Organizational Objectives & Behavior 3. Commitment to organizati

4. Under the right conditions, the average human learns to both accept and seek responsibility. Managers holding this assumption tend to encourage participative management programs.

5. The capacity to exercise a high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the general population. This assumption, if accepted, promotes the use of participative management techniques.

6. In the contemporary organizational environment, the intellectual potentialities of the average person are only partially utilized. Managers accepting this assumption tend to encourage the use of participative management programs.

Based on the conflicting assumptions of Theory X and Theory Y, it may be postulated that, in general, a Theory X manager believes that he or she must somehow force unwilling employees to do the work necessary to reach organizational goals (Sisk, 1992, p. 77). By contrast, it may be postulated that the Theory Y manager believes that employees will voluntarily exert the effort required to reach organizational goals, if the manager makes it known to employees that all of them will be adequately rewarded, if the goals are attained.

Theory Z is William Ouchi's answer to Japanese management for America

. . .
ethical behavior, an acceptance of responsibility, and a willingness to place trust in organizational subordinates. Consistency in leadership, however, does not imply rigidity. One's approach to leadership varies, of course, with one's own personality and areas of competence (Kotter, 1988, p. 88). Additionally, however, one's approach to leadership will tend to vary according to organization, an organization's mission, and the situation in which both the leader and the organizations is situated at any given time. When all is said and done, what the transformational leader is really attempting to accomplish is the development of strong organizational commitment on the part of the people he or she is leading (Bass, 1990, pp. 1931). Organizational commitment is defined as a strong desire to remain as a member of a specific organization, willingness on the part of an individual to exert high levels of effort for a specific organization, and belief in and acceptance of organizational values and goals by an individual (Angle and Perry, 1986, pp. 3156). The vision of the transformational leader, together with her or his own demonstrated willingness to sacrifice selfinterest for the good of the organization, provides the nec
. . .

Some common words found in the essay are:
Chrunden Sherman, Salancik Pfeffer, Hickson Wilson, Schilit Paine, Kimberly Rottman, , ParisiCarew Blanchard, Theory Theory, Lawrence Lorsch, Power Organizations, organizational conflict, 1990 pp, hardy 1985, participative management, unobtrusive power, organizational subordinates, overt power, power organizations, 1990 pp 1931, sisk 1992, bass 1990, bass 1990 pp, development organizational conflict, 1990 pp 6771, pfeffer 1990 pp,
Approximate Word count = 2526
Approximate Pages = 10 (250 words per page)