SlideShare a Scribd company logo
1 of 13
EVOLUTION OF MANAGEMENT THEORIES
(Systems Theory, X & Y Theory)
Mrs. Kathleen C. Abaja
Republic of the Philippines
Department of Education
Taguig-Pateros
PRES. DIOSDADO MACAPAGAL HIGH SCHOOL
SENIOR HIGH SCHOOL
Organization and Management
Identify:
Body Part Body System Functions
Pumps blood
Breaks down food
Responsible for
breathing
Provides a frame of
the body
Organ system that
creates movement
Our body system comprises of different
body parts.
Same as true with the organizations
which comprise of systems or separate
parts that interact with each other and
work together as a whole.
Group Activity
Create a diagram showing Input, Process,
Output, Feedback of the business of your
choice.
Direction: Carefully read each statement.
Write X if it’s Theory X and Y for Theory Y.
___1. People inherently dislike work and will try to avoid it.
___2. Employees can learn to seek responsibility.
___3. People must be pushed to work.
___4. Most people prefer to be directed.
___5. Employees typically have imagination, ingenuity and creativity.
___6. Work is a natural activity.
___7. People will avoid responsibilities.
___8. People will exercise self-direction and self-control if they are committed
to the objectives of the task.
___9. Most people place security above all other factors associated with work
and will display little ambition.
___10. People must be coerced, controlled, or threatened with punishment to
achieve goals.
Key Answer
X 1. People inherently dislike work and will try to avoid it.
Y 2. Employees can learn to seek responsibility.
X 3. People must be pushed to work.
X 4. Most people prefer to be directed.
Y 5. Employees typically have imagination, ingenuity and creativity.
Y 6. Work is a natural activity.
X 7. People will avoid responsibilities.
Y 8. People will exercise self-direction and self-control if they are committed
to the objectives of the task.
X 9. Most people place security above all other factors associated with work
and will display little ambition.
X 10. People must be coerced, controlled, or threatened with punishment to
achieve goals.

More Related Content

What's hot

X and y theory presentation
X and y theory presentationX and y theory presentation
X and y theory presentationmikurem8166
 
Motivational Theories(Theory-X & Theory-Y)
Motivational Theories(Theory-X & Theory-Y)Motivational Theories(Theory-X & Theory-Y)
Motivational Theories(Theory-X & Theory-Y)Teji
 
MacGregor’s XY Theory and Ouchi’s Theory Z
MacGregor’s XY Theory and Ouchi’s Theory ZMacGregor’s XY Theory and Ouchi’s Theory Z
MacGregor’s XY Theory and Ouchi’s Theory ZJoshua Render
 
Starblazer Herzberg and McGregor
Starblazer Herzberg and McGregorStarblazer Herzberg and McGregor
Starblazer Herzberg and McGregorbnovick
 
Theory X & Theory Y
Theory X & Theory YTheory X & Theory Y
Theory X & Theory Y basiljoe010
 
Arun antony mc george’s
Arun antony  mc george’sArun antony  mc george’s
Arun antony mc george’sarunmutholil1
 
Theory X and Y detailed presentation
Theory X and Y detailed presentationTheory X and Y detailed presentation
Theory X and Y detailed presentationAbdullai MOHAMMED
 
Theory 'x' and theory 'y'
Theory 'x' and theory 'y'Theory 'x' and theory 'y'
Theory 'x' and theory 'y'Arun SP
 
Evolution of management theories
Evolution of management theoriesEvolution of management theories
Evolution of management theoriesIreneGumiran
 
Motivation in Learning
Motivation in LearningMotivation in Learning
Motivation in LearningDagmar Kusiak
 

What's hot (20)

Theory x,y,z
Theory x,y,zTheory x,y,z
Theory x,y,z
 
X and y theory presentation
X and y theory presentationX and y theory presentation
X and y theory presentation
 
