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Mcgregor Theory X and Y
Douglas McGregor came up with two contrasting theories in 1960 that he called Theory X and theory Y for lack of a more suitable title. These two theories have had a profound impact on management studies as they tend to focus on managerial approaches which are grounded in certain beliefs and attitude towards the employees.
These two theories should not be confused as being the two extremes of the same spectrum because they are inherently different as they focus on two different managerial styles that emerge from two different organizational structures and cultures. On the surface the differences are stark and clear and when we go beneath the surface, we can dig out the reasons for these differences.
Theory X is not very positive in nature. It tends to see employees as lazy beings who would want to avoid work every chance they get. This theory ignores the concept of self-actualization and self-motivation and instead tends to see employees as beings that need to be managed and controlled or else no work would get done. A manager who uses this...
He would structure work in a way that would make it easier for employees to follow the directions and get the task done. Everything would be centralized and delegation of work would remain with the manager so no one else has a say in how work is distributed and structured.
In his classic piece on management "Human side of Enterprise," McGregor clearly explained what these two theories were about and how were they different and what are the beliefs that create such managerial practices. He says that in Theory X, management wants to control everyone because it believes that an average man would want to work "little as possible," he prefers not to take on responsibility and tends to be a follower in most situations. He is seen as "self-centered, indifferent to organizational needs" and basically "gullible."
Theory Y
Theory Y on the other hand suggests that man likes to engage in mental and physical activities that he can align with…
This approach is preferred by McGregor while the conventional approach no longer works in the globalized environment today. It is not suitable for a workplace that is dispersed and no longer centralized. With people connecting with each other remotely and teams working in dispersed geographical locations, it is no longer possible to control every employee or use sticks to guide them I the right direction. Instead this is the time when it is best to hire the most motivated employees, give them directions and believe in their capabilities to carry out the task independently. Thus Theory Y is more popular in organizations today than Theory X
REFERENCE
McGregor, Douglas. Human side of Enterprise. Retrieved online April 11th 2011 from
The company may not see the benefits of having a fully Theory Y managerial style, or the managers involved may not fully be able to implement such a style as it demands a high level of trust in the employees. In theory, the survey results should reflect fairly accurately on my work experience. However, the conclusion is that my company has a management style that is skewed towards Theory Y
McGregor's Theory X and Y: Douglas McGregor developed Theory X and Theory Y as models in behavioral science approach after assessing the existing theories regarding people's behavior at when working. The theories, which have become significant concepts in understanding individuals' behaviors, describe two opposing opinions regarding human behavior at work. McGregor introduced these theories in mid-1940s and became one of the most famous behavioral theorists because of his significant contributions to
Theory X and Theory Y Select organizational leaders analysis activity current research. Critique leader Douglas MacGregor's Theory X Theory Y Identify proper category leader assessment. Include examples situations actions reflect type leader . Theory X versus Theory Y: Apple vs. Google According to Douglas McGregor' analysis of managerial personality styles, managers fall into two basic 'types,' that of Theory X or Theory Y Theory X managers tend to exert authority through a traditional
Theory X & Theory Y Douglas McGregor's Theory X Theory Y are a set of dichotomous views about human nature that guide management. Theory X holds that humans generally dislike work, are irresponsible and require close supervision to do their jobs; Theory Y holds that humans are generally industrious, creative and able to assume responsibility (eNotes, 2006). These theories are said to guide management styles, because they imply that the role
Douglas McGregor's Theory X and Theory Y The work of Douglas McGregor, the renowned social psychologist at MIT's Sloan School of Management who studied the theoretical foundations of human motivation in the 1960's, was premised on a binary conception of managerial perception known as Theory X and Theory Y According to McGregor, managers practicing Theory X operate under the assumption that employees are inherently lazy and unwilling to pursue greater responsibility,
Theory X and Theory Y When working with people, regardless of the organization, one must be cognizant of the way individuals are motivated. Motivation, in fact, is one of the basic driving forces that allow individuals to work, change, and even actualize their internal and external goals. Much of the background on motivation is based on the work of Maslow, not only surrounding human needs, but the manner in which those