“The employee-oriented supervisor, in contrast to the production-oriented, or institution-oriented supervisor gives major attention to creating employee motivation. The specific ways in which he does this may vary from situation to situation, but they contribute to a supportive personal relationship between himself and his work group members”

— Daniel Katz

Source: The Social Psychology of Organizations (1966), p. 562

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "The employee-oriented supervisor, in contrast to the production-oriented, or institution-oriented supervisor gives majo…" by Daniel Katz?

Daniel Katz 11

American psychologist 1903–1998

Christian Homburg (1962) German academic

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 451

“Orientation of members toward others [is] a cognitive and affective orientation toward the objects of work, which is manifested in a person's interpersonal style.”

Paul R. Lawrence (1922–2011) American business theorist

Source: Organization and environment: Managing differentiation and integration, 1967, p. 7

“"Stakeholder Management" as a concept, refers to the necessity for an organization to manage the relationships with its specific stakeholder groups in an action-oriented way.”

R. Edward Freeman (1951) American academic

Source: A stakeholder approach to strategic management, 1984, p. 52

“A variety of studies in widely different fields show that supervisors who are getting the best production, the best motivation, and the highest levels of worker satisfaction are employee-centred appreciably more often than production-centred.”

Rensis Likert (1903–1981) American statistician

Source: New patterns of management, (1961), p. 342

“This is a comparative study of six organizations operating in the same industrial environment. The subsystems (sales, research, and production) in each organization were differentiated from each other in terms of subsystem formal structures, the member's goal orientation, member's time orientations and member's interpersonal orientations. This differentiation was related to the requirements of the particular subenvironment with which each subsystem dealt. A relationship was found between the extent to which the states of differentiation and integration in each organization met the requirements of the environment and the relative economic performance of the organizations.”

Paul R. Lawrence (1922–2011) American business theorist

Source: "Differentiation and integration in complex organizations," 1967, p. 1

“Grace is everywhere as an active orientation of all created reality toward God, though God does not owe it to any creature to give it this special orientation.”

Karl Rahner (1904–1984) German Catholic theologian

Meditations on the Sacraments (1977), Introduction, p. xi.
Context: Grace is everywhere as an active orientation of all created reality toward God, though God does not owe it to any creature to give it this special orientation. Grace does not happen in isolated instances here and there in an otherwise profane and graceless world. It is legitimate, of course, to speak of grace-events which occur at discrete points in space and time. But then what we are really talking about is the existential and historical acceptance of this grace by human freedom. … Grace itself … is everywhere and always, even though a human being's freedom can sinfully say no to it, just as a human being's freedoms can protest against humankind itself. This immanence of grace in the conscious world always and everywhere does not take away the gratuity of grace, because God's immediacy out of self-giving love is not something anyone can claim as his or her due. The immanence of grace always and everywhere does not make salvation history cease to be history, because history is the acceptance of grace by the historical freedom of human beings and the history of spirit coming ever more to itself in grace.