Motivational Theories(Theory-X & Theory-Y)
Motivational Theories(Theory-X & Theory-Y)Motivational Theories(Theory-X & Theory-Y)
Motivational Theories(Theory-X & Theory-Y)
 
X and y
X and yX and y
X and y
 
MacGregor’s XY Theory and Ouchi’s Theory Z
MacGregor’s XY Theory and Ouchi’s Theory ZMacGregor’s XY Theory and Ouchi’s Theory Z
MacGregor’s XY Theory and Ouchi’s Theory Z
 
Theory x-and-theory-y
Theory x-and-theory-yTheory x-and-theory-y
Theory x-and-theory-y
 
Starblazer Herzberg and McGregor
Starblazer Herzberg and McGregorStarblazer Herzberg and McGregor
Starblazer Herzberg and McGregor
 
Theory X & Theory Y
Theory X & Theory YTheory X & Theory Y
Theory X & Theory Y
 
McGregor Theory x & y
McGregor Theory x & yMcGregor Theory x & y
McGregor Theory x & y
 
Arun antony mc george’s
Arun antony  mc george’sArun antony  mc george’s
Arun antony mc george’s
 
Theory x & y
Theory x & yTheory x & y
Theory x & y
 
Theory x and y
Theory x and yTheory x and y
Theory x and y
 
Theory x & y- Marketing
Theory x & y- MarketingTheory x & y- Marketing
Theory x & y- Marketing
 
X and y theory
X and y theoryX and y theory
X and y theory
 
Theory X and Y detailed presentation
Theory X and Y detailed presentationTheory X and Y detailed presentation
Theory X and Y detailed presentation
 
Theory 'x' and theory 'y'
Theory 'x' and theory 'y'Theory 'x' and theory 'y'
Theory 'x' and theory 'y'
 
Evolution of management theories
Evolution of management theoriesEvolution of management theories
Evolution of management theories
 
Theory y
Theory yTheory y
Theory y
 
Motivation in Learning
Motivation in LearningMotivation in Learning
Motivation in Learning
 
Douglas mc gregor theory xy
Douglas mc gregor theory xyDouglas mc gregor theory xy
Douglas mc gregor theory xy
 

Similar to Systems Theory and X & Y Theory

chapter 8
chapter 8chapter 8
chapter 8mary23
 
Sch Organistion - Lect 3 Mgt Assumptions.pptx
Sch Organistion - Lect 3 Mgt Assumptions.pptxSch Organistion - Lect 3 Mgt Assumptions.pptx
Sch Organistion - Lect 3 Mgt Assumptions.pptxdordunureubenmawukok
 
Moving Beyond Model I Behavior
Moving Beyond Model I BehaviorMoving Beyond Model I Behavior
Moving Beyond Model I BehaviorKim Barber
 
Peter senge,Management,Five disipline
Peter senge,Management,Five disiplinePeter senge,Management,Five disipline
Peter senge,Management,Five disiplineUzair4292
 
Petersenge 131208081334-phpapp01
Petersenge 131208081334-phpapp01Petersenge 131208081334-phpapp01
Petersenge 131208081334-phpapp01Zenobia Beukes
 
An overview of a theoretical reflections on Douglas
An overview of a theoretical reflections on DouglasAn overview of a theoretical reflections on Douglas
An overview of a theoretical reflections on DouglasEkene Egbo
 
Motivation
MotivationMotivation
MotivationBiztek
 
The fifth discipline handout
The fifth discipline   handoutThe fifth discipline   handout
The fifth discipline handoutTraian Bruma
 
Corporate Training FactPack Preview
Corporate Training FactPack PreviewCorporate Training FactPack Preview
Corporate Training FactPack PreviewAshutosh Sharma
 
Ob unit-II Organizational Behaviour, OB - Osmania University syllabus
Ob unit-II Organizational Behaviour, OB - Osmania University syllabusOb unit-II Organizational Behaviour, OB - Osmania University syllabus
Ob unit-II Organizational Behaviour, OB - Osmania University syllabusBalasri Kamarapu
 
