Model Traditional:
- Assumptions:
1. Work is inherently distasteful to most people;
2. What workers do is less important than what earn for doing it;
3. Few want or can handle work which requires creativity, self-direction, or self-control; - Policies:
1. The manager’s task is to closely supervise and control his sub-ordinates;
2. He must break task down into simple, repetitive, easily learned operations;
3. He must establish detailed work routines and procedures and enforce these firmly but fairly; -
Expectations:
1. People can tolerate work if the pay is decent and the boss is fair;
2. If task are simple enough and people are closely controlled, they will produce up to standard.
Model Human Relations:
- Assumptions:
1. People want to fell useful and important;
2. People desire to belong and to be recognized as individuals;
3. These needs are more important than money in motivating people to work; -
Policies:
1. The manager’s basic task is to make each worker feel useful and important;
2. He should keep his subordinates in formed and listen to their objections to his plans;
3. The manager should allow his sub-ordinates to exercise some self-direction and self-control on routine matters; - Expectations:
1. Sharing information with subordinates and involving them in routine decisions will satisfy their basic needs to belong and feel important;
2. Satisfying these needs will improve morale and reduce resistance to formal authority – subordinates will ‘willingly’ cooperate;
Model Human Resources
- Assumptions:
1. Work is inherently distasteful. People want to contribute to meaningful goals which they have helped establish;
2. Most people can exercise far more creative, responsible self-direction and self-control than their present jobs demand; -
Policies:
1. The manager’s basic task is to make use of his ‘untapped’ human resources;
2. He must create an environment in which all members may contribute to the limits of their ability;
3. He must encourage full participation on important matters, continually broadening subordinate self-direction and self-control; - Expectations:
1. Expanding subordinate influence, self-direction and self-control will lead to direct improvements in operating efficiency;
2. Work satisfaction may improve as a ‘by product’ of subordinates making full use of their resources;