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Endo and Exoskeleton plus natural metaphors for organizational capacity

Mike Cardus

The use of metaphors for organization development , capacity building, and change can create multiple paths for you and your team to make decisions and solve problems. Business metaphors often return to McGregor’s theory x and theory y of manager’s perceptions of workers. Dragonfly and constraints on change.

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Deming on Management: Psychology

Deming Institute

Guest post by John Hunter , author of the Curious Cat Management Improvement Blog (since 2004). Edwards Deming’s ideas on management. The idea that the human nature of the people working in the organization is an important consideration in managing those organization seems obvious. Psychology. and much more.

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Building a Sustainable Organization Using Deming’s Ideas on Management

Deming Institute

The linked to article that aims to provides an overview of the essence of Deming’s approach to management and its continuing relevance to managers: The Model of Sustainable Organisation by Alan Clark. A manager, said Deming, is primarily a manager of People.

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Deming on Management: Psychology

Deming Institute

Guest post by John Hunter , author of the Curious Cat Management Improvement Blog (since 2004). Edwards Deming’s ideas on management. The idea that the human nature of the people working in the organization is an important consideration in managing those organization seems obvious. Psychology. and much more.

Deming 34
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EBM: X&Y

LDRLB

Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s. McGregor felt that companies followed either one or the other approach. In Theory X, management assumes employees are inherently lazy, dislike work and will avoid it if they can.

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The Impact Of Leaders On Personal Transformation

Tanveer Naseer

The term was coined by James McGregor Burns, the Pulitzer Prize winning author and historian. In his book “ Leadership ” he talks about the transformational impact that occurs on performance and morale when a leader connects a follower’s sense of identity to the collective identity of the organization. Most leaders aren’t CEOs.

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The “String” Theory of Systems Management in Schools

Deming Institute

Edwards Deming once wrote that a system needed to be managed, for without management the “parts” tend to act in their own interests and “sub-optimize” the system. However, Dr. Deming’s words are only the beginning of the journey to effective systems leadership/management.

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