Glasser's Choice Theory
Glasser's Choice TheoryGlasser's Choice Theory
Glasser's Choice TheoryTomasha Connor
 
Organizational excellence
Organizational excellenceOrganizational excellence
Organizational excellenceHass Chapman
 
Chris argyris 1
Chris argyris 1Chris argyris 1
Chris argyris 1anam_patel
 
Mgt 425 Week 1 Instructor Guidance
Mgt 425 Week 1 Instructor GuidanceMgt 425 Week 1 Instructor Guidance
Mgt 425 Week 1 Instructor GuidanceAshford University
 
What Motivates You Can Make You Happy
What Motivates You Can Make You HappyWhat Motivates You Can Make You Happy
What Motivates You Can Make You HappyRobert Lee
 

Similar to Systems Theory and X & Y Theory (20)

chapter 8
chapter 8chapter 8
chapter 8
 
Sch Organistion - Lect 3 Mgt Assumptions.pptx
Sch Organistion - Lect 3 Mgt Assumptions.pptxSch Organistion - Lect 3 Mgt Assumptions.pptx
Sch Organistion - Lect 3 Mgt Assumptions.pptx
 
Moving Beyond Model I Behavior
Moving Beyond Model I BehaviorMoving Beyond Model I Behavior
Moving Beyond Model I Behavior
 
Peter senge,Management,Five disipline
Peter senge,Management,Five disiplinePeter senge,Management,Five disipline
Peter senge,Management,Five disipline
 
Petersenge 131208081334-phpapp01
Petersenge 131208081334-phpapp01Petersenge 131208081334-phpapp01
Petersenge 131208081334-phpapp01
 
An overview of a theoretical reflections on Douglas
An overview of a theoretical reflections on DouglasAn overview of a theoretical reflections on Douglas
An overview of a theoretical reflections on Douglas
 
Motivation
MotivationMotivation
Motivation
 
The fifth discipline handout
The fifth discipline   handoutThe fifth discipline   handout
The fifth discipline handout
 
Why People Leave Organisations
Why People Leave OrganisationsWhy People Leave Organisations
Why People Leave Organisations
 
Corporate Training FactPack Preview
Corporate Training FactPack PreviewCorporate Training FactPack Preview
Corporate Training FactPack Preview
 
Ob unit-II Organizational Behaviour, OB - Osmania University syllabus
Ob unit-II Organizational Behaviour, OB - Osmania University syllabusOb unit-II Organizational Behaviour, OB - Osmania University syllabus
Ob unit-II Organizational Behaviour, OB - Osmania University syllabus
 
Glasser's Choice Theory
Glasser's Choice TheoryGlasser's Choice Theory
Glasser's Choice Theory
 
Ps2100 week 1
Ps2100 week 1Ps2100 week 1
Ps2100 week 1
 
Directing
DirectingDirecting
Directing
 
Organizational excellence
Organizational excellenceOrganizational excellence
Organizational excellence
 
Chris argyris 1
Chris argyris 1Chris argyris 1
Chris argyris 1
 
Motivation and adoption
Motivation and adoption Motivation and adoption
Motivation and adoption
 
Mgt 425 Week 1 Instructor Guidance
Mgt 425 Week 1 Instructor GuidanceMgt 425 Week 1 Instructor Guidance
Mgt 425 Week 1 Instructor Guidance
 
What Motivates You Can Make You Happy
What Motivates You Can Make You HappyWhat Motivates You Can Make You Happy
What Motivates You Can Make You Happy
 
Motivation
MotivationMotivation
Motivation
 

More from Kathleen Abaja

Leadership - Organization and Management
Leadership - Organization and ManagementLeadership - Organization and Management
Leadership - Organization and ManagementKathleen Abaja
 
