Dr Marvin Marshall developed a system that would promote
responsible behavior by internally motivating students. Drawing on his own
teaching experiences, as well as the insights of others who had explored the are
a of human potential, he would be pre-active rather than constantly reacting to
inappropriate classroom behaviors. 66. ______. To teach
responsible behavior, he developed an order of social development that explained
different levels of human social behavior in simple terms that his students
could understand. Without any social order, anarchy and chaos
erupt. The two lowest levels of his hierarchy are Level A: Anarchy and Level B:
Bossing/Bullying. In the classroom, both levels are unacceptable.
A society becomes civil when its people cooperate and live according to
external influences. This led to the naming of Level C:
Cooperation/Conformity. When people mature, cultivate manners,
and develop values of right and wrong, the motivations to behave well —
originally external — become internalized. Doing the right thing simply because
it is the right thing to do — without being asked or told — is the concept that
characterizes the fourth and highest level. He refers to it as Level D:
Democracy, because taking the initiative to be responsible is an essential
characteristics of self-rule. Internal vs. External
Motivation Motivation is either external or internal.
External motivation applies when the aim of the performance is to gain approval,
to receive a reward or to avoid punishment. Internal motivation applies when
people perform for inner satisfaction. Although humans operate
from both external and internal motivation, the motivation itself cannot be
discerned from a person’s actions. In a classroom, both types of motivation are
acceptable as long as the end result is the same, but his goal was to develop a
system to promote internally motivated responsibility in young people. 67.
______. Management professor Douglas McGregor examined the
factors underlying the different ways people at tempt to influence human
activity. He concluded that the two most common leadership styles are based on
two very different sets of assumptions about people. 68. ______.
This management style consists of the following beliefs: *
The average person has an inherent dislike for work and will avoid it if
possible. * Because of this inherent aversion, most people must
be coerced, controlled, directed or threatened with punishment to get them to
put forth adequate effort toward the achievement of goals and
objectives. * The average person prefers to be directed, wishes
to avoid responsibility, has relatively little ambition and wants security above
all. Under the management style, responsibilities are
delineated, goals are imposed, and decisions are made without involving
individuals or requesting their consent. Rewards are contingent upon conforming
to the system, and punishments are the consequences of deviation from the
established rules. McGregor concluded that this style is inadequate for full
human development. 69. ______. Compared to the style
mentioned above, this management style leads to greater realization of goals for
both the individual and the organization. The assumptions of this style
are: * Work can be a source of satisfaction for employees and
will be performed voluntarily, or it can be a source of punishment and may
be avoided. * People will exercise self-direction and
self-control in pursuit of objectives to which they are committed.
* Commitment to objectives depends on the rewards associated with
achieving them. The most significant reward is internal satisfaction.
This style is more challenging to the participants. it sets up realistic
objectives and expects people to achieve them. 70. ______.
Traditionally, people attempting to manage or change people use top-down
authoritarian strategies, which are generally accompanied by stress, resistance
and poor relationships. But the use of collaboration and empowerment — the
outgrowths of the second style — reduces stress, improves relationships and is
much more powerful in effecting change in others. His teaching
and administrative experiences taught him that having a discipline system is
even more beneficial than having a natural talent in teaching. A simple,
dependable aid is precisely what he wanted to offer practitioners.
[A] Top-down Authoritarian Style [B] Social Behavior
Hierarchy [C] A Dependable Aid [D] Dedicated to
Excellence [E] A Look at Two Different Managerial
Styles [F] Higher Motivation Management Style