Human Development Theories: a Framework for Managing People in a Knowledge-Based Organization
Human Development Theories: A Framework for Managing People in a Knowledge-Based Organization
MGMT. 8010 – Management in Human and Societal Development
Winter Quarter, 2011
Dr. Kenneth C. Sherman, Professor
Everett Cordy, everett.cordy@waldenu.edu
Student ID #: A00186883
Walden University
Abstract
This paper critically examines how human development theories can provide a useful framework for managing people in a knowledge-based organization. Specifically, the paper examines the underlying assumptions of Theory X and Theory Y, and their implications for managerial behavior. Other concepts such as the use of multiple intelligences in managing people in organizations is explored. The paper concludes that human development theories are useful in providing a framework for managing people in a knowledge-based organization.
Human Development Theories: A Framework for Managing People in a Knowledge-Based Organization There are numerous theories on human development that have implications for managing
people in today’s knowledge-based organizations. Before we examine how human development
theories impact managing people in a knowledge-based organization, it is useful to review
significant theorists who have contributed to our knowledge of human development.
According to Malcolm Watson (2011), six major theories have had a pervasive impact
on the way we, both scientists and the general public, see ourselves. These theories are:
Sigmund Freud’s Psychodynamic Theory. The lectures discuss this theory, the earliest of the six, including such concepts as the Oedipus Complex and Freud’s five stages of psycho-sexual development. Although now widely disputed, Freudian thinking is deeply imbedded in our culture and constantly influences our view of human nature.
Erik Erikson’s Psycho-Social Theory. This is the theory that gave rise to the term "identity crisis." Erikson was the first to propose that the "stages" of human
MGMT. 8010 – Management in Human and Societal Development
Winter Quarter, 2011
Dr. Kenneth C. Sherman, Professor
Everett Cordy, everett.cordy@waldenu.edu
Student ID #: A00186883
Walden University
Abstract
This paper critically examines how human development theories can provide a useful framework for managing people in a knowledge-based organization. Specifically, the paper examines the underlying assumptions of Theory X and Theory Y, and their implications for managerial behavior. Other concepts such as the use of multiple intelligences in managing people in organizations is explored. The paper concludes that human development theories are useful in providing a framework for managing people in a knowledge-based organization.
Human Development Theories: A Framework for Managing People in a Knowledge-Based Organization There are numerous theories on human development that have implications for managing
people in today’s knowledge-based organizations. Before we examine how human development
theories impact managing people in a knowledge-based organization, it is useful to review
significant theorists who have contributed to our knowledge of human development.
According to Malcolm Watson (2011), six major theories have had a pervasive impact
on the way we, both scientists and the general public, see ourselves. These theories are:
Sigmund Freud’s Psychodynamic Theory. The lectures discuss this theory, the earliest of the six, including such concepts as the Oedipus Complex and Freud’s five stages of psycho-sexual development. Although now widely disputed, Freudian thinking is deeply imbedded in our culture and constantly influences our view of human nature.
Erik Erikson’s Psycho-Social Theory. This is the theory that gave rise to the term "identity crisis." Erikson was the first to propose that the "stages" of human
References: * Armstrong, T. (1994), Multiple Intelligences in the Classroom. Alexandria, VA: Association for Supervision and Curriculum Development. * Barnett, T. (2011). Theory x and theory y. Encyclopedia of management. Retrieved from http://enotes.com/management-encyclopedia/theory-x-theory-y. * Green, A., Hill, A., Friday, E., & Friday, S. (2005). The use of multiple intelligences to enhance team productivity. Management Division, 43(3), 349-359. doi: 10.1108/00251740510589742. * Kochan, T., Orlikowshi, W. and Cutcher-Gershenfeld, J. (2002). Beyond mcgregor’s theory y: Human capital and knowledge-based work in the 21st century organization. Prepared for the Sloan School of Management 50th Anniversary Session, New York: McGraw Hill. Retrieved from http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf. * McGregor, D. (1960), The human side of enterprise, New York: McGraw-Hill Book Company. * Murman, et al. (2002). Lean enterprise value: Insight from mit’s lean aerospace initiative, New York: Palgrave/MacMillan. * Shimada, H. & McDuffie, J. (1987). Industrial relations and humanware. Sloan School of Management Working Paper. Retrieved from http://mitsloan.edu. * Towers Perrin. (2002). Talent report 2001: New realities in today’s workforce. Towers Perrin. * Watson, M. (2011). Theories of human development, The Great Courses, Retrieved from http://www.thegreatcourses.com/tgc/courses/course_detail.aspx?cid=197. *