Human relation of just minitue
Answers
Answer:
Recent evidence indicates that business managers have now adopted not one but two theories of participative leadership. For their subordinates, managers prefer a human relations approach, aimed at improving morale and reducing resistance to formal authority. For themselves, however, they prefer a human resources approach, whereby they want their superiors to recognize and make full use of their own currently wasted talents.
Explanation:
The proselyting efforts of the advocates of participative management appear to have paid off. The typical modern manager, on paper at least, broadly endorses participation and rejects traditional, autocratic concepts of leadership and control as no longer acceptable or, perhaps, no longer legitimate.
However, while participation has apparently been well merchandised and widely purchased, there seems to be a great deal of confusion about what has been sold and what has been bought. Managers do not appear to have accepted a single, logically consistent concept of participation. In fact, there is reason to believe that managers have adopted two different theories or models of participation—one for themselves and one for their subordinates.
These statements reflect both my analysis of the development of the theory of participative management and my interpretation of managers’ attitudes toward these concepts.
My views are based in part on a number of recent surveys of managers’ beliefs and opinions. The most recent of these studies, which I conducted, was begun with a group of 215 middle and upper level managers in West Coast companies, and has been continued with a sample of over 300 administrators from public agencies.1 This study was designed to clarify further certain aspects of managers’ attitudes uncovered by earlier research under the direction of Dale Yoder of Stanford2 and Profs. Mason Haire, Edwin Ghiselli, and Lyman Porter of the University of California, Berkeley.
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