The Supervisor’s Motivational Strategy, Essay Example

In my former job, the manager used to take his time to speak with the employees from time to time about the task that should be implemented.  At the start of every week, we as a the employees would all gather in the board room and discuss the projects for the week, reassess on how we are doing and develop new initiative that would ensure productivity.  While he would rebuke us harshly some times when thing did not work according to expectations, one outstanding thing is that he would be open for suggestion from the team member on how to improve on the implementation of the project (Sahin, 2012).

This management style is influenced by the theory of X and Y.   for the manager that belief the employees like work and take pride in what they are doing,  the manager tend to take more participating role while on the other hand, the theory x is applied by the manager  who assumes that the employees are naturally lazy and unmotivated to work. The manager has to use authoritarian style to ensure that the people who dislike work in the office have fulfilled their allocated task(McGregor, 2005).

Theory Y is a participative style of management that is based on the philosophy that employees are creative self motivated people that are happy to work and take even more responsibilities. This method as applied by my former employer was very effective in motivating people in the office. This is because the he was not only considering employees as able to solve the work problem imaginatively but also organized and allocated work along  the skills and knowledge areas of the employees. In addition, regular appraisals were used to monitor performance and reward the excellent performers (McGregor, 2005).

References

McGregor, H., (2005). The Human Side of Enterprise,  New York, McGrawHill.

Sahin, F. (2012). The mediating effect of leader-member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis. Journal of Management and Organization, 18(2), 159-174.