1. • Slack behavior: A negligence of manager or boss
towards his/her subordinate , lower level of
employs also disabilities

2.  We are talking here about organization behavior
• Organization is individuals ,group and structure
• Appling such a knowledge to improve organization
effectiveness

3. • IBM hired its first person with disabilities in 1914
In India IBM has undertaking several initiative to find
and search round the table meeting
1. Older people

4. History
 McGregor developed a philosophical view of
humankind with his Theory X and Theory Y in 1960.
His work is based upon Maslow's Hierarchy of Needs,
where he grouped the hierarchy into lower-order
needs (Theory X) and higher-order needs (Theory Y).
He suggested that management could use either set of
needs to motivate employees, but better results would
be gained by the use of Theory Y, rather than Theory
X. These two views theorized how people view human
behavior at work and organizational life.

5. Understanding the Theories
 Your management style is strongly influenced by your
beliefs and assumptions about what motivates
members of your team: If you believe that team
members dislike work, you will have an authoritarian
style of management; On the other hand, if you
assume that employees take pride in doing a good job,
you will tend to adopt a more participation style.

6. Theory X Continued
 X-Type organizations tend to be top heavy, with
managers and supervisors required at every step to
control workers. There is little delegation of authority
and control remains centralized.
 McGregor recognized that X-Type workers are in fact
usually the minority, and yet in large scale production
environment, X Theory management may be required
and can be unavoidable.

7. Theory Y
 Theory Y shows a participation style of management that is
de-centralized. It assumes that employees are happy to
work, are self-motivated and creative, and enjoy working
with greater responsibility. It assumes that workers:
 Take responsibility and are motivated to fulfill the goals
they are given.
 Seek and accept responsibility and do not need much
direction.
 Consider work as a natural part of life and solve work
problems imaginatively.

8. Theory X Continued
 X-Type organizations tend to be top heavy, with
managers and supervisors required at every step to
control workers. There is little delegation of authority
and control remains centralized.
 McGregor recognized that X-Type workers are in fact
usually the minority, and yet in large scale production
environment, X Theory management may be required
and can be unavoidable.

9. Theory X Continued
 X-Type organizations tend to be top heavy, with
managers and supervisors required at every step to
control workers. There is little delegation of authority
and control remains centralized.
 McGregor recognized that X-Type workers are in fact
usually the minority, and yet in large scale production
environment, X Theory management may be required
and can be unavoidable.

10. Manager must care
 Manager must care :
their subordinate and worker
 understand emotion: recognize job satisfaction need
of subordinate and their solution
Work life conflict

11. Emotional intelligence
 The ability to perceive , control and evaluate
emotions of own and others
 Types of emotional intelligence
1. Perceiving emotions
2. Reasoning with emotions
3. Understanding emotions
4. Managing emotions

12. Emotional labor
 Emotional labor :is a farm of regulation where worker are
expected to display certain emotions as a part of there job
 Emotional dissonance: inconsistency emotion they feel and
react
 Bullying boss: a kind of person which insult other and careless and
hurt their worker.

13. Understand other
 Work life conflict
 Job satisfaction
 Fun at work place
 Provide maximum job satisfaction
 Feel and try to reduce stress

14. Conclusion
 Understanding your right and wrong assumptions
about employees motivation can help you learn to
manage more effectively.
 Thank You for Listening!