Theory X, Theory Y and Theory Z in organizational behaviour (OB) are related to human motivation and management. Theory X and Y were coined by Douglas McGregor in the late 1960s, says that the average human being is lazy and self-centred, lacks ambition, dislikes change, and longs to be told what to do. The corresponding managerial approach emphasizes total control. Theory Y maintains that human beings are active rather than passive shapers of themselves and of their environment. They long to grow and assume responsibility. Theory Z of Dr. William Ouchi's also called "Japanese Management" focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the wellbeing of the employee, both on and off the job. The above theories were developed based on research conducted in various production related organizations in the 20 th century. But in the 21 st century, changes in business models, automation of production process, changes in technology & business environment, and changes in people's perception, are transforming organizations into global entities. In the context of emergence of service industries and global e-business organizations, these are no longer applicable and need modification. In this paper, we have made an attempt to relook into human motivational theories and developed a new Organizational Attitude Theory called "Theory of Accountability" (Theory A). The four major constructs of Theory A are fixing Responsibility, maintaining Accountability, continuous Monitoring, and fulfilling pre-determined Target (RAMT). In this paper, some of the existing theories of organizational behaviour are examined and basic postulates and detailed organizational model for Theory A is depicted.
Thuja orientalis (Commonly-Morpankhi, Family-Cupressaceae) is an evergreen, monoecious trees or shrubs used in various forms of traditional medicines and homeopathy in various ways. In traditional practices Thuja is used for treatment of bronchial catarrh, enuresis, cystitis, psoriasis, uterine carcinomas, amenorrhea and rheumatism. Recent researches in different parts of the world have shown that T. orientalis and its active component thujone have the great potential against a various health problems. T. orientalis preparations can be efficiently used against microbial/worm infection. It can be used as antioxidant, anticancer and anti-inflammatory agent. Instead of these effects, it can be also used as insecticidal, molluscicidal and nematicidal activity against different pests. The present review highlights the some important biological properties of T. orientalis.
Fungal diseases in humans have increased significantly with the advent of an expanding population of immunosuppressed patients and with the introduction of sophisticated life-saving medical procedures. Plant extracts and products have been used in traditional medicine for centuries. Coriaria nepalensis essential oil (CNEO) is known to possess antimicrobial activity. This study was an attempt to examine CNEO against various fluconazole-sensitive and -resistant Candida isolates. Insight into the mechanism of action was elucidated by flow cytometric analysis and ergosterol biosynthesis studies. The susceptibility tests for CNEO were carried out in terms of MIC and by disc diffusion assays against all Candida isolates, employing standard protocols. Insight into the mechanism of action was elucidated by propidium iodide cell sorting (FACS) and by assessing ergosterol content in treated and untreated isolates with the test entity. CNEO was found effective against all Candida isolates, including the resistant strains. While CNEO inflicts fungal cell death by disrupting membrane integrity, significant impairment of ergosterol biosynthesis was induced by the test entity. CNEO showed a strong antifungal effect against all the Candida isolates. Mechanisms of action appear to originate from the inhibition of ergosterol biosynthesis and the disruption of membrane integrity. It can be concluded that the observed antimicrobial characteristics of C. nepalensis indicate that it might be a promising antimicrobial agent.
Various models are used in developing strategies to improve people’s performance in organizations. Such for example, are theory X, theory Y, and theory A. All these in common are based on presumptions about the human behaviour at work. Theory X and Y are opposing each other in predicting human nature. Theory A (Theory of Accountability) focuses on innate human potential, inherent urge for creativity, self-expression, and contribution to the organization as motivators. This is a winning strategy by collectively setting in motion a process of shared goals, divided responsibility, mutual inspiration and shared output. So much so managers have to transform average employee to real performers using role models and self-exploration. Accountability is assumed by both individuals and teams to ensure success in given task. The functional elements of Accountability Theory are Planning, Target setting, Motivation, Work Strategies, Responsibility, Role model, Monitoring & Guiding, and Accountability. This is indicative of a series of processes starting from Institutional assessment to problem identification and joint policy formulation; shared understanding through communication and action planning; Adoption of the idea and increased performance; Empowerment, support and teamwork; Commitment, consistency, and target fulfilment; Acknowledging example and willingness to improve; Joint review, self-appraisal, and confirmation of accomplishment; and Contribution through commitment and creativity. In all these stages lateral thinking through Six thinking hats opens up possibilities for objective and quantitative thinking, emotional thinking, negative pessimistic thinking, cautious optimistic thinking, creative innovative thinking and managerial thinking. In this paper, we have discussed how Theory A can be integrated with different types of thinking styles in any organization to improve its performance using six thinking hats model of lateral thinking.
Optimizing human productivity is a challenging process for the organizations and this process involves getting the best performance from employees within the organizational constraints. Even though the performance of human resources in organizations mainly depend on technology and external environment, ways of thinking individually and by teams, and humanistic orientation are important. Various models are used in developing a strategy to improve the people's performance in organizations. Such for example, are theory X, theory Y and theory A. All these in common are based on presumptions about the human behaviour at work. Theory X and Y are opposing each other in predicting human nature. Theory X describes human nature as lazy, dislikes work and avoids, lacks responsibility, seeks security, lack of ambition and therefore should be forced, controlled, threatened or closely supervised to get work. Theory Y believes in the exercise of self-direction and self-control investing faith in individual potential, imagination, creativity and its application to work. Against this is theory A which focuses innate human potential, inherent urge for creativity, self-expression and contribution to the organization as motivators. As such, managers have to transform average employee to real performers using role models and self-exploration. This paper attempts to compare factors affecting organizational performance in all these aforesaid theories. It also details a set of model operational steps in introducing the theory of accountability. It also makes a SWOC analysis of theory A and its application to different types of organizations.
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