in 1978"

Predicting faculty job satisfaction in university departments

Abstract: This study attempts to examine the relationships between several dimensions of organizational climate and faculty job satisfaction in university departments which offer Ph.D. degrees. The three dimensions of organizational climate examined are: power perception, the perceived organizational goals, and the assessment of rewards. The major findings of the study are:

The two faces of organizational information

Abstract: Organizational information, i.e. “facts” given and taken, and inferences drawn and established by participants within an organizational situation, may be examined in terms of its import to the relationship between an organization and its environment. A “locus” for organizational information is established in which information is classified as: (a) either inner- or other-directed: (b) either internally- or externally-based ; and (c) either self- or other-referencing . Examples of organizational information in each of the eight possible categories are readily identified. Much, if not most, organizational information is probably best regarded as “two-faced”, i.e. as the product of inner- and other-directed needs taken together. For this reason, the basis, or justification of any item of organizational information is often obscure. This is seen to have consequences for organizational self-learning and self-delusion, and for the maintenance of organizational credibility and organizational secrets.

Assessment of Idiographic Organizational Climate.

Abstract: In preparing an organizational diagnosis, one problem faced by change agents is the integration of the different perceptions of the individuals who make up the client organization. It was hypothesized that factor analysis and elements of social exchange theory (cost. reward, and commitment) could be used to resolve this problem. An instrument was prepared in a preliminary study. The instrument was then administered to the faculties of two schools, and qualitative descriptions of each organization were made on the basis of factor patterns. Simultaneous factor analysis showed that there were systematic differences in the factor patterns obtained from the two schools. Faculty who reviewed the descriptions could correctly identify the one derived from their school's data, indicating that the descriptions were valid. These results indicate that the social-exchange and factor-analysis combination is a promising technique for organizational diagnosis.

Preparing Students as Consumers of Organizational Behavior: a Call for More Emphasis On Theory

Abstract: Based on their interpretations of the teaching needs in Organizational Behavior, instructors generally seem to agree on the requirement for balance between cognitive and experiential learning (Bradford and Strauss, 1975). Lately, however, there appears to be an overabundance of attention to the development of new and exciting experiential exercises without sufficient regard for the knotty question of how best to prepare the student to understand and appreciate the cognitive knowledge related to our field (Senger, 1975). While

Concerning the Non-application of Human Motivation Theories in Organizational Settings

Abstract: The article refers to management scientist C. C. Pinder and his view that applying human motivation theory to industrial settings is unethical. Pinder suggests that, where there is no organizational code of ethics, dysfunctional consequences can result from the widespread application of motivation theories. He proposed a code of ethics where probing values and manipulating employee behavior are unethical and motivation theories are required to have a minimum level of validity. Pinder also criticized Valence-Instrumentality-Expectancy, or VIE, theory and did not fully consider the relative utility philosophy.