Sunsets and Lighthouses

The Ride: Harley Davidson, Sportster 48

Some where in Arrabida National Park ... very nice place to ride and enjoy everything around you ..

Company of 3 kilos

The Resistance_ Josh Garrels

I am not usually in to sports bikes,  nor in to Rap.. but i found this video quite interesting and i like the music..
you can download the music for free on line..
just follow the link ..

http://joshgarrels.bandcamp.com/

enjoy it

Back to basics ...... The " BOX "

characteristics of the x theory manager

Perhaps the most noticeable aspects of McGregor's XY Theory - and the easiest to illustrate - are found in the behaviours of autocratic managers and organizations which use autocratic management styles.
What are the characteristics of a Theory X manager? Typically some, most or all of these:

• results-driven and deadline-driven, to the exclusion of everything else
• intolerant
• issues deadlines and ultimatums
• distant and detached
• aloof and arrogant
• elitist
• short temper
• shouts
• issues instructions, directions, edicts
• issues threats to make people follow instructions
• demands, never asks
• does not participate
• does not team-build
• unconcerned about staff welfare, or morale
• proud, sometimes to the point of self-destruction
• one-way communicator
• poor listener
• fundamentally insecure and possibly neurotic
• anti-social
• vengeful and recriminatory
• does not thank or praise
• withholds rewards, and suppresses pay and remunerations levels
• scrutinises expenditure to the point of false economy
• seeks culprits for failures or shortfalls
• seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence
• does not invite or welcome suggestions
• takes criticism badly and likely to retaliate if from below or peer group
• poor at proper delegating - but believes they delegate well
• thinks giving orders is delegating
• holds on to responsibility but shifts accountability to subordinates
• relatively unconcerned with investing in anything to gain future improvements
• unhappy 

so.. now you know what kind of " Box"

Back to basics ...... The Boss X ,,, ie,,,,, The " BOX "

douglas mcgregor - theory x y

Douglas McGregor's XY Theory

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture.
McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.
McGregor's ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.
McGregor's ideas significantly relate to modern understanding of the Psychological Contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the useful constructive beneficial nature of Y-Theory leadership.

Theory x ('authoritarian management' style)

• The average person dislikes work and will avoid it he/she can.
• Therefore most people must be forced with the threat of punishment to work towards organisational objectives.
• The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

Theory y ('participative management' style)

• Effort in work is as natural as work and play.
• People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment.
• Commitment to objectives is a function of rewards associated with their achievement.
• People usually accept and often seek responsibility.
• The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
• In industry the intellectual potential of the average person is only partly utilised. 

 

Sunday Morning @ Cabo da Roca

The Ride: Harley Davidson, Sportster 48

Tuta

Life and Time

I don't live to work , i work to live.
life is short and time flies. we hardly have enough time to do what we want to do, or even, for what we need to do.

Porto