Mcgregor Theory X And Y Douglas Mcgregor

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 theory would be moved by the need to control and hence he would provide precise directions and followed a fixed structure. 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 organizational goals.

It is believed that under favorable conditions, work comes as naturally to man as rest and recreation. Managers using this theory would want to empower the employees and instead of using "force," they would use other tools to guide employees in the right direction. This theory emerges from the belief of self-actualization which means that not everyone works to make a living, people at certain stage start working because it gives them a sense of fulfillment and a sense of being useful.

This theory also sees employees in a more positive light and even if they appear lazy, it knows that they are not being provided with correct conditions under which to rise and shine. Hence the management takes responsibility for making conditions conducive and favorable for personal and professional growth. This approach is grounded in the belief that inherently everyone wants to work and wants to achieve something in life.

They only needed to be provided with correct environment and guidance under which they can align their personal goals with organizational needs and achieve both simultaneously. For example a worker who has plans to take his family for luxury vacations would want to work even harder to get that bonus he needs desperately.