The Macat Library
8 total works
An Analysis of Douglas McGregor's The Human Side of Enterprise
by Stoyan Stoyanov and Monique Diderich
What makes a good manager? Though we can probably all point to someone we think of as a good manager, what precisely makes them so good at their job is a complex question - and one central to good business organization. Management scholar Douglas McGregor's seminal 1960 book The Human Side of Enterprise is perhaps the most influential attempt to answer that question, and provides an excellent example of strong evaluative and reasoning skills in action.
Evaluation is all about judging the strength and weakness of positions: a critical evaluation asks how acceptable a line of reasoning is, how adequate, relevant and convincing the evidence is. McGregor sought to find out what makes a good manager by evaluating different management approaches, their assumptions about human behavior, and effects they had. In his view, management approaches could be roughly broken down into two "theories": Theory X, which held a negative idea of employee motivations; and Theory Y, which made positive assumptions about them. In McGregor's evaluation, Theory Y produced markedly better results in productivity and other measurable areas. On this basis, McGregor reasoned out a strong, persuasive argument for adopting Theory Y strategies on a grand scale.
An Analysis of Theodore Levitt's Marketing Myopia
by Monique Diderich and Elizabeth Mamali
Theodore Levitt’s 1960 article “Marketing Myopia” is a business classic that earned its author the nickname “the father of modern marketing”. It is also a beautiful demonstration of the problem solving skills that are crucial in so many areas of life – in business and beyond.
The problem facing Levitt was the same problem that has confronted business after business for hundreds of years: how best to deal with slowing growth and eventual decline. Levitt studied many business empires – the railroads, for instance – that at a certain point simply shrivelled up and shrank to almost nothing. How, he asked, could businesses avoid such failures?
His approach and his solution comprise a concise demonstration of high-level problem solving at its best. Good problem solvers first identify what the problem is, then isolate the best methodology for solving it. And, as Levitt showed, a dose of creative thinking also helps. Levitt’s insight was that falling sales are all about marketing, and marketing is about knowing your real business. The railroads misunderstood their real market: they weren’t selling rail, they were selling transport. If they had understood that, they could have successfully taken advantage of new growth areas – truck haulage, for instance – rather than futilely scrabbling to sell rail to a saturated market.
An Analysis of Abraham H. Maslow's A Theory of Human Motivation
by Stoyan Stoyanov
US psychologist Abraham H. Maslow’s A Theory of Human Motivation is a classic of psychological research that helped change the field for good. Like many field-changing thinkers, Maslow was not just a talented researcher, he was also a creative thinker – able to see things from a new perspective and show them in a different light.
At a time when psychology was dominated by two major schools of thought, Maslow was able to forge a new, third paradigm, that remains influential today. Sigmund Freud’s psychoanalysis had developed the idea of understanding the mind through dialogue between patient and analyst. The behaviorism of Ivan Pavlov and John Watson had focused on comprehending the mind through behaviors that could be measured, trained, and changed. Maslow, however, generated new ideas, forging what he called “positive” or “humanistic psychology”. His argument was that humans are psychologically motivated by a series of hierarchical needs, starting with the most essential first.
Maslow thought it important for the advancement of psychology to identify, group and rank these needs in terms of priority. His belief in the value of this third way was important in leading those who studied psychology to redefine the discipline, and so see it in new ways.
An Analysis of Ikujiro Nonaka's A Dynamic Theory of Organizational Knowledge Creation
by Stoyan Stoyanov
Ikujiro Nonaka’s A Dynamic Theory of Organisational Knowledge Creation outlines the creation of organisational knowledge through the constant conversion of the two types of knowledge, tacit and explicit, which Nonaka believes has the potential to guide managers’ knowledge creation strategies. This argument is centred on the conviction that companies are not passive parties that simply utilise existing knowledge for providing solutions to the customers, and that organisations and environments simultaneously influence knowledge creation. This text is considered fundamental for the knowledge management field and as such, it has been utilised by a large number of academics.
An Analysis of Chris Argyris's Integrating the Individual and the Organization
by Stoyan Stoyanov
A critical analysis of Argyris's Integrating The Individual and the Organization, which forms part of a series of essays and books considering how organisations should be run. The essay explores the lack of congruence between the needs and expectations of individual employees and the organisations that employ them.
The impact of the work depends heavily on reasoning skills. Chris Argyris used strong, well-structured arguments to make his point. His reasoning has strong implications for solving a problem that many organizations experience: disengaged and disloyal employees. Grounding his argument in studies on human nature, Argyris highlighted that demands of greater independence, an expansion of interests, and re-orientation of goals usually accompany maturation, which is at odds with higher control stemming from formal organisations. This frustration, he contends, is detrimental to productivity, increases the chance of failure and causes conflict.