Theories of Motivation
Theories of MotivationTheories of Motivation
Theories of MotivationKathleen Abaja
 
Planning at Different Levels in the Firm
Planning at Different Levels in the FirmPlanning at Different Levels in the Firm
Planning at Different Levels in the FirmKathleen Abaja
 
Delegation & Formal and Informal Organization
Delegation & Formal and Informal OrganizationDelegation & Formal and Informal Organization
Delegation & Formal and Informal OrganizationKathleen Abaja
 
Role of business in relation to the economy
Role of business in relation to the economyRole of business in relation to the economy
Role of business in relation to the economyKathleen Abaja
 
Elements of Firm's Environment
Elements of Firm's EnvironmentElements of Firm's Environment
Elements of Firm's EnvironmentKathleen Abaja
 
Definition and function of management
Definition and function of managementDefinition and function of management
Definition and function of managementKathleen Abaja
 
Roles, skills of a manager
Roles, skills of a managerRoles, skills of a manager
Roles, skills of a managerKathleen Abaja
 
Theories of management - Scientific, Administrative
Theories of management - Scientific, AdministrativeTheories of management - Scientific, Administrative
Theories of management - Scientific, AdministrativeKathleen Abaja
 
Trifocalization in the Educational System of the Philippines
Trifocalization in the Educational System of the PhilippinesTrifocalization in the Educational System of the Philippines
Trifocalization in the Educational System of the PhilippinesKathleen Abaja
 
System Analysis in Education
System Analysis in EducationSystem Analysis in Education
System Analysis in EducationKathleen Abaja
 
The Complete 101 Collection What Every Leader Needs to Know
The Complete 101 Collection What Every Leader Needs to KnowThe Complete 101 Collection What Every Leader Needs to Know
The Complete 101 Collection What Every Leader Needs to KnowKathleen Abaja
 
Management of Curriculum and Instruction
Management of Curriculum and InstructionManagement of Curriculum and Instruction
Management of Curriculum and InstructionKathleen Abaja
 
Research management in higher education institutions
Research management in higher education institutionsResearch management in higher education institutions
Research management in higher education institutionsKathleen Abaja
 
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERSUNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERSKathleen Abaja
 
TQM and Survey Data Feedback Process
TQM and Survey Data Feedback ProcessTQM and Survey Data Feedback Process
TQM and Survey Data Feedback ProcessKathleen Abaja
 
Motivation, Mobilization and Performance
Motivation, Mobilization and PerformanceMotivation, Mobilization and Performance
Motivation, Mobilization and PerformanceKathleen Abaja
 

More from Kathleen Abaja (20)

Leadership - Organization and Management
Leadership - Organization and ManagementLeadership - Organization and Management
Leadership - Organization and Management
 
Theories of Motivation
Theories of MotivationTheories of Motivation
Theories of Motivation
 
Planning at Different Levels in the Firm
Planning at Different Levels in the FirmPlanning at Different Levels in the Firm
Planning at Different Levels in the Firm
 
Delegation & Formal and Informal Organization
Delegation & Formal and Informal OrganizationDelegation & Formal and Informal Organization
Delegation & Formal and Informal Organization
 
Decision making
Decision makingDecision making
Decision making
 
Types of plans
Types of plansTypes of plans
Types of plans
 
Nature of planning
Nature of planningNature of planning
Nature of planning
 
Role of business in relation to the economy
Role of business in relation to the economyRole of business in relation to the economy
Role of business in relation to the economy
 
Elements of Firm's Environment
Elements of Firm's EnvironmentElements of Firm's Environment
Elements of Firm's Environment
 
Definition and function of management
Definition and function of managementDefinition and function of management
Definition and function of management
 
Roles, skills of a manager
Roles, skills of a managerRoles, skills of a manager
Roles, skills of a manager
 
Theories of management - Scientific, Administrative
Theories of management - Scientific, AdministrativeTheories of management - Scientific, Administrative
Theories of management - Scientific, Administrative
 
