Sample Solution

ces of groupthink within Yahoo itself were also evident. There were internal sources at Yahoo who revealed that there were previous incidents not managed swiftly by the CEO of Yahoo and even when urged to take a stronger stance on matters, was not successful and effective at doing so (Swisher & Wagner, 2016). This suggests that there were people within the company who felt that things were not managed well but was not able to act on the concern because of the overriding power and pressure that the group of decision-makers at Yahoo had on dissidents. The leaders were largely reliant on their self-appointed mindguards while the members themselves had direct pressure on dissidents, choosing to go along with the decisions being made in the company instead of voicing out their doubts.

Theory X

Yahoo has also seemingly used the approach of Theory X in its management where the higher management were the ones more largely involved in the hacking incidents and little were revealed to the members, nor were they involved in the problem-solving process. Theory X argues that people are people are not motivated by nature and the management is responsible for organising and managing money, material and people for economic ends, that people are passive and resistant to the achievement of organisational needs without intervention (Miller, 2015).

One of the ways in which Yahoo’s Theory X management style is evident could be seen from the ban that Yahoo has placed on their workers working from home, believing that working in the office would be more productive for the workers (Gapper, 2013). This centralised style of management, monitoring and surveillance on workers, and undermining of employees’ abilities also affected