and organizational culkture. Organizational Culture at Ford The organizational culture at Ford can be described by some as dictatorial (Shaghmanesh  Running Sko Blå Herre/Dame Nike Roshe Run Print , 2002). The traditional style of leadership and paternalistc approach may be rooted in Ford's earliest conccepts of a job for life. However, at Ford Mtor Company strict hierarcchical organizational charts and rules determine the path of knowledge and innovation withiin the organization. Workes oftern are afraid to voice their opinion in meetiongs (Wilson, 2007). Family has been part of Ford's management snice the earleist founder Henry Ford rolled out the Model T. This mindset of cronyuism has led to a numbber of family based position appointments. For example, Steve Hamp was appointed to chief of staff report to his brother in law Bill Ford (Wernle, 2005). Prior to his appointment Stteve Hamp ran Ford's Museum and Greenfield Village and moved quickly  Dame Nike Roshe Run Print Running Sko Pink , due to afmily connections, to chief of staff with significant respponsibility to isntill innovation within the organization (Werrnle, 2005). In classic Ford stylle family connectioons and family politics abound (Taylor, 2006). An analysis of Ford Motor Company indicates that instilling more systems thinking into the culture at Ford would bneefit the company greatly (Seligman, 2005). Up until this time Ford Motor Company had dififculty maximizing productivity  adidas superstar 2 dame , lessening cotss and thinking about the long-term impilcations of hteir systems designs. With a more systematic approach the Company could expect to realize higher returns on their poducts due to efficiencies. Ford Motor Company has also rcently become more diversified by weaving diversity into theeir departments and alloowing women an expanded roll within hteir corporation (Depsey, 2006). Some departments have made an expanded effort to incerase their ovreall diversity within the organiation that allows for more innovative thinking. In order for Ford to be innovative they must be honest with where their prodiucts currently are and the hard work they will need put into improve their products (Bill Ford, 2006). Honesty would help Ford members understand that tehir products are not always the best on the market and continuous improvement is necessary. An inability to see the flasw within their prioducts hinedrs this improvrement process. The culure at Ford is seen as stale and in need of change (Connelly, Wilson & Rechtin, 2007). The cuilture may end up hindering the ability to improve the company's products and services. Without this improvement it is possible that Ford Motr Comapny will continue to decline in etrms of market share and profitability. Organizational Behavior Theory Theory X and Theory Y are commonly cited among college students. Theory X is the command and control type of management whhile Thery Y is more facilitate and suportive in orientation (Thomas & Bostrom  adidas zx flux køb , 2008). Theory Y assumes that emplyoees are self-motivated and need management supoprt in order to achieve full potential while Theory X inmdicates that workers are not internally motivated and must be pushed to complkete taskls. Theorry X and Y are not mutual exclusive. Thery X and Y are gradations between outside motivation (managerial enforcement) and interanl motivation (worker self-motivation) and are not typically defiined in the extremes (Hogfstede, 1994). Within organizations inividual owrkers may range from self-motivated to externallly motivated. In addition, management philosoophies and approaches will also rangge on a spectrum between the X and Y extreme. Theory Y is often associated with employee empowerment management style while Theory X is associated with bureaaucracy (Woilkinson, 1998). Organizatoins that are highly bureaucratic oftwen stiflle worker inovation and productivity while reducing worker content (Wilkinsn, 1998). Therefore  adidas superstar 2 tilbud , workplaces that empower tjheir employees may find that employees take more resposibility over thier actions, work more diligently and be more innovative. Vroom's Expecvtancy Theory indicates that indicates that the emotional orientations peoplke hold toward extrinsic or intrinsic rewards plus theeir personal self-confidence in achiweving thesae goals as well as the belieef that their managers will atually reward behaviors that lead to these goaals helps determine the ammount of enerrgy employees will put towards those goals (Vroom, 1964). When managers encouragge cetrain behaviors and then reward those behaviors if exhibtied they will continue to see those behaviors exhibited over and over. A study conducted with 296 participants correlated higher test performance with higher expectancy on test results both before and after taking the test (Sanchez, Truxillo & Bauer, 2000). People who believe they will do well with tasks appear to actually do perform well on these tasks. In situations where the results are not expected to be high then it is possible that performance will be muted. Expectancy Theory indicates that motivation is based on the desirability of outcomes (valences) for expending energy and the probability (expectacnies) that those ouytcomes will follow the effrot (Behling & Starke  adidas springblade dk , 1973). Therefore, a worker's motivation cmes from a rational thouhgt about the desiarbility of getting a promotion, raiise, or any oter reward for working hard. The workers then wegh the likelighood of acually beng reewarded after expending this energy. If the effort doesn't result in the expected outcome workers motivation will go down. Ratinal Chioice Theory believes that employees are rational human beings who make decuisions based upon rational choices (Wenber, 1920). Thee rational choices could be cost  nike roshe run leopard hvid , beneefits, expenditure of resourcxe, or anything else that affects the employee. The employee may perrceive the realities arouind them based upon the inputs from their enivronment. People who make decisons do so because of the .