Trifocalization in the Educational System of the Philippines
Trifocalization in the Educational System of the PhilippinesTrifocalization in the Educational System of the Philippines
Trifocalization in the Educational System of the Philippines
 
System Analysis in Education
System Analysis in EducationSystem Analysis in Education
System Analysis in Education
 
The Complete 101 Collection What Every Leader Needs to Know
The Complete 101 Collection What Every Leader Needs to KnowThe Complete 101 Collection What Every Leader Needs to Know
The Complete 101 Collection What Every Leader Needs to Know
 
Management of Curriculum and Instruction
Management of Curriculum and InstructionManagement of Curriculum and Instruction
Management of Curriculum and Instruction
 
Research management in higher education institutions
Research management in higher education institutionsResearch management in higher education institutions
Research management in higher education institutions
 
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERSUNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
UNDERSTANDING ORGANIZATIONAL COMMITMENT AMONG TEACHERS
 
TQM and Survey Data Feedback Process
TQM and Survey Data Feedback ProcessTQM and Survey Data Feedback Process
TQM and Survey Data Feedback Process
 
Motivation, Mobilization and Performance
Motivation, Mobilization and PerformanceMotivation, Mobilization and Performance
Motivation, Mobilization and Performance
 

Recently uploaded

ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxAreebaZafar22
 
Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Jisc
 
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - EnglishGraduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - Englishneillewis46
 
Sociology 101 Demonstration of Learning Exhibit
Sociology 101 Demonstration of Learning ExhibitSociology 101 Demonstration of Learning Exhibit
Sociology 101 Demonstration of Learning Exhibitjbellavia9
 
On National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan FellowsOn National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan FellowsMebane Rash
 
Dyslexia AI Workshop for Slideshare.pptx
Dyslexia AI Workshop for Slideshare.pptxDyslexia AI Workshop for Slideshare.pptx
Dyslexia AI Workshop for Slideshare.pptxcallscotland1987
 
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds  in the ClassroomFostering Friendships - Enhancing Social Bonds  in the Classroom
Fostering Friendships - Enhancing Social Bonds in the ClassroomPooky Knightsmith
 
Single or Multiple melodic lines structure
Single or Multiple melodic lines structureSingle or Multiple melodic lines structure
Single or Multiple melodic lines structuredhanjurrannsibayan2
 
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptxSKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptxAmanpreet Kaur
 
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...Nguyen Thanh Tu Collection
 
Mixin Classes in Odoo 17 How to Extend Models Using Mixin Classes
Mixin Classes in Odoo 17  How to Extend Models Using Mixin ClassesMixin Classes in Odoo 17  How to Extend Models Using Mixin Classes
Mixin Classes in Odoo 17 How to Extend Models Using Mixin ClassesCeline George
 
Salient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsSalient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsKarakKing
 
Unit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptxUnit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptxVishalSingh1417
 
Unit-IV- Pharma. Marketing Channels.pptx
Unit-IV- Pharma. Marketing Channels.pptxUnit-IV- Pharma. Marketing Channels.pptx
Unit-IV- Pharma. Marketing Channels.pptxVishalSingh1417
 
SOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning PresentationSOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning Presentationcamerronhm
 
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdfUGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdfNirmal Dwivedi
 
Spellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please PractiseSpellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please PractiseAnaAcapella
 
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfMicro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfPoh-Sun Goh
 
1029 - Danh muc Sach Giao Khoa 10 . pdf
1029 -  Danh muc Sach Giao Khoa 10 . pdf1029 -  Danh muc Sach Giao Khoa 10 . pdf
1029 - Danh muc Sach Giao Khoa 10 . pdfQucHHunhnh
 

Recently uploaded (20)

ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptx
 
Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)
 
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - EnglishGraduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - English
 
