Showing papers on "Theory X and Theory Y published in 1983"

Central perspectives and debates in organization theory.

Abstract: We appreciate the helpful suggestions on earlier drafts of this paper from Charles Fombrun, John Bryson, William Gomberg, and anonymousASQ reviewers. We also appreciate the support of the Center forthe Study of Organizational Innovation at the University of Pennsylvania and the Charles F. Kettering Foundation for release time to prepare this paper. The diverse schools of organizational thought are classified according to micro and macro levels of organizational analysis and deterministic versus voluntaristic assumptions of human nature to yield four basic perspectives: systemstructural, strategic choice, natural selection, and collective-action views of organizations. These four views represent qualitatively different concepts of organizational structure, behavior, change, and managerial roles. Six theoretical debates are then identified by systematically juxtaposing the four views against each other, and a partial reconciliation is achieved by bringing opposing viewpoints into dialectical relief. The six debates, which tend to be addressed singly and in isolation from each other in the literature, arethen integrated ata metatheoretical level. The framework presented thus attempts to overcome the problems associated with excessive theoretical compartmentalization by focusing on the interplay between divergent theoretical perspectives, but it also attempts to preserve the authenticity of distinctive viewpoints, thereby retaining the advantages associated with theoretical pluralism.*

How Organization Development Can Develop Organizational Theory

Abstract: Organization development practitioners devote considerable attention to the application of theory and research in their practice. They less often consider the potential for their practice to contribute to theory. To foster a more even balance between contributions of theory and practice, this article discusses several types of contributions OD practice can make to theory. These include modifying established theories, addressing new problem areas, and exploring the internal logic of organizations’ experiences.

The Supervisor's Beliefs about People and the Supervisory Plan: McGregor's "Theory X" and "Theory Y" in the Schools.

Abstract: (1983). The Supervisor's Beliefs about People and the Supervisory Plan: McGregor's “Theory X” and “Theory Y” in the Schools. The Clearing House: A Journal of Educational Strategies, Issues and Ideas: Vol. 56, No. 7, pp. 306-309.

A Study of the Relationship between Parental Identification and Managerial Roles as Perceived by Community College Administrators

Abstract: Action theory provides a theoretical framework for examining administrative behavior in a higher educational system. The specific problem with which this study is concerned is the relationship between parental identification, a selected aspect of early acculturation, and the managerial roles of community college administrators. The purposes of this investigation are twofold. The first is to determine the relationships between perceived parental identification and Theory X and Theory Y action frames of reference of administrators in a selected community college district. The second purpose is to determine Theory X and Theory Y action frames of reference based on (a) age, (b) sex, (c) method of succession, (d) type of administrative position, and (e) length of time in present position.