MSA 601 PHILOSOPHY SIGLAR
Philosophy Paper
MSA 601
Courtney Siglar
An organization who strives to adapt with the surrounding environment, internally and externally, has a better chance of surviving in a competitive market than one who does not. To be an effective learning organization the management must be willing to listen to its employees and their customers to grow their brands. When management is open with their employees through all levels of the organization, the employees will be more willing to speak their minds. Once employees speak up with innovative ideas, leadership must show they are listening by giving feedback or integrating those ideas into their operations. Human relations allow this type of interaction between leaders and workers to take place and grow the business. To become an effective learning organization management must realize it will take commitment, discipline and an open mind. The human relation’s movement proved to the world that humans are not “things” doing the work, but that they are human with emotions that need management’s attention. Organizations who took an interest in their employees’ working conditions and ideas only benefited in the business world. The increased attention given to the employees by their employer was a good way to reach out and let the worker know that they were valued and their welfare was a concern of the company (Charles, 2005). Employees want to feel as if they are contributing to the overall mission otherwise all of their work is for nothing. An organization who is willing to learn what their employees are feeling and take into consideration McGregor’s Theory Y Assumptions will complete their mission faster, better, and more profitable than any business who operates with the mindset that their employees are “just worker bees”. McGregor’s Theory Y assumptions include: work is a natural activity, people are capable of self-direction and self-control, people generally become committed to organizational objectives if
MSA 601
Courtney Siglar
An organization who strives to adapt with the surrounding environment, internally and externally, has a better chance of surviving in a competitive market than one who does not. To be an effective learning organization the management must be willing to listen to its employees and their customers to grow their brands. When management is open with their employees through all levels of the organization, the employees will be more willing to speak their minds. Once employees speak up with innovative ideas, leadership must show they are listening by giving feedback or integrating those ideas into their operations. Human relations allow this type of interaction between leaders and workers to take place and grow the business. To become an effective learning organization management must realize it will take commitment, discipline and an open mind. The human relation’s movement proved to the world that humans are not “things” doing the work, but that they are human with emotions that need management’s attention. Organizations who took an interest in their employees’ working conditions and ideas only benefited in the business world. The increased attention given to the employees by their employer was a good way to reach out and let the worker know that they were valued and their welfare was a concern of the company (Charles, 2005). Employees want to feel as if they are contributing to the overall mission otherwise all of their work is for nothing. An organization who is willing to learn what their employees are feeling and take into consideration McGregor’s Theory Y Assumptions will complete their mission faster, better, and more profitable than any business who operates with the mindset that their employees are “just worker bees”. McGregor’s Theory Y assumptions include: work is a natural activity, people are capable of self-direction and self-control, people generally become committed to organizational objectives if
Citations: Charles M. Carson, (2005),"A historical view of Douglas McGregor 's Theory Y", Management Decision, Vol. 43 Iss 3 pp. 450 - 460 Kinicki, A., & Fugate, M. (2012). Needed: People-Centered Managers and Workplaces. InOrganizational Dynamics (5th ed.). McGraw-Hill. Kopelman, R., & Chiou, A. (2010). Examining the performance of Google and AltaVista through the lens of the Cube One framework. Global Business and Organizational Excellence, 29(6), 38-49. Retrieved November 1, 2014, from http://0-dx.doi.org.catalog.lib.cmich.edu/10.1002/joe.20347