Sociology 101 Demonstration of Learning Exhibit
Sociology 101 Demonstration of Learning ExhibitSociology 101 Demonstration of Learning Exhibit
Sociology 101 Demonstration of Learning Exhibit
 
Spatium Project Simulation student brief
Spatium Project Simulation student briefSpatium Project Simulation student brief
Spatium Project Simulation student brief
 
On National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan FellowsOn National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan Fellows
 
Dyslexia AI Workshop for Slideshare.pptx
Dyslexia AI Workshop for Slideshare.pptxDyslexia AI Workshop for Slideshare.pptx
Dyslexia AI Workshop for Slideshare.pptx
 
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds  in the ClassroomFostering Friendships - Enhancing Social Bonds  in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
 
Single or Multiple melodic lines structure
Single or Multiple melodic lines structureSingle or Multiple melodic lines structure
Single or Multiple melodic lines structure
 
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptxSKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
 
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
 
Mixin Classes in Odoo 17 How to Extend Models Using Mixin Classes
Mixin Classes in Odoo 17  How to Extend Models Using Mixin ClassesMixin Classes in Odoo 17  How to Extend Models Using Mixin Classes
Mixin Classes in Odoo 17 How to Extend Models Using Mixin Classes
 
Salient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsSalient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functions
 
Unit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptxUnit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptx
 
Unit-IV- Pharma. Marketing Channels.pptx
Unit-IV- Pharma. Marketing Channels.pptxUnit-IV- Pharma. Marketing Channels.pptx
Unit-IV- Pharma. Marketing Channels.pptx
 
SOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning PresentationSOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning Presentation
 
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdfUGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
 
Spellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please PractiseSpellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please Practise
 
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfMicro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdf
 
1029 - Danh muc Sach Giao Khoa 10 . pdf
1029 -  Danh muc Sach Giao Khoa 10 . pdf1029 -  Danh muc Sach Giao Khoa 10 . pdf
1029 - Danh muc Sach Giao Khoa 10 . pdf
 

Systems Theory and X & Y Theory

  • 1. EVOLUTION OF MANAGEMENT THEORIES (Systems Theory, X & Y Theory) Mrs. Kathleen C. Abaja Republic of the Philippines Department of Education Taguig-Pateros PRES. DIOSDADO MACAPAGAL HIGH SCHOOL SENIOR HIGH SCHOOL Organization and Management
  • 2. Identify: Body Part Body System Functions Pumps blood Breaks down food Responsible for breathing Provides a frame of the body Organ system that creates movement
  • 3. Our body system comprises of different body parts. Same as true with the organizations which comprise of systems or separate parts that interact with each other and work together as a whole.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. Group Activity Create a diagram showing Input, Process, Output, Feedback of the business of your choice.
  • 12. Direction: Carefully read each statement. Write X if it’s Theory X and Y for Theory Y. ___1. People inherently dislike work and will try to avoid it. ___2. Employees can learn to seek responsibility. ___3. People must be pushed to work. ___4. Most people prefer to be directed. ___5. Employees typically have imagination, ingenuity and creativity. ___6. Work is a natural activity. ___7. People will avoid responsibilities. ___8. People will exercise self-direction and self-control if they are committed to the objectives of the task. ___9. Most people place security above all other factors associated with work and will display little ambition. ___10. People must be coerced, controlled, or threatened with punishment to achieve goals.
  • 13. Key Answer X 1. People inherently dislike work and will try to avoid it. Y 2. Employees can learn to seek responsibility. X 3. People must be pushed to work. X 4. Most people prefer to be directed. Y 5. Employees typically have imagination, ingenuity and creativity. Y 6. Work is a natural activity. X 7. People will avoid responsibilities. Y 8. People will exercise self-direction and self-control if they are committed to the objectives of the task. X 9. Most people place security above all other factors associated with work and will display little ambition. X 10. People must be coerced, controlled, or threatened with punishment to achieve goals.