Daniel Pink illustrates “The Seven Business Thinkers Who Get it,” in his book Drive. These seven business thinkers “get” what drives and self-motivated individuals within an organization. They each are able to execute the guidance of a Motivation 3.0 setting by promoting autonomy, mastery, and purpose in an organization. These three elements help drive self-motivation and engagement within a workplace. Douglas McGregor is a social physiologist who developed the idea of Theory X vs. Theory Y. This type of approach describes two different human behaviors that are within an organization. Theory X are the individuals who rely on extrinsic rewards, job security, pay, and avoid effort. These type of individuals rely on a controlled workplace. According …show more content…
They came up with the big idea of the Results-Only Work Environment (ROWE). This type of environment contains autonomy. Employees are able to choose their on schedule, they are given freedom, self-directed, it allows creativity, and helps bring out intrinsic motivation. In a ROWE organization, “Management isn't about walking around and seeing if people are in their offices…It’s about creating conditions for people to their best work” (Pink, 2009). Management allows freedom in return it allows employees to feel more valuable and trusted. This type of theory can be applied by allowing employees to choose their own hours and giving them flexibility, allowing creativity. In result, productivity will rise and stress will decline. This theory is beneficial in that it is able to bring about intrinsic rewards in an individual. The employees have better performance and self-motivation when they are given autonomy in the organization. A pitfall to the ROWE theory is that it cannot be applied to every workplace. It seems to be easier to apply this theory to an office type setting with project deadlines. However, it would not be beneficial in a medical field workplace. For example, I’m currently employed with Stryker, a medical device company. We work in the operating rooms of hospitals. We are scheduled based on the number of surgeries and the times the surgeries will go. Therefore, we have no …show more content…
Theory Y is most applicable in today’s workplace. Employees are based on either being Theory X or Theory Y. The majority of employees are use to being Theory X, because they are stuck in a controlling environment, the Motivation 2.0 setting. Most Theory Y individuals have been swooped up by Google or Facebook, the Motivation 3.0 type of workplaces. The theory of continual improvement by Deming is the most relatable to my organization. Upper management is continuously trying to make the company I work for better. They allow you to bring ideas to the table when we participate in a “Kaizen,” this is a Japanese business philosophy that means continuous improvement. With a Kaizen we are able to submit ideas that make something more useful, beneficial, or easier in the workplace. For example, we assigned different color cones to place on case carts depending on if it was a first case, second case, and so forth. This allowed creativity and also making it simpler to search out the correct case. The downside of our organization taking on this theory is that they did not fully inherit it. They still shower the individuals with incentives who get first or second place based on how their Kaizen ranks. If they took away these incentives and rankings then maybe individuals would get more out of these